The value of the set and selection of personnel. Personnel recruitment. Objectives and objectives planning need for staff

Attraction and sampling is one of the central control functions, since it is people who provide effective use Any types of resources available at the disposal of the organization, and precisely from people, ultimately, its economic indicators and competitiveness depends. For each work, especially qualified, special psychological and physiological data is needed, and therefore only then can be demanded from a maximum worker that he can give when it is in its place.

The staff is a "motor" of any organization. Often executives focus on financial, production issues, logistics problems or sales finished products, not paying enough attention to people who provide the work of the organization in all these areas.

Errors in the selection of personnel (especially when it comes to candidates for guidelines) Organization is too expensive. The loss of an organization from making erroneous decisions, accidents, injuries and marriage is only a part of those expenses that have to carry as a result of unsatisfactory work on the selection of new employees.

The selection of personnel is a process with which an enterprise or an organization chooses from a number of applicants one or several best suitable for the selection criteria for a vacant place. Bizyukova I.V. Control personnel: selection and evaluation. - M.: Economy, 2005. - p.23.

The main purpose of the selection is to collect workers with a high culture of work, to identify the applicant's capabilities and views in order to determine its compliance with the conditions and features of work - can be carried out by managing managers or people controlling the interests of the company.

Search and selection of frames are traditionally considered as a function of personnel services. However, the effective selection process always requires the participation of the heads of those divisions for which new employees are recruited. Therefore, they need knowledge of the basic principles and procedures used in the selection of personnel, and the possession of the skills needs for this. This is especially true for small organizationsWhere the personnel set is carried out mainly by the first leader or heads of divisions.

The main hypothesis served to the development and use of professional selection and selection methods was the assumption that people have a different probability of success in a variety of professional activities. Inconsistency individual workers Its responsibilities, lack of motivation, knowledge or abilities ultimately lead to the fact that the organization as a whole loses its effectiveness and inevitably loses in a competitive struggle.

Thus, improving the quality of personnel with professional selection is an important reserve for increasing the overall effectiveness of the organization. The quality of human resources depends on how effectively the work of human resources, their contribution to the achievement of the organization and quality of products or services provided to achieving the objectives of human resources.

In order to build an effective search and selection system, first of all, it is important to understand its place in general System Management of human resources organization. Personnel selection is not an isolated function representing independent value; It must be interrelated with all other personnel functions, so as not to turn into an end in itself, which is carried out to the detriment of other forms of working with personnel and takes all the time and forces of specialists, without giving proper return. Search and selection of frames, being a key element personal Policymust be linked to all the main directions of work in the field of personnel management.

Personnel search - Procedure for the formation of reserve frames for replacing vacant jobs. Includes procedures for calculating the need for staff, model jobs, methods of professional selection of personnel and general principles for the formation of reserve frames for vacancies. Personnel Management / Ed. B.Yu. Serbinovsky and S.I. SAMYGIN. M.: Prior, 2004. - with. 135.

The first stage in the work on the selection of personnel is calculation and planning of the need for staff.It should be noted that this procedure is maximally effective only if the manager clearly represents what worker he needs and what problems he intends to solve with the help of a new specialist. But even when the manager has a complete clarity as to which frames he needs, the selection may not justify expectations. The definition and formulation of real requirements for work before the start of hiring is often insufficiently carried out. Clearly formulate vacancies in the process of analyzing the need for work. Such an analysis will allow the manager to clearly define tasks and functions, without which business cannot effectively develop. Then these tasks can be redistributed between the existing (or potential) members of the team with knowledge and skills necessary for efficient operation. In this case, it may be that the new person in the company is not needed at all. If the analysis confirmed confidence in the need for additional staff, you can safely begin to be selected. To assess the need for personnel, you can offer to use the following test (Table 1).

Table 1. Test "Human Results Analysis"

Do you select the staff on the basis of the characteristics of the organization and the perspective tasks?

You pick up the staff, based on the quality of the employee, and look for them workplace?

Do you use the combined selection methods?

Do you expect the need for staff for the next year according to regulations or expert methods?

Do you know the source documents for the need for personnel?

Do you have data for the reporting year about the number-manufacturing structure of the organization's personnel?

Is it possible to do without hiring an employee for this workplace?

Is it possible to teach and encourage your existing employees to perform this work with your surcharge?

Are the benefits (savings) obtained for your organization from doing this work, when hiring a full-time employee, full working week?

Is it possible to distribute this additional work to the existing employees, taking into account their more uniform loading during the year?

Is there a prospect of increasing the significance of work on which people need to choose people with the prospect of developing your organization?

Do you have the number of personnel standards on the unit. cash investments?

Do you know the correction coefficients on the inflation of the ruble in your industry?

Can existing employees perform this work at the expense of overtime hours?

Is it better to mechanize this work or computerize?

Is it no better (cost-effective) this work to charge the subcontractor (another organization)?

If you rationalize and automate other work in your organization, does this provide existing employees to perform this work?

Were existing employees have experienced enough and qualified to perform additional (new) or promising in the sense of the service of the duty?

Does your organization have an unnecessary (or becoming such) a type of work, performers who are able to take on new responsibilities?

Do you often resort to the need for the staff of the personnel of the three "P" ("Paul, ceiling, finger")?

Total answers:

Test key:

In terms of the number of answers, "yes" can be drawn the following conclusions about the status of calculations and the need for staff:

  • - 16 or more - excellent;
  • - from 12-15 - well;
  • - from 8 to 11 - satisfactory;
  • - Up to 7 - unsatisfactory.

Deciding clearly the need for staff, the manager can begin to the next stage of the procedure.

The second stage of the staff selection procedure is formation of vacancy requirements or development of job models.

To clearly imagine what an employee is needed, you need to develop a model of the workplace of the future specialist. There are many techniques for the implementation of this activity. We will not stop in detail on their analysis. We only note that the working place model includes 15 elements that are high-quality and quantitative characteristics of the workplace.

  • 1) Personnel data.
  • 2) Employee experience.
  • 3) Professional knowledge.
  • 4) Professional skills.
  • 5) Personal qualities.
  • 6) Personality Psychology.
  • 7) Health and performance.
  • 8) Qualification level.
  • 9) Career service.
  • 10) Hobbies.
  • 11) Harmful habits and disadvantages.
  • 12) Organization of labor.
  • 13) labor payment.
  • 14) Social benefits.
  • 15) Social guarantees.

