Requirements for a candidate. What requirements in vacancies are considered illegal. Professional Skill Requirements

The following stages of filling a vacant position of a specialist or manager are distinguished:

* development of job requirements; as a result, further searches are limited to applicants who have the necessary qualifications for the position;

* wide search for applicants; the goal is to attract as many candidates as possible who meet the minimum requirements to participate in the competition;

* checking applicants using a number of formal methods in order to weed out the worst, which is carried out by the personnel service;

* selection for a position from among several best candidates; usually carried out by the manager, taking into account the conclusion of personnel services and data various checks and tests.

Line managers and functional services participate in the selection process. These services are staffed professional psychologists, use the most modern methods selection.

The immediate manager (sometimes a wider circle of managers) participates in the selection at the initial and final stages. He has the final say in establishing the requirements for the position and selecting a specific employee from among those selected by the personnel service.

The hiring of an employee is preceded by a clear understanding of the functions that he will perform, tasks and job responsibilities, rights and interaction in the organization. Based on pre-formulated requirements, suitable people are selected for a specific position, and great importance is attached to the quality of applicants meeting the requirements.

In the practice of work of managers with personnel, there are four circuit diagrams replacement of positions: replacement by experienced managers and specialists selected outside the organization; replacement by young specialists and university graduates; promotion to a higher position “from within”, aimed at filling the existing vacancy, as well as a combination of promotion with rotation as part of the preparation of the “reserve of managers”.

When selecting managers for positions, they proceed from the need to find candidates who best meet all the requirements. Organizations today are making serious efforts to develop their own staff, improve their skills and provide practical training to take on greater responsibilities. At the same time, there may be a shortage of qualified candidates in the organization. In all cases (including good job with “reserve”) it is considered necessary to fill positions of managers and specialists on a competitive basis, i.e. with consideration of several candidates for the position, preferably with the participation of external candidates.

When selecting for a position from among the organization’s employees, it is important to keep in mind that the assessment of employee performance does not provide complete information about the employee’s capabilities when promoted to a higher position or transferred to some other position. Many employees lose effectiveness when moving from one level to another or from a functional job to a line manager position, and vice versa. The transition from work with homogeneous functions to work with heterogeneous functions, from work limited mainly by internal relationships to work with numerous external relationships - all these movements involve critical changes that weaken the value of performance evaluation results as an indicator of future success.

The selection of candidates for the vacant position of manager or management specialist is made from among the applicants for this

position by assessing the business qualities of candidates. In this case, special techniques are used that take into account the system of business and personal characteristics, covering the following groups of qualities:

1) social and civic maturity;

2) attitude towards work;

3) level of knowledge and work experience;

4) organizational skills;

5) ability to work with people;

6) ability to work with documents and information;

7) the ability to make and implement decisions in a timely manner;

8) the ability to see and support the cutting edge;

9) moral and ethical character traits.

The first group includes the following qualities: the ability to subordinate personal interests to public ones; the ability to listen to criticism and be self-critical; actively participate in social activities; have a high level of political literacy.

The second group covers the following qualities: a sense of personal responsibility for the assigned task; sensitive and attentive attitude towards people; hard work; personal discipline and insistence on the observance of discipline by others; the level of aesthetics of the work.

The third group includes such qualities as having qualifications corresponding to the position held; knowledge of the objective fundamentals of production management; knowledge of advanced leadership methods; work experience in this organization (including in a managerial position).

The fourth group includes the following qualities: the ability to organize a management system; ability to organize your work; knowledge of advanced management methods; ability to conduct business meetings; the ability to self-assess one’s capabilities and one’s work; the ability to evaluate the capabilities and work of others.

The fifth group includes the following qualities: the ability to work with subordinates; ability to work with managers of different organizations; ability to create a cohesive team; ability to select, arrange and secure shots.

The sixth group includes such qualities as the ability to briefly and clearly formulate goals; ability to compose business letters, orders, instructions; the ability to clearly formulate instructions and issue tasks; knowledge of possibilities modern technology management and the ability to use it in your work; ability to read documents.

The seventh group is represented by the following qualities: the ability to make timely decisions; ability to ensure control over the implementation of decisions; ability to quickly navigate in complex environments; ability to resolve conflict situations; ability to maintain mental hygiene, self-control; self-confidence.

The eighth group unites such qualities as the ability to see new things; ability to recognize and support innovators, enthusiasts and innovators; the ability to recognize and neutralize skeptics, conservatives, retrogrades and adventurers; initiative; courage and determination in maintaining and implementing innovations; courage and ability to take reasonable risks.

The ninth group includes: honesty, conscientiousness, decency, integrity, poise, self-control, politeness, perseverance, sociability, charm, modesty, simplicity; neatness and neatness of appearance; good health.

In each specific case, those positions that are most important for a particular position and organization are selected from this list (with the help of experts), and specific qualities that an applicant for this particular position must have are added to them. Selecting the most important qualities To determine the requirements for candidates for a particular position, it is necessary to distinguish between the qualities that are necessary when entering a job, and the qualities that can be acquired quickly enough, having become accustomed to the work after being appointed to the position.

After this, experts work to determine the presence of qualities in candidates for a vacant position and the degree to which each candidate possesses them for each quality. The candidate who most possesses all the qualities necessary for the vacant position takes this position.