The detailed characteristics make it possible to formulate the minimum and maximum requirements for the future employee for a particular vacancy.

An example is the following portrait of a potential employee.

Vacancy: Sales Manager.

  • 1) Age up to 35 years. Higher technical education.
  • 2) sales experience technological equipment (pumps) from two years. Knowledge of the structure of the equipment market, basic suppliers and competitors.
  • 3) Knowledge of technological characteristics of equipment, basic problems of operation and methods of their permission.
  • 4) the ability to conduct business negotiations. Professional sales skills (Special preparation is possible). Knowledge of English language At the reading level of technical documentation. PC hold at the level of a confident user. The ability to read technical documentation.
  • 5) sociability, sociability, mobility, desire for professional growth and increase wages.
  • 6) High stress resistance, switching, tolerance.
  • 7) Good level of physical training. Pleasant appearance. No chronic diseases.
  • 8) a prerequisite - successful professional experience In previous places of work.
  • 9) No harmful habits and inclinations. Not smoking.
  • 10) readiness to work non-corned working day, without days off if necessary.

Usually at this point Employees personnel agencies They advise the manager to think well how much an employee can cost, which meets all their requirements. And think very well. Since if the head at this stage allows an error, and the requirements for the candidate will not coincide with its requirements for the company, there is a risk of losing a valuable specialist. Most often, those jobs remain not closed, on which the level of requirements of the head for a specialist and the level of remuneration of this specialist are not covered. It should be noted that it is not only about monetary compensation Work specialist in the company. Recently, the requirements for the content of the so-called social package are put forward to the fore. A qualified specialist today wants not only a high level of payment, but also social security, which is expressed in the presence of a high fixed source of income (salary), medical insurance, legalization of the level of income, compensation payments, etc.

Having determined the main criteria for selecting a candidate for this workplace, and adopting a decision on the price that the company is ready to pay this specialist, the manager can begin the next stage of the procedure.

The third stage of staff selection procedures is Determination of the regulation of staff selection procedures.

Usually, the Regulation includes measures for the procedure, the deadlines necessary for the selection, officialsresponsible for the execution of events and required documents For each event.

The following activities are allocated standard:

  • - ads on the availability of vacancies in the media;
  • - submission of documents to the personnel department;
  • - Interview;
  • - evaluation of workers who have passed the procedure of interview;
  • - registration of documents required for employment;
  • - obtaining a workplace and the study of internal documents of the enterprise;
  • - Reception for work with a trial period.

Approval by the head of the regulation of the selection makes the document mandatory for execution by subordinates. It helps to save considerable time to structuring actions on this stage. This stage is especially important in companies with a complex structure, in which the decision to accept the candidate for the position of phased by various categories of managers, where several performers are involved in the procedure.

It is necessary to prepare a package of documents required for consideration of a vacancy candidate. You can make it using job descriptions and requirements for the employee of this position. The standard form will allow you to request biographical data and at the same time will give the basis for comparison in addition to information obtained from the questionnaire.

On this basis it will be possible to build a program of interview. It is important that any form with a set of questions have a minimal list of information about the candidate.

Be sure to conduct information on recommendations before the first interview. From the experience of personnel agencies, almost 100% confidence can be said that if the candidate refuses to submit recommendations, then this is a good reason to reject it as a potential applicant for a vacancy. The main condition: Do not call the recommendations from the site of the present work of the candidate until the proposal is received.

It also is also good to have a structured form of recommendations. As an option, you can offer the following (Table 2):

What was your cooperation?

What are the main tasks solved the candidate for work?

How interesting did it work?

What were its results in comparison with the results of other people who performed the same work?

Does the candidate correspond to your company?

Is the candidate who can independently solve problems and make decisions, respond to the decisions made?

how does the candidate copes with stressful situations?

How is the candidate initiative?

What is the greatest contribution of the candidate for your company?

What are strengths candidate?

What are weaknesses?

How do you rate the candidate's ability to get along with employees? With management?

How can a candidate refer to advanced training, training?

Would you agree to take it on the tight job?

What were the reasons for the care of the candidate from your company?

what is the reaction of a candidate for criticism?

How often did the candidate take hospital?

Does the candidate have a sense of humor?

Candidate is better manifested by working in a team or individually?

How do you evaluate the growth potential of the candidate?

A very responsible moment is the analysis of documents of candidates. Everything should be organized clearly. We should not forget that, actively selecting staff, the company declares itself in the labor market. By how the procedure is organized, will judge the level of development of the company as a whole. We should not forget that the decision when selecting the staff is mutual. The candidate who was chosen should want to work in the company. In many ways, its solution will depend on the level of organization of the selection procedure. In this process, the details play a very large role. On them and you need to pay attention first.

When working with documents of candidates for assessing professional and personal qualities, you can use the following block diagram.

The fourth stage of the procedure for selecting personnel is Assessment of a vacancy candidate and selection of a suitable employee.

Once again we note that quality work Candidate documents makes it possible to reduce the time costs and maximally and effectively choose the necessary personnel.

At the fourth stage, an interview with potential candidates for a vacancy has a lot of importance.

The following stages in the selection procedure are:

Fifth stage - Registration of labor relations.

Sixth stage - Adaptation of a specialist in the company ( probation).

Personal selection is a very responsible stage. Each organization comes to its implementation on the basis of its goals and opportunities. In this regard, it makes sense to familiarize themselves with various approaches, methods, procedures, the selection tool.

Personnel selection is the process of studying the professional and business qualities of each applicant in order to establish its suitability to fulfill duties at a specific workplace or position; Evaluation of candidates from an attracted reserve for compliance with the requirements; Choosing from the set of applicants most suitable for the compliance of its specialty, qualifications, personal qualities and abilities in the nature of the organization, the interests of the organization and its own.

The decision during the selection is usually accepted after passing a few steps: Management: Tutorial / Ed. V.V. Tomilov. - M.: Yurait - Edition, 2003. - with. 169.

  • 1. Preliminary selection, conversation.
  • 2. Filling out blanks, autobiography, questionnaire.
  • 3. Conversation for hiring, interview.
  • 4. Hire tests.
  • 5. Checking the recommendations and all-service list.
  • 6. Medical examination.
  • 7. Making a final decision.