When selecting candidates for a vacant position, they use special methods. (see Table 6)

Table 6 Kibanov, A.Ya Personnel management of an organization: Textbook. - 3rd, extra. and processed - M.: INFRA-, 2007.- P.325.

Methods of personnel assessment and selection

Name of qualities being assessed	Analysis of personal data	Psychological testing	Valuation business games	Qualification testing	Checking reviews	interview
1. intelligence
2. erudition (general, economic and legal)
3. professional knowledge and skills
4. Organizational abilities and skills
5. communication abilities and skills
6. personal abilities (psychological portrait)
7. health and performance
8. appearance and manners
9. motivation

Legend:

++ (most effective method);

+ (frequently used method)

Personnel selection in organizations is carried out by personnel department employees (HR managers). The functions of HR managers include:

* selection of selection criteria;

* approval of selection criteria;

* selection conversation;

* work with applications and questionnaires based on biographical data;

* conversation about hiring;

* conducting tests;

* final decision during selection.

In order to correctly determine the selection criteria, it is necessary to clearly formulate the employee qualities necessary for the relevant type of activity. The criteria should be formed so that they comprehensively characterize the employee: experience, health and personal characteristics. “Reference” levels of requirements for each criterion are developed based on the characteristics of employees already working in the organization who are performing their duties well.

Most employers select workers based on the education they have received. Given equal factors, employers prefer more education to less. However, these characteristics must be linked to success at work, and the criteria for education must certainly be compared with the requirements of the job performed. The employer must examine the duration and content of education and its relevance to the job in question.

Practical experience is the most important criterion for a worker’s skill level. Therefore, most employers prefer to hire workers with experience. One way to measure experience in an organization is to establish seniority, which reflects the amount of time a person has worked for the organization. Work experience is measured in various ways: total time of work in a given organization, time of work in a certain position, etc.

There are many types of work that require certain physical qualities from the performer, usually reduced to endurance, strength, and health. To this end, the physical and medical characteristics of successful workers should be identified and used as criteria, but only when all or most of the workers meet them.

One of the most important personal characteristics of an employee is his social status. A family-owned, sedate worker is capable of higher-quality work than a bachelor. The second important personal characteristic of the applicant is his age. Any specific criterion for selecting employees based on age should be carefully studied in relation to successful employees employed in the organization. Workers who are too young or too old must be subject to scrupulous selection.

Thus, we can conclude that the requirements for candidates when assessing for a vacant position depend on the structure of the organization, the position being filled, and the organization’s requirements for the position being filled.

STAFF MARKETING

Description of the situation and statement of the problem.

A production organization is searching for candidates for a vacant position and, for this purpose, carries out marketing research in the field of personnel, which will determine the requirements for applicants for the position, identify the range of sources and ways to meet the need for personnel, and calculate the expected costs of acquiring and further using personnel.

Several candidates are applying for the vacant position. Searching, selecting, hiring and further using each of the applicants is associated with certain costs.

The employing organization has a calculated limit of funds that can be allocated for the acquisition and further use of one candidate for a vacant position.

It has developed requirements for applicants for the position, which are the basis for assessing and selecting candidates, and also has the results of screening tests of applicants.

Based on this information, it is necessary to determine which of the applicants the employing organization will prefer, taking into account restrictions on financial resources.

Input data includes:

a complete form “Requirements for applicants for a position” indicating the degree of importance of a candidate for a position having one or another professional or personal quality (Table 1);

data on the results of screening tests of candidates for a vacant position (Table 2);

information on the sources of meeting the need for personnel and the costs of acquiring and further using personnel for each source;

limit of one-time expenses per applicant.

Table 1.

Requirements for applicants for the position

Requirements for applicants	Gradation by importance
Professional prerequisites, education	Important	Very important	Preferably

Specialty 1. Higher education	X
2. Other types of education			X
3. Foreign languages			X
4. Experience professional activities: professional experience (indicating work experience) in the following areas __________	X
5. Special knowledge		X
Personal prerequisites 6. Logical-analytical abilities (ability to analyze problems (indicate a specific range of problems). and draw conclusions from them)
7.Adaptability (the ability to deal with problems in multiple ways when various situations arise (give examples)...................................		X
8. Organizational abilities (the ability to rationally plan and organize work performed, prioritize tasks, distribute tasks taking into account the capabilities of performers, organize work until the final result is obtained)	X
9. Personal initiative (the ability to take initiative, express ideas in connection with... (give examples)		X
10. Decision-making ability (degree of independence in decision-making, willingness to defend one’s decisions despite external resistance)		X
11. Ability to negotiate (for example, with... (indicate the possible range of partners, as well as the main difficulties in negotiations).			X
12. Ability to work under pressure (the ability to perform high-quality work in limited time, behavior under heavy loads)		X
13. Rhetorical and written skills: ability to conduct meetings, seminars (indicate the most likely problems)...ability to express thoughts concisely and clearly, persuasive style; exchange of written information in the following difficult cases... ability to give a written opinion on requests from external addressees (specify which ones) ...		X
14. Motivational functions (the ability to arouse interest in work, perception of new ideas, discussion of results without suppression external environment, adequate assessment of employee performance)		X
15. Communication style (correctness, openness, sociability, willingness to provide help and support in solving problems)		X
Possible other prerequisites

The sources of meeting the staffing needs in this case are:

for applicant A - a recruitment agency; for applicant B - employment service (labour exchange);

for applicant B - free labor market (application to a company on one’s own initiative);

for applicant G - an educational institution of the corresponding profile.