Behind the search phase follows preliminary selectioncandidates who received: unscrewing inappropriate candidates on the basis of documents (by sex, age, education profile); differentiation of other candidates for professional signs (for example, the speed of reaction), personal position (for example, marital status); conducting interviews in order to identify the value system and candidate preferences; Drawing up "personality profiles" (the strengths and weaknesses of candidates).

The main purpose of the primary selection is to select candidates who do not have the minimum selection of the characteristics necessary for the vacancy clamp.

Primary selection methods depend on the budget, strategy and relative importance of this position for the organization. The method of analyzing personal data is often used. Analysis of personal data assumes that the human biography is a fairly reliable indicator of its potential to successfully perform certain production functions. The task of the primary selection is to determine the limited number of candidates with whom the organization could work individually.

We define the value and features of the most common in practice of selection methods. Allocate groups of methods:

1. Analysis of personal data (biography, questionnaires).

When assessing the candidacy of the manager, a specialist is greatly attached to his life experience, which is closely related to the duration continuous experience Work. It is at this angle of view that biography is being studied. The main aspects of the analysis are usually: family relationships, the nature of education, physical development, the main needs and interests, features of intelligence, sociability. The information obtained allows personnel service Systematize the allocation of events and situations from the professional and private areas, for example, progress in training, sports progress, professional transitions from one job to another. Information is suitable for preliminary selection and rounding assessment.

Most experts tends to the unified autobiography structure containing the following positions.

  • - Full Name.
  • - Place of residence.
  • - Date and place of birth.
  • - Family status.
  • - School education (estimates in the certificate).
  • - Professional education (Diploma Supplement).
  • - Work by profession.
  • - Professional experience and professional abilities.
  • - Improving the qualifications, knowledge of languages.

Many prefer a tabular form: on the left - the date on the right is an event. New business biography samples suggest a reverse chronological order in education and experience (from subsequent events to the previous one).

Questioning.Allows you to learn more about the previous experience, professional inclinations and interests, personal hobbies (hobbies) and interests. Typical for all forms of the questionnaire are the following groups of questions:

  • - individual information (name, address, date of birth, marital status, etc.);
  • - education (schools, colleges, universities, evening classes, etc.);
  • - Career ( previous places work, salary);
  • - health status;
  • - interests and hobbies in their free time;
  • - information about why the candidate wants to get
  • - It is this work, his proposals;
  • - The names of the guarantors.

There are various branded form of questionnaires, there are questionnaires for the first time hired and those who have already worked in this professional direction. There are very deployed questionnaires. However, experts believe that the use of such a questionnaire in domestic practice should have reasonable restrictions in order to prevent the invasion of a person's personal life.

The number of items of the questionnaire must be minimal, and they must request information, most of all finding performance future work Applicant. Information may concern the past work, the warehouse of the mind, the situations with which they had to face, but so that a standardized assessment of the applicant can be carried out on the basis. Questions of the questionnaire must be neutral, assume any possible answers, including the ability to refuse. Points must flow one of the other.

At the next stage, the personnel department conducts an individual interview with selected candidates. The purpose of this interview is to assess the degree of compliance of the candidate to the portrait of an ideal employee, his ability to fulfill the requirements of the job description, potential professional growth and development, ability to adapt to the organization, working conditions, payment. It is important that the interview is a bilateral process: not only the organization appreciates the candidate, but also the candidate assesses the organization from the point of view of its compliance with its own interests and requests.

Employee of the personnel department, conducting an interview, must provide the most objective and complete information about the enterprise.

Interview (interview)there has always been, there will be a basic method of selection of candidates. Its essence is an active exchange of information between the representative of the organization and the candidate for a vacant position.

The purpose of the interview is the assessment of the professionally important business and personal qualities of the candidate, namely:

  • - professional knowledge and work experience;
  • - degree of interest in this paper;
  • - Activity life position or passivity;
  • - purposefulness and readiness to work with the maximum return;
  • - degree of independence in decision-making and responsibility for the results of its work;
  • - the desire for leadership, the ability to manage and readiness to obey;
  • - the level of intellectual activity, the ability to creatively approach the problem solving;
  • - willingness to risk or excessive caution;
  • - degree of self-critical and objectivity of estimates;
  • - honesty and decency;
  • - the ability to speak well and listen;
  • - appearance and manner of behavior.

Whatever form to take an interview, it always has four main tasks:

  • 1. Collect detailed information about the candidate for the purpose of making a decision on employment;
  • 2. Give the candidate all open information About work;
  • 3. Solve whether the candidate can fit into the current team;
  • 4. In the case of adopting a candidate, convince him of the correctness of the choice.

selection Personnel System

St. Petersburg State University of Service and Economics

Test

By discipline: personnel management

On the topic

Set and selection of personnel

Is done by a student

Nikolaev R.V.

2011

Introduction

1. Attracting personnel

1.1 Personal Set: Types and Methods

1.2 Leasing staff as a new approach to recruitment

1.3 Control of the process of recruitment and selection of frames

2. Personal selection

2.1 Personnel Selection Technology

2.2 Personal selection process. Evaluation of staff feedback

Conclusion

Bibliography

Introduction

A set of personnel is one of the most important tasks of personnel service of any enterprise. This is not only a state of staff, but also the creation of a reserve of candidates for all jobs, taking into account future changes, such as care for retirement staff, maternity leave, ending deadlines labor contracts and other. Recruitment is a long and responsible work, since it relates to initial stage Personnel management.

Errors in the selection of personnel - especially when it comes to the selection of candidates for senior positions - it is too expensive. Losses that carry enterprises from accidents, injuries and marriage as a result of the fact that errors were made in the selection of new workers, is only part of those expenses that have to bear organizations. All this undoubtedly indicates the relevance and significance of the topic "Set and selection of personnel" studied in this work.

The purpose of this work is to study the process of professional recruitment and selection of personnel for the organization or enterprise.

The object of the study is the set and sampling of frames, the subject - techniques and methods that are used in the organization to meet demand when selecting and selection of qualified personnel capable of performing tasks set before the organization and the solution of which will contribute to the implementation of the intended goals.