The contractual relationship between the employing organization and the hiring agency is estimated at 10.8 thousand rubles, and with the educational institution at 1.8 thousand rubles.

Marketing research in the field of personnel was carried out by the employing organization in the amount of 1.9 thousand rubles, of which 0.9 thousand rubles were spent on searching and developing documentation for the recruitment agency, and 0.6 thousand rubles for the employment service. , for an educational institution - 0.4 thousand rubles. The costs of personnel selection (testing tests, etc.) amounted to 8.5 thousand rubles for the hiring agency, and 6.2 thousand rubles for candidates from other sources. Hiring costs are equal to 0.4 thousand rubles. If candidates are hired for the position, their additional training will be:

for applicant A - 1.0 thousand rubles;

for applicant B - 2.5 thousand rubles;

for applicant B - 3.0 thousand rubles;

for applicant G - 4.0 thousand rubles.

Table 2.

Results of screening tests for candidates A, B, C, D

Evaluation indicators	Data is significantly higher than normal	Data above normal	Data is normal	Data below normal

1. Higher education		A, G	B, C
2. Other types of education			A, B, C, D
3. Foreign languages			A, B, D	IN
4. Professional experience	A, B	B		G
5. Special knowledge	A, B	G	IN
6. Logical-analytical abilities	A, G	B, C
7. Adaptability	IN	A	B, G
8. Organizational abilities	B	A	V, G
9. Personal initiative	A, B	G	B
10. Decision making ability		A, B	B, G
11. Negotiation skills		B, C	A, G
A, B	IN	G
13. Rhetoric and writing skills		A, B	B	G
14. Motivational functions		A, B	IN	G
15. Communication style	A, G		B, C

When implementing the program for inducting candidates into a position, the employing organization will require corresponding costs in the amount of: A - 0.5 thousand rubles, B - 1.5 thousand rubles, C - 1.5 thousand rubles, D - 2 .5 thousand rub.

The monthly salary for the position will be 4.5 thousand rubles.

The limit of financial resources released by the management of the organization for one-time costs for the acquisition and further use of personnel is equal to 14.0 thousand rubles. per candidate.

Guidelines

First, you need to rank the candidates' scores based on the results of the screening tests. In this case, one should take into account the degree of importance of one or another assessment indicator established by the employing organization when developing requirements for applicants for the position (Table 1). The degree of importance of the evaluation indicator can be established, for example, using weighting coefficients for each degree of gradation. The rating of applicants is formed based on the data in Table. 2. To do this, it is necessary to assign a quantitative point value to each segment of the rating scale (see group 2 + 5 of table 2). The overall rating of each candidate is determined as a weighted average of private ratings for individual indicators, taking into account their weighting coefficients.

Then you should systematize data on the costs of acquiring and using personnel. To do this, it is recommended to build a table. 4.

Next, it is necessary to compare the amount of costs for each option for meeting the personnel requirement with the limit of financial resources allocated for one-time costs for the acquisition and use of personnel. Based on this comparison, a decision is made to include a particular candidate for further consideration.

On final stage it is necessary to compare the overall ratings of applicants with the financial costs of their acquisition and use. After this, a decision is made on the preference of one of the candidates for the position.

Table 3

Table 4

Solution

The following can be selected as weighting coefficients:

for the 1st gradation (very important) - 1.5;

for the 2nd gradation (important) - 1.0;

for the 3rd gradation (preferably) - 0.5.

applicant A - 67.5/15 = 4.5;

applicant B - 58/15 = 3.9;

applicant B - 61/15 = 4.1;

applicant G - 51.5/15 = 3.4.

The next step involves systematizing the initial data on the costs of the employing organization associated with the use of one or another option to meet the need for personnel.

Table 5

Serial number of the indicator (according to Table 2)	Weighting coefficient of the indicator	Contender A	Contender B	Contender B	Contender G
		Grade	Weighted score	Grade	Weighted score	Grade	Weighted score	Grade	Weighted score

1.	1,5				4,5		4,5
2.	0,5		1,5		1,5		1,5		1,5
3.	0,5		1,5		1,5				1,5
4.	1,5		7,5				7,5
5.	1,0
6.	1,5		7,5				6.		7,5
7.	1,0
8.	1,5				7,5		4,5		4,5
9.	1,0
10.	1,0
11.	0,5		1,5						1,5
12.	1,0
13.	1,0				h
14.	1,0
15.	1,0
Total score			67,5						51,5

It is advisable to present systematized data in the form of a table. 6.

Every employer wants the best employees to work for them. And this is quite natural - after all, the best employees, accordingly, perform the tasks assigned to them better. And, based on such good intentions, managers include a huge list of necessary characteristics in the requirements for a future employee. At the same time, they hope to select a candidate only with good personal qualities, counting on the fact that he will work fruitfully and with pleasure for the benefit of the employer. However, such ideally qualified candidates are found extremely rarely, if at all. Why? Let's try to figure this out.