I. Attracting personnel

personnel Frames Management

Acceptance of work is a number of actions taken by the Organization to attract candidates who have the qualities needed to achieve the goals set by the Organization. The work of any organization is inevitably associated with the need to pick up the state. At the same time, one of the central tasks is the competent organization of the recruitment and selection of personnel. The set and selection of new workers is designed not only to ensure the normal functioning mode, but also lay the foundation of the future success of the organization.

Any organization almost always has the need for personnel. The need to attract personnel involves: the development of an involvement strategy that would ensure the coherence of relevant events with the corporate strategy; choosing an attraction option; determination of the list of claims for candidates; Establishment of the level of remuneration, methods of motivation and outlook prospects; Implementation of practical actions to attract personnel

In the process of setting and creating a reserve of employees to occupy vacant positions, the organization satisfies its need for personnel. With the recruitment of personnel begins managing staff

1.1 Personal Set: Types and Methods

The recruitment of the staff is divided into external and internal. External set includes a proposal to the population to apply for admission to work and collect applications, refinement of the labor market, publishing ads in newspapers, magazines, appeal to employment agencies and higher and secondary educational establishmentsspecializing in training in the desired area.

The internal set consists in the process of promoting an employee for a hierarchical staircase. The internal publication of vacancies in the enterprise allows you to consider the already working personnel as applicants for the open position.

And the external, and the internal recruitment has its advantages and must be fully combined in the proportion, which will be beneficial to the enterprise at this stage of its development.

The external set allows you to draw your own personnel database, update the composition of the staff of a particular department, to replenish it if necessary, specialists of a higher class.

The internal set contributes to the development of working personnel, increases their satisfaction with labor, is accompanied by the lack of need to adapt the employee to the team and the specifics of the work. this companyTherefore, according to individual specialists, requires smaller material costs.

One of the forms of the external set of ordinary personnel, for example, can be attracting students of high school colleges and universities specializing in the training of specialists for subsequent work in the field of a particular business, for the passage of training and production practices in those enterprises where there is an acute need for new or additional frames. This form of cooperation is beneficial to both parties, since, firstly, the university or college will be able to provide along with theoretical knowledge and the practical base of the knowledge gained. And secondly, an enterprise that makes up the practice of students will be able to conduct a certain selection of applicants and make a reserve of personnel.

Internal dialing methods can also be diverse. So, if the goal is simply a vacant position, then the personnel work department can inform all units about opening vacancies, bringing information to each of those working. Another method of internal selection is characterized by the redistribution of working personnel on the hierarchical staircase, due to the invitation to a higher position of the employee of the lower level. For a competent solution to such a task, it is necessary to have an accurate professional profile of this position and the reserve of employees who can actually participate in the competition for a vacant position.

To select a candidate for a certain position, it is necessary to have sufficient information about the work that he needs to be implemented, as well as the requirements for it and the results that it should achieve.

1.2 Leasing staff as a new approach to recruitment

The methods of personnel recruitment discussed above are a traditional understanding of this process. However, recently a number of new, non-traditional approaches to the recruitment appeared. One of these forms is leasing staff. World practice Shows that personnel leasing finds active application when working with human resources.

Personnel leasing can be viewed as the form of temporary attraction of personnel by side. Consider the prerequisites for the emergence and use of personnel leasing. To solve the problem of the inconsistency of cash labor resources and the needs of the organization in them, it is necessary to develop a program for changing the qualitative and quantitative parameters of the company's labor resources. Such a program may assume the satisfaction of personnel needs through additional learning of the latter, making specialists of a certain profile or other activities.

The choice of a specific event depends on the specifics of the need for personnel, as well as on the characteristics of existing labor resources. Important role Play such parameters:

Position of a specialist in the Organization Organization (field of activity and decision-making by this specialist in the organization);

Dates of the search for a specialist. Criterion for the choice of individual forms of attraction serves economic expediency: per unit costs with each embodiment should have the maximum effect. The leasing relationships in the field of personnel management are resorted to such cases:

1. Organizations are often faced with the problem of attracting highly qualified specialists. If the need for them is not permanent, and the field of activity is within accounting, audit, jurisprudence and other areas of knowledge, where there are specialized companies providing such services, then, of course, resort to the help of these companies. This need really becomes a problem if the organization is small and contain a specialist or resort to one-time services of this level of such a level. In addition, a specialist, similar services that are not available on the market by the company may be needed. Find a qualified specialist in a temporary basis in a short time is quite problematic. Actually leasing and arose due to the need of organizations in diverse specialists for different time.

2. Leasing is beneficial, first of all, companies experiencing the need for personnel selection only periodically (in such a situation, it is not economically appropriate to maintain its personnel manager). Some personnel services, in the "normal" time independently carrying out employees, also resort to leasing during the periods of the "peak" load. If a few vacancies suddenly opened, there is a large stream of summaries and candidates that need to "sift" for further interview with the manual.

Many companies cannot use classic hiring forms and employee motivation and face three main problems:

Staff reduction and fiscal articles of personnel costs by head offices of companies while maintaining the need for labor of relevant specialists;

High fluidity of highly qualified personnel due to the change in the compensation policy of companies.

In such a situation, it is necessary to attract specialists temporarily, on other conditions of hiring, that is, to make the company's labor resources more mobile. Personnel leasing is a new form of attraction of personnel, which can help solve these problems.

There are two types of personnel lease services:

1) provision for temporary use of individual specialists;

2) the formation of the state of the organization. By analogy with physical capital, the first service can be compared with the operational lease, since the operational leasing of employees is usually short-term. When using a second type of leasing, there is often a translation of leased employees in their own staff. However, this division is conditionally, since in both cases exceptions are possible.

Thus, the purpose of leasing is more attractive, especially when it comes to a set of several employees.

Working S. recruitment agenciesThe organization pays for the already found candidate who has begun work, i.e. for the result. The leasing also pays the search process itself.

1.3 Control of the process of recruitment and selection of frames

The process of forming labor resources is inherent, of course, any organization. Companies do not regret the effort, seeking to improve the quality indicators of products or services, persistently work on the optimization of industrial and management processes. The scope of the organization of labor resources of the organization remainsless. One of the most responsible sectors is the recruitment. Like any process that occurs in the company, it requires effective management.