First of all, when putting forward requirements for candidates, it is necessary to remember that there are no clearly bad or good psychological qualities of a person. The assessment of these qualities depends on the situation in which they appear, and in accordance with the situation they receive their name. Cautious and cowardly, thrifty and stingy, brave and arrogant, kind and soft-hearted - all these pairs of qualities that are different in terms of evaluative judgment reflect attitudes towards the same personal characteristics in different situations. It’s the same with applicants for vacant positions - there are practically no clearly bad or good candidates, just depending on their personal characteristics, they are either suitable for the job we offer, or not suitable.

We put forward adequate demands

Unfortunately, the requirements put forward to the candidate are often not entirely adequate to his future functions, and sometimes quite contradictory. For example, the need to be a tough, assertive leader and at the same time sensitive to people's problems. In addition, these requirements do not take into account that overexpression of any quality that is very desirable for us, employers, can cause many problems in the future.

For example, when putting forward such a requirement as that a candidate must have a very high level of responsibility, the manager does not think about the fact that hypertrophied responsibility is expressed in the desire to keep everything under control, and this not only leads to increased demands on others, but also generates unnecessary nervous tension as well. person and those who work next to him.

Or such a quality as focus on results - a wonderful personality trait for any top manager of a company. However, it should be taken into account that when interacting with subordinates, a manager who is strictly focused on results only sets the task and reports what should be done, but never explains how to do it. And not because he doesn’t want to explain, but simply because he is unable to realize that others may not understand something. It is for this reason that a person focused solely on results will never be able to teach others, which can be perceived as arrogance and provoke tension in the team. Thus, if among the tasks that a new employee will face is the need to explain to others how to complete a task, then in this case you need to look for a candidate whose qualities also include a focus on the process. But at the same time, we will have to come to terms with the fact that such a candidate’s focus on results will be somewhat lower.

Also, is results-orientation necessary for all employees? If we are talking about employees involved in sales, organizing or expanding a business, introducing new technologies, etc., then this quality is an absolute advantage. However, one should think about the extent to which it is required by the driver, security guard, clerk, librarian, nurse and other workers who perform almost monotonous, rather monotonous work every day. Which real result Can you get a job like this? At the same time, for some reason, among the requirements for such categories of workers, “result orientation” often takes the leading position.

What kind of self-esteem is needed?

“We need specialists with high self-esteem“- such a requirement can often be seen in advertisements of young developing companies. And this, in general, is a justified requirement, since high self-esteem gives a person confidence, as a result of which he is able to put forward initiatives and take responsibility for their implementation. However, if a manager is a supporter of a dominant, authoritarian management style, then for him a subordinate with high self-esteem is a potential source of conflict situations. After all confident person knows his own worth and will not allow himself to be pushed around, raise his voice, will defend his interests and ideas, or simply object to the leader when he sees that the latter is wrong.

But people with low self-esteem - timid and insecure in behavior - as a rule, subordinates, good performers, do not contradict, work according to the algorithm determined by the leader. They usually do monotonous work well enough, but get lost when it comes to being creative. They are not ready to make decisions for others, but they are very responsible about doing their work. At the same time, they can even show persistence if they are confident in their competence.

When determining the level of self-esteem, it is important not to mistake its adequacy, that is, so that with low self-esteem a person does not have too great ambitions (high level of aspirations). Such people can behave self-confidently, sometimes even cheekily, but they will never take responsibility for the decisions made, they are suspicious and mistrustful, and are sensitive to all conversations and gossip about themselves. With such inadequacy of self-esteem and level of aspirations, any assessment situation is perceived by a person as threatening, and therefore can provoke his aggressiveness and the emergence of conflicts.

Conformity and sociability

Another wonderful quality, which also has its pros and cons, is conformity - the ability to adapt to others. On the one hand, a conformist person can painlessly join in with both himself and others. new team, establish relationships and, in a short time, begin to fully carry out the tasks assigned to him, since the adaptation of such an employee occurs quite quickly. But, on the other hand, increased conformity leads to compliance with the opinion of the majority, the inability to have and defend one’s point of view, and confusion in situations that require quick decision-making.

Therefore, if it is important for a manager to maintain good relationships in the team, since the result of work significantly depends on this, you should look for a fairly conforming candidate. However, if a new employee has to reorganize work, strictly control the activities of others, establish and maintain order (for example, in a warehouse to avoid loss and damage to goods), then a somewhat quarrelsome person who does not allow familiar relations is needed.

But, perhaps, most often employers are looking for sociable employees, that is, those who know how to communicate. Indeed, today it is not easy to identify an area of activity in which communication would be completely unnecessary. But sociability can manifest itself in different ways: one person talks a lot and uncontrollably, another is simply pleasant to talk to, a third is able to inspire and convince.

Before placing a requirement on a candidate such as communication skills, it is important for an employer to clearly define: what, how and, most importantly, why the future employee must perform, what tasks will be assigned to him. After all, an actor, a politician, and a teacher often do essentially the same thing - speak in front of an audience. But their tasks are completely different, and, therefore, their communication skills should also manifest themselves differently. In addition, it is important to remember that communicative activity is not always evidence of communicative competence, and a person who speaks a lot and easily does not always say what is needed, where needed, and to the right person.

Probably, when putting forward a requirement for a candidate to have high communication skills, it would be more appropriate to determine the communication skills required for him depending on the tasks that he has to solve. Let’s consider, for example, the activities of an employee who must answer customer questions over the phone. In one case, he may be tasked with maintaining a conversation with a client while his colleague searches databases for an answer to a question. asked question. In another case, if the requested information is not available, it is necessary to minimize the communication time. In the first case, you need an employee who can talk to the client; in the second, you need to politely and kindly refuse.

It’s good when a person is creative - he shows a creative approach to everything, puts forward interesting ideas. Such an employee can contribute to the introduction of a new line of activity, bringing the organization to a more high level development or at least simply not allowing the team to stagnate in routine. But it is stupid to demand from such an employee the full implementation of his ideas, especially if this requires a significant investment of time. He is simply not able to work on one idea for a long time, since the next ones will be born in his head - more interesting, unusual or fresh. And he simply loses interest in old ideas.

And so with almost all qualities - they all have their pros and cons. A person who has his own point of view on all issues has difficulty accepting the views of other people, especially if they strongly disagree with his own.

An attentive, pedantic employee usually works slowly and, due to the tendency to double-check what has been done, will not be able to complete urgent work. An extreme manifestation of high stress resistance can be indifference to others, and excessive activity contributes to a rapid loss of interest in things already started and their incomplete completion.

When putting forward requirements for a candidate, it would not be amiss to also take into account the peculiarities of the organization’s corporate culture. If the team has adopted a joint discussion of all issues, then a closed, taciturn employee simply will not fit into this team. And a person who is accustomed to the quick and precise execution of assigned tasks will not be at home in an organization where any task is preceded by a long sway.

Undesirable qualities of a candidate

When putting forward requirements for a candidate, sometimes it is very important to determine not only what qualities he should have, but also what he should not have.

For example, people with low self-esteem, insecure, indecisive, and unable to take responsibility are absolutely not suitable for leadership positions. Such employees are good performers.

An executive in a leadership position is not able to organize the work of subordinates or hold an effective meeting. He will ask, not give orders; ask rather than control the results of the work performed; redo what you have done yourself if you find errors, and not demand their correction from others. He will be afraid to make responsible decisions, avoiding them or shifting responsibility to others and, as a result, delaying the resolution of any issue. Sometimes he will be offended, raise his voice at his subordinates, and threaten them with punishment. Depending on the other personal qualities of such a leader, he will be pitied, despised or ignored, and the quality of work will only worsen from this.

It is impossible to accept impulsive, emotionally unrestrained candidates for team work, even if they are highly qualified specialists. They themselves may work, but those around them will simply be demoralized after their emotional outbursts.

Emotionally unstable candidates should not be hired to work with a large flow of clients or visitors. The imbalance and low emotional self-control of such employees will scare away customers and send them to competitors. And with low competition, you will simply be inundated with complaints about the behavior of your employee. Although such an employee can be very useful to scare away unwanted visitors.

Thus, when putting forward requirements for a job candidate, it is important to decide not only what qualities should be inherent in the applicant and what should not be, but also how desirable qualities should be expressed. It’s not for nothing that they say that our shortcomings are a continuation of our advantages. Therefore, the main and perhaps most challenging task will be the definition of that golden mean where indicated minimum required expression of desirable and permissible maximum expression of undesirable qualities of our applicants.

Irina Mostovaya

In conditions of market competition, the quality of personnel has become the most important factor determining the survival and economic position of Russian organizations. Currently, we have switched to active methods of searching and recruiting personnel, trying to attract into the organization as many applicants as possible who meet the requirements, and the selection procedure itself is being improved. In the past, it was not uncommon for a manager to select an employee without the help of human resources services. He relied on his intuition and experience, as well as recommendations from his previous place of work. Frequent mistakes led to the dismissal of an employee and his replacement with a new one. In modern conditions, such an approach is becoming not only ineffective from the point of view of meeting the needs for qualified labor, but also simply expensive.

HR professionals have long felt the need for more robust and reliable procedures. Increasing the efficiency and reliability of selection is associated with the consistent verification of the candidate’s business and personal qualities, based on complementary methods for identifying them and sources of information. A stage-by-stage selection of candidates is carried out, eliminating those candidates who clearly do not meet the requirements. At the same time, whenever possible, an objective assessment of the candidate’s actual knowledge and the degree of proficiency in the necessary production skills is used. In this way, a complex multi-stage system for selecting human resources is formed. US experience has shown that interview methods have become widespread (4/5 firms): 2/3 of firms made inquiries and "/3 used the services of specialized assessment centers.

The following stages of filling a vacant position of a specialist or manager are distinguished:

development of job requirements; as a result, further searches are limited to applicants who have the necessary qualifications for the position;

wide search for applicants; the goal is to attract as many candidates as possible who meet the minimum requirements to participate in the competition;

screening of applicants using a number of formal methods in order to weed out the worst, which is carried out by the personnel service;

selection for a position from among several best candidates; usually carried out by the manager, taking into account the conclusion of personnel services and data from various inspections and tests.

Line managers and functional services participate in the selection process. These services are staffed by professional psychologists and use the most modern selection methods.

The hiring of an employee is preceded by a clear understanding of the functions that he will perform, tasks and job responsibilities, rights and interactions in the organization. Based on pre-formulated requirements, suitable people are selected for a specific position, and great importance is attached to the compliance of the qualities of applicants with the requirements.