In order for the recruitment process to functionally implement the organization's strategy, it needs to be taken into account already at the stage of developing strategic development plans. Staff selection strategy integrates to the overall staff management strategy of the organization; Based on it, then form the operational and current plans of organizational measures to implement the selection strategy. Thus, the planning of the recruitment process covers the area of \u200b\u200bactivity from the creation of a common long-term staff selection strategy - before the current plan of the selection, providing for specific activities, methods and terms of their implementation, as well as the necessary resources.

The plan of organizational recruitment activities covers the following aspects:

1) the operational purpose of the selection;

2) the organizational mechanism for the implementation of the selection activities;

3) a set of concrete action on the selection;

4) a set of material, monetary and other resources necessary to fulfill activities;

5) schedule for implementing events.

In general, the information accumulated in this way gives an idea of \u200b\u200bthe needs of the organization in labor resources. This need is described by the following parameters:

1) the form and timing of the involvement of specialists in the organization;

2) the number of specialists of a certain category;

3) qualifying requirements for specialists;

4) the timing of the search for specialists;

5) budget for the search for specialists;

6) budget for their content and development.

Based on such information, the organization is preparing an annual operational plan for recruiting staff in the company, and on the basis of it, in turn, make up current plan Specialist selection for specific vacant position. The selection of a specialist for organizations is a multistage process. To ensure a clear manageability, it is necessary at the current planning stage to consolidate certain areas of work and the area of \u200b\u200bresponsibility for employees of the organization who are directly involved in the selection of personnel. It may be employees of personnel departments, line managers, individual organization specialists or external consultants. As a result of the selection of personnel, the need for personnel selection appears.

II. . Personal selection

Personal selection is the process of studying psychological and professional Qualities An employee in order to establish its suitability to fulfill the duties at a certain workplace or position and choice from the set of applicants most suitable, taking into account the conformity of its qualifications, specialty, personal qualities and abilities in the nature of the organization, the interests of the organization and its own.

Personnel selection must be distinguished from personnel selection. In the selection process, people search for certain positions taking into account the established requirements social InstituteActivities. When selecting, a search is made, identifying the requirements of various positions, activities for the well-known human opportunities accumulated by their professional experience, experience and abilities.

Employees of frames analyze the effectiveness of the selection using the calculated coefficient, the so-called selection coefficient, which is defined as follows:

For different professions The value of the selection coefficient is different: managers -Okolo / 4, vocational and technical workers - 1/1, clerks - about / 4, skilled workers - about 1/1, black-worker -pox 1/2. If the selection coefficient is close to 1/1, then the selection process is short and simple. With its value of 1/2, the selection becomes difficult, but, on the other hand, than it is lower, the organization can behave. A smaller coefficient means that the organization will hide the work of its criteria for workers.

2.1 Personnel Selection Technology

The selection of employees responsible for their professional, business and personal qualities of the Organization's requirements requires an integrated approach.

Personnel selection should not be considered as simply finding a suitable person to perform specific work; The selection should be linked with philosophy and management practices and with the content of programs implemented in the field of personnel management of this organization.

It is necessary to take into account not only the level of professional competence of candidates, but also (which is no less important) how new employees will fit into the cultural and social structure of the organization. The organization will lose more than it will get if it hits a technically competent person, but not able to establish a good relationship with comrades for work, with customers or suppliers or undermining established norms and orders.

An integrated approach to the selection of new employees implies a decision at least seven main tasks:

1. Determination of the need for personnel, taking into account the main objectives of the organization.

2. Creating accurate information about which requirements for the employee places a vacant position.

3. Installation qualification requirements, necessary for successful implementation Work.

4. Determination of the personal and business qualities necessary to effectively perform this work, which can be considered as criteria in assessing candidates.

5.All possible sources of personnel replenishment and the choice of adequate methods to attract suitable candidates.

6. Determination of what personnel selection methods will best assess the suitability of candidates for work in this position.

7. Ensuring optimal conditions for the adaptation of new workers to work in the organization.

Regardless of the type of organization and the available vacancies, it is necessary to carefully plan the selection process, prepare for its conduct. If we are talking about a competitive selection, when the number of applicants exceeds the number of vacancies available, the selection process is built in such a way that each of its stages perform the function of the sieve, consistently screening off candidates, which in one or another criteria are inferior to other competitors. At the same time, it is important that by the time, as candidates are suitable for the most difficult and demanding time and money, the selection procedures (for example, such as an interview, medical checkup), among the applicants, only those candidates remained, which in all formal characteristics fully arrange the employer.

When carrying out the selection, it is important to plan the work of employees of the company engaged in these, so that they have enough time for quiet work with each candidate without distraction for other tasks, and attentive familiarization with all the information provided for the candidate (summary, recommendations, documents, documents, standard form and etc.). For the selection must be allocated a special room that meets the necessary requirements: good ventilation and lighting, availability need quantity tables, chairs, office equipment, etc.

An analysis of the work is the central link of a comprehensive approach to the selection of personnel.

Work analysis allows:

Develop job descriptions;

Determine the requirements for positions;

Set the criteria used in the selection process to the corresponding vacancies.

Official instructions define the main content of the work, which should be carried out by an employee who occupies this job position: what is the work of this work, what types of activities and responsibilities it includes, responsibility and powers, the place of the employee in formal structure Organizations, qualification requirements for the employee.

The requirements for position indicate what qualities a person should have to successfully fulfill this work: experience, technical knowledge and skills, physical characteristics, health and appearance, motivation, intellectual abilities, formal characteristics, personal and business qualities, as well as other special requirements, such as, for example, non-corned working day, the ability to move to another city or frequent business trips. Obviously, finding the perfect or absolutely suitable candidate in all characteristics is quite difficult or impossible. Therefore, the requirements for posts must be realistic and allow a certain degree of flexibility.

Position requirements can serve as a basis for preparing an interview plan with a vacant post candidate. Separate questions interviews should be linked to job descriptions and requirements for posts and are aimed at finding out whether the candidate has the qualities necessary for successful work. This gives landmarks to generate criteria used in the assessment of candidates and when making a decision on employment.

2.2 Personnel Selection Process

In the process of selecting candidates, acquaintance with applicants occurs, collecting and processing information about them, assessing the qualities and the preparation of reliable "portraits", are associated with actual qualities with the requirements of position. As a result, the appointment and approval of candidates for posts, conclusion with them of employment contracts.