In this respect, the “personnel selection philosophy” of American firms differs from that of the modern Japanese management system. In a sense, in Japanese firms, “the organization is adapted to the person.” When selecting workers, to a lesser extent than in the United States, attention is paid to the special knowledge, skills and practical experience necessary for immediate entry into a position, focusing on personal potential and the quality of education. This is explained by the fact that a Japanese worker or employee is accepted into an organization, as a rule, for a very long period of time. Even graduates of the best universities in Japan are initially enrolled in ordinary positions. Special training in terms of acquiring specific production skills and experience takes place at the company itself. Selection for senior and middle management is also carried out primarily from the company's employees and taking into account the principle of seniority. The entire HR system in large companies is adapted to lifelong employment. Despite all the promise of the Japanese model, it is obvious that, with rare exceptions, it cannot be recommended and implemented at the current stage of economic activity of Russian organizations.

In the practice of work of managers with personnel, there are four basic schemes for filling positions: replacement by experienced managers and specialists selected outside the organization; replacement by young specialists and university graduates; promotion to a higher position “from within”, aimed at filling the existing vacancy, as well as a combination of promotion with rotation as part of the preparation of the “reserve of managers”.

When selecting managers for positions, they proceed from the need to find candidates who best meet all the requirements. Organizations today are making serious efforts to develop their own staff, improve their skills and provide practical training to take on greater responsibilities. At the same time, there may be a shortage of qualified candidates in the organization. In all cases (including good work with the “reserve”), it is considered necessary to fill the positions of managers and specialists on a competitive basis, i.e. with consideration of several candidates for the position, preferably with the participation of external candidates.

In American practice, it is recognized that correct personnel decisions cannot be found until the requirements for the position are so well defined that individual candidates can be measured against established standards.

When determining the requirements for candidates for management positions in American firms, they are based on rules that can be formulated as follows.

Every choice official There is an inevitable trade-off - even the best employees have weaknesses; the key to selection should be a clear understanding of which qualities are truly necessary for a given position, and which can be neglected if necessary.

Different combinations of qualities can be equivalent for performing a position.

Managers and specialists should pay attention to a common mistake and, when setting requirements for a position, make a clear distinction between the qualities that must be had before entering a job, and those that can be acquired after admission. Should not be introduced unless additional qualification requirements are necessary. For a position for which there are few applicants, this is especially undesirable. In such cases, the requirements for the position must be limited to qualities, in the absence of which the candidate will not be able to perform the job.

Increasing quality requirements may affect the underestimation of the employee’s overall potential and the qualifications that will be in demand in the future.

A clear definition of the requirements for the position should remove the inevitable subjectivity of assessments.

The greater the number (within reasonable limits) of candidates considered for each position, the greater the likelihood that the selection will produce positive results; the fewer candidates, the more likely it is that serious compromises will have to be made on a number of important qualities.

When determining the qualification requirements for a position that is part of senior management or another management team, you can try to compensate for the individual weaknesses of this team, due to the professional and personal characteristics of its members, by formulating appropriate additional requirements for the candidate. Research shows that the climate of the organization and the personalities of other management members also determine the specific traits required by candidates for the position.

The selection of candidates for the vacant position of manager or management specialist is made from among the applicants for this position by assessing the business qualities of the candidates. In this case, special techniques are used that take into account the system of business and personal characteristics, covering the following groups of qualities: 1) social and civic maturity; 2) attitude towards work; 3) level of knowledge and work experience; 4) organizational skills; 5) ability to work with people; 6) ability to work with documents and information; 7) the ability to make and implement decisions in a timely manner; 8) the ability to see and support the cutting edge; 9) moral and ethical character traits.

The second group covers the following qualities: a sense of personal responsibility for the assigned task; sensitive and attentive attitude towards people; hard work; personal discipline and demands for others to maintain discipline: the level of work aesthetics.

The third group includes such qualities as having qualifications corresponding to the position held; knowledge of the objective principles of production management; knowledge of advanced leadership methods; work experience in this organization (including in a managerial position).

The sixth group includes such qualities as the ability to briefly and clearly formulate goals; ability to compose business letters, orders, instructions; the ability to clearly formulate instructions and issue tasks; knowledge of the capabilities of modern management technology and the ability to use it in one’s work; ability to read documents.

The eighth group combines such qualities as the ability to see new things; ability to recognize and support innovators, enthusiasts and innovators; the ability to recognize and neutralize skeptics, conservatives, retrogrades and adventurers: initiative; courage and determination in maintaining and implementing innovations; courage and ability to take reasonable risks.

In each specific case, those positions that are most important for a particular position and organization are selected from this list (with the help of experts), and specific qualities that an applicant for this particular position must have are added to them. When selecting the most important qualities to determine the requirements for candidates for a particular position, one should distinguish between the qualities that are necessary when entering a job, and the qualities that can be acquired quickly enough, having become accustomed to the work after being appointed to the position.

When selecting candidates for the vacant position of HR manager, special methods are used (assessment and selection methods are given in Table 6.4).

Personnel selection in organizations is carried out by personnel department employees (HR managers). The functions of HR managers include:

selection of selection criteria;

approval of selection criteria;

selection conversation;

work with applications and questionnaires based on biographical data;

conversation about hiring;

conducting tests;

final selection decision.

In order to correctly determine the selection criteria, it is necessary to clearly formulate the employee qualities necessary for the corresponding type of activity. The criteria should be formed so that they comprehensively characterize the employee: experience, health and personal characteristics. “Reference” levels of requirements for each criterion are developed based on the characteristics of employees already working in the organization who cope well with their responsibilities .