Selection is made in several stages. At the preliminary selection stage, the initial detection of candidates capable of performing the required functions occurs. The circle circle is as much as possible and the reserve is formed, with which the more thorough work is made (analysis of questionnaires, summaries, characteristics, recommendations).

The disadvantage of the primary stage is that using the evaluation of documents can be obtained limited quantity information.

The main rules for the final selection of applicants are: the choice of the most suitable for the organization of workers; ensuring exceeding the expected effect on costs; preservation of staff stability and at the same time the influx of new people; improving the moral and psychological climate; Satisfying the expectations of attracted employees.

In the organization of the selection of applicants are often allowed the following errors: lack of systemics in the organization of selection, lack of a reliable list of qualities required from the applicant; false interpretation of the appearance of the candidate and his answers to the questions set, the ability to speak beautifully; orientation for formal merits; judgment about man one of the qualities; intolerance to the negative features that everyone has; excessive trust in tests; Inaccurate accounting of negative information.

Pre-qualifying conversation.

Work at this stage can be organized different ways. Sometimes it is preferable that candidates come to the personnel department or in place of work. Specialist of the personnel department or linear manager holds a conversation with them general rules Conversations adopted in the organization.

The personnel interview is the most universal way to assess the staff. The medium in which the personnel interview is conducted must coincide with the environment in which a person will work to ensure its compatibility with future colleagues.

The interview may occur one or with a group of applicants, a challenger or a group of applicants, several people simultaneously interview. The results of the conversation with an eye on the eyes may be subjective, and the evaluation of erroneous.

During the preparation of the preliminary interview, it is necessary to find out the following: what personal qualities candidate (knowledge, experience, installation) are required to perform work; With what questions you can remove the necessary information; Who should be attracted as interviewers - one or more people in what form an interview is conducted.

Persons conducting an interview should be able to formulate questions in accordance with the objectives of the conversation, to put them correctly; adapt your style to the personality of the applicant and concrete circumstances; To be good to listen to, providing the opportunity to demonstrate yourself to the interlocutor, summarize, make the right decisions; Save secretly received information; To be representative, gently and tastefully dressed.

When conducting personnel interview, it is necessary to create comfortable conditions for the conversation.

The interviewer should know the organization, conditions and nature of the work proposed, should be able to give comprehensive answers to the questions of the applicant. It is necessary to pre-determine the overall nature of the conversation (formal, informal). The interviewer must create a relaxed atmosphere with the goal that the applicant says more.

Started next rule: Do not talk to the candidates, not offering them to sit down; Do not demonstrate employment and do not do in their presence of other cases; show friendliness, more often mention the name of the applicant; Do not show your attitude towards his personal documents; To thoroughly respond to his questions; do not rush to give advances for the future; hide your mood; study or guess psychological condition; learn to refuse; Comply with the requirements of labor legislation.

The conversation can be built according to the scheme (based on a special form or semi-formal questions), as well as without a scheme. The result of a schematic conversation is not fully received. Only basic questions are preparing for informal conversation, but it requires serious training. When carrying out suchbesida there is a danger of deviation from the topic and inconsistency.

On the basis of the object, the following types of conversation are distinguished:

According to the biography of the candidate - this type of conversation allows you to evaluate past successes, but does not characterize today's situation and motivation to future work.

In terms of the situation, one or more problems are offered to the applicant. As a result, it is possible to estimate its general and analytical abilities, methods of work, the ability to exit complex positions.

According to professional and personal qualities - during the interview, questions are asked about behavior in certain conditions related to professional activities. The assessment is made according to the selected criteria. This type of conversation is recommended to remove 30% of the time. The disadvantage is the originalness of the evaluated qualities, the need for preliminary training, experience, high objectivity of interviews.

At this stage, the formation of the applicant is found, its assessment is made. external view and determining personal qualities.

In the process of conversation, information is exchanged, usually in the form of questions and answers. Common mistake this method is a tendency to draw conclusions about the applicant on the first impression, from the first minutes of the conversation. There are cases where the conductive conversation basses an opinion on the impression of how a person looks, sitting on a chair, keeps contact with his eyes, and on these impressions it makes an assessment of the applicant to the position. In order not to make such an error, the conversation must observe the applicant's speech, and for his behavior.

When conducting conversations, it should be carefully listening to what the applicant says, and also needs to be followed by his behavior. The decision should be taken, only having all necessary information and remembering the requirements for the nature of the work. The conversation must be conducted around questions that are important selection criteria.

After that, the applicant is sent to the next selection stage, on which the application form is filling and the questionnaire.

Questioning is the first step of the assessment procedure and selection of applicants. At this stage, less suitable candidates occurs, the circle of factors in need of a particularly close study on the basis of subsequent methods, as well as sources from which you can get the necessary information are determined. Any distortion in the questionnaire is the basis for the dismissal of the employee at any time when it turns out (the corresponding indication is included in the text of the questionnaire).

Analysis of personal data in combination with other selection methods reveals the following information: compliance with the applicant's education by minimal qualification requirements; conformity practical experience character of office; the presence of restrictions of another kind of execution official duties; readiness for the adoption of additional loads; The circle of persons who can recommend an employee will help help in guiding and receiving additional information.

One of the questions of the survey is to identify personal qualities and circumstances that can help in the work of the candidate in case of employment. Often, the questionnaires contain data on the duration of the spent time at the last employer, the duration of the passes due to the disease, etc. The questionnaire requests an accurate wording of the causes of dismissal in the past. Collect general On the sources of motivation and are assumed about the factors that impede work. These data is rechecked and clarified, and in the future become a matter of thorough study when guided and interview with the applicant. The questionnaire filled data about poor health.

The degree of detailing the questionnaire and the specific form may be different. In one case, personnel services and managers of organizations rely more on the questionnaire, to another clarify the necessary information during the interview process.

Testing as a way to select a challenger.

One of the methods used to facilitate the decision on the selection are tests. Psychologists and personnel specialists are developing tests for assessing the availability of abilities and a mind warehouse needed to effectively perform tasks at the proposed place.

An analysis of the questionnaire, autobiographies and resumes is considered a fairly reliable source of a candidate, but since it is focused on the past, then approximately approximate. Therefore, various tests come to the rescue, which are considered to be a fairly reliable way to verify the applicants, the selection of the best candidates and discrade the weaknesses.