Sociogram of the head of the production department A.S. Ivanova

Methods of personnel assessment and selection

Legend

++ (the most effective method); + (frequently used method).

Most employers select workers based on the education they have received. When things are equal, employers prefer more education to less. However, these characteristics must be linked to success at work, and the criteria for education must certainly be compared with the requirements of the job performed. The employer must examine the duration and content of education and its relevance to the job in question.

Practical experience is the most important criterion for a worker’s skill level. Therefore, most employers prefer to hire workers with experience. One way to measure experience in an organization is to establish seniority, which reflects the time during which a person has worked in that organization. Work experience is measured in various ways: total time worked in a given organization, time worked in a certain position, etc.

One of the most important personal characteristics of an employee is his social status. A family-owned, sedate worker is capable of higher-quality work than a bachelor. The second important personal characteristic of the applicant is his age. Any specific criterion for selecting employees based on age should be carefully examined in relation to successful employees employed in the organization. Employees who are too young or too old must be subject to scrupulous selection.

Let us give an example of the formulation of requirements for a candidate to fill a vacant position by an employer .

Lecture 8. Personnel policy of the organization

Recruitment, hiring

Selection of candidates.

Based on a comparison of the human resource plan with the number of personnel already working in the organization, the human resources department identifies vacant jobs that need to be filled. If such positions exist, the hiring process begins, consisting of several stages - detailing the requirements for the vacant job and the candidate for its occupation, selecting candidates, selecting candidates and, in fact, hiring.

REQUIREMENTS FOR A CANDIDATE FOR A VACANCY POSITION.

Hiring begins with a detailed definition of who the organization needs. Traditionally, this process is based on preparation job description, i.e. document describing the main functions of the employee occupying this position workplace. As a rule, a job description is prepared by the human resources department together with the head of the department in which the vacant position exists: human resource specialists bring their knowledge of the process of creating a job description, and the line manager brings their knowledge of the requirements for a specific workplace.

Job description of the head of the labor sector and wages human resources department

SAMPLE DI

1. General provisions.

The head of the labor and wages sector works under the supervision of the director of human resources.

The head of the labor and wages sector is appointed and dismissed from his position upon the recommendation of the director of human resources in accordance with current legislation.

The head of the labor and wages sector in his work is guided by the current labor legislation of the Russian Federation, orders, instructions of the company and higher organization, as well as this job description.

2. Job responsibilities.

Carries out work to improve the forms and systems of wages, material incentives for company employees,

Analyzes the effectiveness of applying existing forms and systems of remuneration. Develops regulations on wages and bonuses for employees.

Provides control over the correct application of forms and systems of remuneration.

Together with the relevant divisions of the company, headquarters specialists and the trade union committee participate in the development of a draft collective agreement.

Develops measures for organizing competition in work teams, prepares materials for summing up the results of the competition and encouraging employees.

Provides methodological assistance to company departments in matters of remuneration of employees.

3. Must know.

Methodological, regulatory and other guidance materials on labor organization, wages and production management; labor legislation; labor economics; labor standardization methods; the procedure for tariffication of work and workers, establishment of salaries, additional payments, bonuses and wage coefficients.

4. Qualification requirements.

Higher economic or engineering-economic education and work experience in a specialty in the field of labor organization and wages for at least 5 years.

A job description is a description of the main functions that an employee holding a given position must perform. Therefore, when using a job description to evaluate candidates for a vacant position, the specialist must determine how capable the candidate is to perform the functions. This is quite difficult to do, especially for a person unfamiliar with the specifics of work in a vacant position (employee of the human resources department). To facilitate the process of selecting candidates, many organizations have begun to create (in addition to job descriptions, and more recently, instead of them) documents describing the main characteristics that an employee must have to successful work in this position - qualification cards and competency cards (portraits or profiles of ideal employees).

Qualification card, prepared jointly by the head of the department and human resource specialists based on the job description, is a set of qualification characteristics ( general education, special education, special skills - knowledge foreign language, computer skills, truck driving, etc.) that an “ideal” employee holding this position should have. Since during the selection process it is much easier to determine the presence of qualification characteristics than the presence of the ability to perform certain functions, the qualification card is a tool that facilitates the process of selecting candidates. The use of a qualification card also provides the opportunity for a structured assessment of candidates (for each characteristic) and comparison of candidates with each other. At the same time, this method focuses on the technical, largely formal characteristics of the candidate (his past), leaving aside personal characteristics and potential for professional development.

Competency map(portrait of an ideal employee) allows you to overcome this drawback and facilitates the work of human resources department employees involved in hiring. Competencies represent the personal characteristics of a person, his ability to perform certain functions, types of behavior and social roles, such as focus on the interests of the client, ability to work in a group, assertiveness, originality of thinking, preparation of a competency map requires special knowledge and, as a rule, , is carried out with the help of a professional consultant or a specially trained employee of the human resources department. The most important addition to the map is the description of competencies, i.e. a detailed explanation of every detail of the portrait of an ideal employee. When assessing a candidate, the competency map is also used as a qualification map - the candidate’s competencies are compared with the competencies of an ideal employee.