Using tests, you can estimate the speed and accuracy of work, attention stability, accuracy, the ability to quickly navigate, perfection, durability, personal inclinations, general abilities, suitability of the applicant to solve specific problems, fulfilling work at the proposed place, professionalism, the availability of interest in the coming work , mental ability, teaching, interest, personality type, memory, communicability, leadership deposit and other characteristics.

Tests may have the form of written and oral issues and tasks. The following types of tests are discontinued: tests for physical ability; tests for mental ability (general and special); Imitation tests.

Tests for physical abilities are used as a rule for selection of candidates for posts that do not require qualifications, but implied manual labor costs.

Tests for mental ability allow you to check the level of mental development, literacy, the ability to operate with numbers, communicate, qualify, experience, expectations, etc.

Imitation tests simulate real working conditions.

Most popular complex testswhich contain hundreds, and sometimes thousands of questions.

All tests must be reliable and provide similar results when re-testing. Testing It is advisable to spend several times and acceptable days, which will compare the results, since they may be unequal.

The advantage of this selection method is to assess the state of the candidate for the present period, and the main drawback is associated with high costs and the fact that the tests weakly reveal positive qualities of people compared to negative. The reliability of common tests, as practice has shown, is less than 50%.

Analyzing the previously listed methods for selecting personnel, it can be concluded that when organizing the selection of personnel, it is necessary not only to choose the most reliable methods of selection, but also take into account their impact on applicants.


III . Evaluation of staff feedback

To assess the effectiveness of the process of searching and selection of new employees, ordinary composers can be used, which characterize the work of personnel, which has begun to work in the organization:

Personnel flow rate, especially among new employees;

The proportion of workers who have not passed a trial period from the total number of work taken;

Financial costs to ensure the process of searching and selecting personnel;

The level of violations of labor discipline among new workers (absenteeism, not agreed with the leadership of late, lack in the workplace, etc.);

Level of marriage and mistakes allowed by new employees;

Frequency of equipment breakdown;

Efficiency of using the necessary materials, components;

The level of production injuries among new employees;

The number of complaints from customers, consumers, suppliers for the fault of new employees.

Additional information on the quality of the frame selection system used in the organization can be obtained from three sources: from the candidates themselves, from employees of the organization and from those who are dismissed. To this end, interviews, polls, evaluation of work efficiency can be used.

It should be borne in mind that it is difficult to get reliable information from any one source or by estimating a single indicator. For example, the high values \u200b\u200bof the flow rate indicator may be due to the action of a number of factors that are not related to the system of search and personnel selection.

The efficiency of recruitment can be evaluated partially immediately at the end of this process, partly - after a certain planned period of time.

Immediately after the end of the selection can be estimated:

1) compliance of the plan of measures for the selection and the actual set of measures in binding to the deadlines;

2) the degree of deviation of the actual costs of the recruitment of personnel from planned indicators;

3) the proportion of costs and attracted candidates at the rate of each source of attraction;

4) the overall level of expenses for attracting one potential candidate;

5) the level of expenses for filling the vacancy;

6) Other rating parameters.

After a certain period of time, the effectiveness of recruitment can be appreciated directly on the basis of the analysis of the activities of specialists adopted. At the same time covers the following aspects:

· The level of labor productivity accepted by a specialist;

· The share of workers who have not passed a trial period;

· The level of violations of labor discipline and corporate rules;

· Frame flow rate;

· Information coming (on the principle of feedback) from customers and suppliers when working with this specialist;

· Level of breakdowns of equipment, production marriage, quality of use of components, etc.;

· Other rating parameters.

Approximate assessment of the level of invited and employed workers, which is calculated as follows:

Kn \u003d (RK + PR + OR): h, where

KN - Quality of recruited workers,%

PR - the percentage of new employees who have been in service for one year

OR - the percentage of new workers who remained to work after one year

H - the total number of indicators taken into account when calculating.

With the completion of the last stage, the process of recruiting staff formally ends. However, the results of the work carried out in the future will continue to have a significant impact on other fields of personnel management.

Conclusion

It is very important to constantly improve the management of the process of recruitment and recruitment, as the efficiency of the entire enterprise depends on this. Today, the issue of strengthening the personnel potential of organizations remains relevant. In each organization, the selection criteria and the conditions for promotion on superior positions should be developed.

I can draw the following conclusions as a result of writing this work:

─ today there is no one optimal recruitment method, so the organization must own the entire set of receptions to attract candidates and use them depending on the specific task;

─ Due to the fact that the interview today is a practically the main method of selection, managers of enterprises, personnel managers, linear managers need to increase their qualifications in its application, fill in a specific content of interview technology depending on the profession or official level, to work out the rules of description results of interviewing and reporting;

─ When selecting personnel in modern conditions, it is necessary to take into account the personal psychological characteristics of candidates in order to improve the efficiency of the company due to strengthening its cohesion, creating a team. As can be seen from the results of the study, a number of companies are already attracting professional psychologists for this;

─ When organizing the selection and selection of personnel, it is necessary to strengthen attention to the adaptation programs of the new employee, because Entry into office is a substantial part of the hiring process. It must also be carefully planned and also systematically executed, like any other part of the procedure. Insufficient attention to the adaptation of new workers will reduce the results of the selection if new worker, failed to master in a timely manner new job and fit into the labor team, will quit;

─ Enterprises need to systematically assess the effectiveness of personnel selection using various indicators, with the aimed in response to emerging omissions and disadvantages in organizing work on the set and selection of personnel.

Strict compliance with the rules when taking a job, the use of progressive methods of selection, providing publicity and openness during contest procedures will cope with this task.

Bibliography

1. Personnel Management / Ed. That Bazarov, B.L. Eremin. - M.: Infra-M, 2008.

2. Personnel Management / Dsszler G. - M.: Binom, 2007.

3. Tsvetaeva V.M. Personnel Management / M. Tsvetaeva. - SPb.: Peter, 2004.

4. Candidate selection procedure // Handbook of Personnel. - M, 2002

5. Personnel management of the modern organization. Shekshne. - M.: Int-Synthesis, 2007.

6. Strengthening staff // personnel service. - M., 2000.

7. Personnel management: selection and hiring / flu. Durakova. - M.: Center, 2008.

8. Competitive selection - Quality criterion // Frame service. - M., 2000

9. Organization / Ed. A.G. Porshnev, Z.P. Rumyantsevaya et al. M.: Economics, 2003.

10. Personnel planning and work at work / h. Shekshne. - M.: Int-Synthesis, 2007.

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The set is to create the necessary reserve of candidates for all positions and specialties, of which the organization will subsequently select the most suitable employees for it. The main task of implementing this function of personnel management is to satisfy the demand of the organization to employees in a quantitative and qualitative relationship.

Before starting the set of candidates, it is necessary to determine the requirements for a candidate for a vacant position. Formalization of candidate claims is mandatory condition set. There are several tools that facilitate the implementation of the function of recruitment in the organization: job description, qualifying card and competencies map.

The job instruction is a document in which the basic functions of the employee who occupy this workplace are prescribed. As a rule, the job instruction is prepared by the personnel management department together with the head of the division into which the employee is accepted. To compile a qualitative job description, we study the processes that are carried out within the framework of this position, then determine the requirements for the employee who will occupy this position to its knowledge, skills, experience. In addition to job descriptions to facilitate the search process, many organizations began to create documents describing the main characteristics that the employee must have for successful work in this position, qualifying maps and competence maps ("portraits" of ideal employees).

Qualifying card - a document reflected qualification characteristics (Education, Special Skills, Knowledge foreign language, Computer proficiency, car management, etc.), which should have an employee who occupy a certain position. Since during the selection, it is easier to determine the presence of qualification characteristics than the ability to perform certain functions, the qualification card is a tool facilitating the process of selection of candidates. The use of a qualification card allows the structured assessment of candidates for each characteristic and comparison of candidates among themselves. Weak Party This method is that it focuses on the formal characteristics of the candidate, leaving aside the personal characteristics and potential of professional development. A qualifying card is a "intermediate link" between highly formalized by the job description and a slightly formalized map of competencies.

Competence Map (Portrait of a "ideal employee") is a document in which the desired personality characteristics of a person, its ability to perform certain functions, social roles, types of behavior. Very often, the map is complemented by a description of competencies, i.e., a detailed explanation of each stroke portrait of a perfect employee. Later, at the stage of selection of candidates, the competence map of each candidate compares with the competencies of the "ideal employee." Only after the definition of claims to candidates are embarrassed by personnel in the organization.

There are two possible sources of recruitment in the organization: external (from among people who are not related

with the organization) and internal (from among people related to the organization), which, as a rule, are applied in combination. The preference for an external or internal source of satisfaction of the need for personnel depends on the characteristics of the situation. The main limiters at this stage are the budget that the organization can spend, and human resourceswhich it has for the subsequent selection of candidates.

The external set has both advantages and disadvantages.

Advantages include:

Wide opportunities for choosing personnel;

The emergence of new people, and therefore new ideas that will give new impulses for the development of the organization, including through the use of positive experience of other organizations;

A smaller threat of intrigues among employees inside the organization.

The disadvantages include:

High costs for attracting and adapting personnel;

The high proportion of workers accepted from the part, which contributes to the growth of personnel turnover;

Deterioration of the moral and psychological climate among the long-working employees;

Reducing the loyalty of employees to the organization due to blocking their work opportunities;

High degree of risk of adopting a new person in the organization.

Diverse methods of external set:

The formation and maintenance of the database on people whose knowledge and qualifications can be useful in the future (information for the database is drawn from letters, phone calls, oral appeals of people engaged in job search);

Ads in the media (television, radio, press, internet). In ads for employment, it is necessary to reflect the following information: Features of the organization (name, location, activity); Characteristics of activity (Task range, place in structure, growth perspective); Requirements for the applicant (knowledge, experience, qualifications, skills, performance); system of wages and benefits; Features of the selection process (necessary documents, the deadlines for their submission); address and contact phones organizations;

Departure to educational institutions, colleges, business schools;

Contacts with other related activities related to the profile;

Appeals to the state employment agencies that have their own database containing information on registered people (age, education, qualifications, professional experience, the work of interest);

Access to private recruitment agencies, so-called recruitment firms that have extensive data banks on qualified personnel of a wide variety of professions and carrying out a special search for candidates in accordance with the requirements of the Client;

Presentations, participation in job fairs, holidays, festivals; .

Temporary hiring workers (leasing staff). A temporary worker with the necessary knowledge and skills necessary for this position can perform the appropriate tasks. The advantage that provides the use of temporary workers is that organizations do not have to pay them awards, teach them, to provide compensation and take care of the subsequent advancing. A temporary worker can be accepted both to decorate at any time, depending on the requirements of the work performed. The lack of hiring temporary workers is that they do not know the specifics of the organization, which prevents effective work.

The inner set also has its advantages and disadvantages.

The benefits include:

The high degree of manageability of the current personnel situation, including the preservation of the wage level, which has established in this organization, as the applicant "CO. Parties "can make higher demands on wages;

Strengthening the motivation of employees to effectively work in the organization due to the appearance of the chances of career growth;

Improving the moral and psychological climate in the team and strengthening the attachment of employees to the organization;

Low costs for attracting new employees and their adaptation to the working conditions in the organization.

The following points can be attributed to the disadvantages of the internal dial:

Lack of inflow of new people with new views, which can lead to stagnation;

Restriction of the ability to select personnel;

Tensions and conflict in the team in the event of several applicants for higher positions;

Promotion of "necessary people";

Resistance from the heads of units seeking to "hide" the best employees and "save" them for themselves;

Number of translations on new position Does not satisfy the needs of the developing organizations, the need is consistent only high-quality, but through retraining or advanced training, which is associated with additional costs.

The internal set uses the following methods :.

Ad O. vacant location In the internal means of information: the newspaper of the organization, specially published information sheets;

Appeal to the heads of the organization's divisions with a request to nominate candidates for a specific position with the required characteristics;

Intra-person movement of personnel;

Appeal to the organization's personnel with a request to assist and engage in informal search for candidates among their colleagues, relatives and acquaintances;

Overtime work and others.

It should be noted that the methods of recruitment can be active and passive. .

Active usually resorts in the case when the demand for labor in the labor market exceeds its proposal. Passive methods are used in the opposite situation, i.e., with a high proposal of labor.

Employees of the personnel management department must own the entire set of methods to attract candidates for the organization and use them (more precisely, their combination), depending on the specific task.

 

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