ATTRACTION OF CANDIDATES. Having determined the requirements for the candidate (in the form of a job description, qualification card, competency card or other document), the human resources department can proceed to the next stage - attracting candidates, the main task of which is to create a sufficiently representative list of qualified candidates for subsequent selection. The main constraints at this stage are the budget that the organization can spend and the human resources it has for the subsequent selection of candidates.

The experience of the first job advertisement for McDonald's in Moscow, to which tens of thousands of candidates responded, is good famous example how an organization that misplans its recruitment campaign can find itself in a critical situation, unable to cope with the influx of candidates.

To attract candidates, an organization can use a number of methods, each of which has its own advantages and disadvantages.

1. Search within an organization . Before entering the labor market, most organizations try to look for candidates in their “own house”. The most common methods of internal search are announcements of vacancies in internal media: enterprise newspapers, wall newspapers, specially published information leaflets (See Example Fig. 17), as well as appeals to department heads with a request to nominate candidates and analysis of personal files in order to selection of employees with the required characteristics

A search within the organization, as a rule, does not require significant financial costs, helps strengthen the authority of management in the eyes of employees, and does not confront candidates selected in this way with the need to integrate into the organization. At the same time, internal search often encounters resistance from department heads who seek to “hide” the best employees and keep them “for themselves.” In addition, when searching for candidates within an organization, the choice is limited by the number of its employees, among whom the necessary people may not be available.

2. Recruitment with the help of employees. The human resources department can turn to the organization's personnel with a request to provide assistance and engage in an informal search for candidates among their relatives and friends. This method is attractive, firstly, because of its low costs, and, secondly, because it achieves a fairly high degree of compatibility of candidates with the organization due to their close contacts with representatives of the organization. Its disadvantages are associated with “informality” - ordinary employees are not professionals in the field of candidate selection, do not always have sufficient information about the workplace, remuneration, etc., and are often not objective about the potential of people close to them. Using this method of attracting candidates exclusively
can lead to the development of nepotism and nepotism - phenomena not
contributing to the progress of organizations in any society.

3. Self-appointed candidates. Almost any organization receives letters, phone calls and other requests from people searching for work. Having no need for their labor at the moment, the organization should not simply refuse their offers - it is necessary to maintain a database of these people; their knowledge and qualifications may be useful in the future. Maintaining such a database is inexpensive and allows you to have a representative pool of candidates on hand. In order to have more self-professed candidates, some organizations
hold “Open Days”, inviting everyone to get acquainted with their products, production facilities, and working conditions.

4. Announcements in the media - on television, radio, in the press. Main advantage this method selection of candidates - wide coverage of the population at relatively low costs. The disadvantages are reverse side advantages - advertisements in the media can lead to a huge influx of candidates, most of whom will not have the required characteristics. Application review and initial selection can be a lengthy and labor-intensive undertaking. This method is successfully used to select candidates for mass professions, for example, construction workers for the construction of a new facility. To attract specialists, advertisements are placed in specialized literature, for example, financial or accounting publications, if the company needs a financial director. This focus of the search limits the number of potential candidates, ensures a higher level of their professionalism and greatly facilitates subsequent selection.

5. Travel to institutes and others educational institutions. Many
Leading organizations constantly use this method to attract “fresh blood” - young specialists. When visiting educational institutions, the organization makes a presentation of the company, organizing
speeches by managers, demonstrations of products, videos of the organization, answering questions from students and conducting interviews with future graduates interested in their organization.
This method is very effective for attracting a certain type of candidate - young professionals. Interviews with company representatives allow you to create a list of candidates,
the degree of selection of which is significantly higher than with other methods, which reduces time and financial costs at subsequent stages of selection. At the same time, the scope of application of this method is limited - it is unlikely that anyone will go to the institute to look for a general director.

6. State employment agencies. The governments of most modern states contribute to increasing the level of employment of the population by creating for this purpose special bodies engaged in finding work for citizens who apply for help. IN Russian Federation Such institutions, called Federal Employment Bureaus, exist in every administrative district - republics, regions, municipal districts. Each bureau has a database containing information about registered people - age, education, qualifications, professional experience, work of interest. Organizations searching for employees have access to this database. Using government agencies makes it possible to conduct a focused search for candidates at low cost. However, this method rarely provides a wide coverage of potential candidates, since employment agencies are approached mainly by certain categories of the population - primarily the unemployed, women returning from maternity leave, housewives.

7. Private recruitment agencies. Over the past 30 years, personnel selection has become a rapidly developing sector of the economy; in many countries, including ours, today there are hundreds of private companies specializing in this area. Each agency has its own database and also carries out a special search for candidates in accordance with the client's requirements. Payment for services is made, as a rule, in case of successful selection of a candidate and represents a certain percentage of his annual salary - 30-50%. Private agencies provide enough high quality candidates, their compliance with the client’s requirements and thereby significantly facilitate the further selection process. High costs are a factor limiting the widespread use of this method, which is used in cases of searching for managers and specialists who have a significant impact on the functioning of the organization.

Analysis of the candidate selection methods presented above allows us to draw a simple but extremely important conclusion - there is not just one optimal method Therefore, the human resources department must master the entire set of techniques for attracting candidates and use them depending on the specific task. Most experts agree that to successfully organize a search for candidates, you should be guided by two basic rules: 1) always conduct the search for candidates within the organization and 2) use at least two methods of attracting candidates from outside.