The Russian representative office of a West German holding (B2B profile: publication of professional literature, professional training) is looking for an office manager
Main responsibilities
Ensuring order and comfort in the office: monitoring the condition of meeting rooms and recreation areas, watering flowers, monitoring the condition of household appliances
Communication with the lessor company (document flow, information exchange, quality control of the provision of rental services)
Order stationery, water, furniture, office appliances
Organization of the work of service providers for cleaning, repair, etc.
Monitoring the status of corporate mobile communications accounts
Organization of a meeting of visitors (tea / coffee, etc.)
Organization or assistance in organizing workplace relocations when moving to new premises or hiring new employees
Accounting for administrative costs (in the corporate database)
Work with documents
Preparation or participation in the preparation of meetings with partners
Maintaining a list of employees, control over congratulations
Press Subscription (New Magazines, Subscription Renewal)
Participation in administrative activities and projects
Ordering tickets and hotels for business trips of employees abroad and in Russia
Fulfillment of other instructions of the Director
Job candidate requirements
Professional:
Education: higher or incomplete higher
Computer proficiency:
Outlook, Excel, Word,
experience with Internet search engines;
database experience.
Correct oral and written language
Knowledge of English at a level not lower than confident Intermediate
Personal qualities:
Housekeeping, the presence of a desire to make the world around better
Organized and tidy, attention to detail
Sociable and easy-going nature
Ability to analyze information
A responsibility
Initiative
Intelligence and learning
Terms
Salary from 22,000 with the prospect of growth plus annual bonuses
Social guarantees (sick leave, vacations)
Payment of medical insurance, including dentistry (VHI) - after the probationary period
Permanent office work (Udelnaya metro station), full time
When describing the position, a personally independent, written representation of all its essential features is given, which serves to systematize the processes of structuring and restructuring the organization, as well as to fix the areas of tasks and responsibilities. Thus, the value of the job description is that it is used as a management tool.
The position is the basis not only for assessing the workplace, but also for determining the goals of acquiring personnel and planning its development, as well as searching for new employees. The description of the position is considered as an information basis necessary to characterize the applicant.
Companies use standard forms that contain the most important general information about the position. For example, in Western Europe they include the following elements: title and purpose of the position; interaction with employees of higher and lower positions; special powers, such as the right to sign documentation; idea of activity (functional duties).
Perhaps the key link in the recruitment process can be called the definition of adequate requirements for candidates. A good basis for developing such requirements is the Job Description or Job Description.
Typically, candidates are asked the following questions:
professional,
Biographical and situational.
In the selection process, it should be especially remembered that not only the employer, but also the candidate has expectations and requirements. Only with the maximum convergence of these expectations can one count on acquiring a highly effective employee who is loyal to the organization. That is why it is important to remember when defining requirements for candidates that they must be realistic. Unnecessarily overstating the requirements, you can not find a single candidate at all or get an employee with obviously overestimated claims.
Another important condition is the indispensable informing of the candidate not only about the employer's requirements for his qualifications, experience and personal qualities, but also about the conditions of future work, including its payment, information about organizational culture, etc.
Before recruiting staff, the financial plans of the organization should take into account the costs. So, if an organization uses an hiring agency to select employees, then its costs will be at least two weeks' salary of this employee, and if the person of interest to the organization is a specialist, then the costs will be approximately equal to his monthly or one and a half months salary. Using the services of such agencies, on the one hand, significantly saves the time of the organization's full-time employees, since external personnel consultants carry out most of the work on the preliminary selection of candidates, and only those who have passed through the "screening sieve" (as a rule, up to five people) will be interviewed directly by the manager for staff or head of the organization. On the other hand, agency employees do not always have enough information about the organization's strategy, its culture and the characteristics of those leaders "under whom" the candidate is selected, this can lead to various kinds of misunderstandings, up to the rejection of all candidates proposed by the agency. Of course, in this case, the costs of the organization can be very tangible.
It is believed that one of the cheapest ways to recruit staff is to search for candidates through employees working in the organization (their friends or relatives who need work). This method does not require special costs, since the employees of the organization, in fact, do a significant part of the search and even selection work.
2. Decision making by the candidate and tasks of the HR manager
The choice of a particular organization by a candidate is connected with his own goals, plans and features, as well as with the current situation. For an hiring manager, understanding how a person is looking for a job can help organize the most effective recruitment process.
Step 1. Determination of the ultimate goal of promotion and the sequence of jobs on the way to this goal. This allows you to consider the proposed places in the organization in terms of the option of the final or intermediate workplace.
Analysis of the labor market and identification of possible segments, whose representatives, from his point of view, can strive for goals that are adequate to the corporate culture of the organization and a specific workplace (at a certain stage of a career). An attempt to reconstruct the goals that the person you are looking for should strive for.
Actions of a potential candidate:
Step 2. Determination of current sources of information about the proposed jobs. This allows the candidate to choose both the most informative, trusted media, and those oriented in a certain way (by specialty, by status level, etc.)
Responsibilities of the Human Resources Manager:
Analysis of the methods of obtaining information that are most suitable for your potential candidate. Evaluation of the influence of various media on the segment of the labor market from which it is possible to attract a candidate.
Actions of a potential candidate:
Step 3. Analysis of the proposed jobs, comparing them with each other by:
industries,
The types of companies
the proposed features,
other grounds.
Narrowing the range of proposals to a few that should be considered more closely. The candidate forms the so-called competitive list and compares the conditions offered in different organizations based on the specifics of their own motivation: in terms of remuneration, possible promotion, professional development, etc.
Responsibilities of the Human Resources Manager:
Analysis of competitive offers and development, if necessary, of ways to argue for your company. Assumption of additional parameters that may be important to your potential candidate. In order to be able to do this, it is necessary to reconstruct the specifics of the motivation of the person that the organization is looking for - what he should be focused on in the first place: finance, growth, development, certain guarantees, etc.
Actions of a potential candidate:
Step 4. Analysis of the candidate's own capabilities. This allows you to build the most successful argumentation during the selection procedures.
Responsibilities of the Human Resources Manager:
Flexible approach when negotiating with a candidate. The possibility of changing functional duties, status in case of prospects of the candidate. Assessment of the candidate's prospects, career design.
Step 5. Constantly monitor progression from one job to another in the process of career growth, tracking new job offers and changes in personal opportunities. This step is not a situational action - it is rather a general attitude that can be realized in the course of all labor activity.
In large organizations, recruitment is carried out by the personnel management department, in particular, the recruitment sector (human resources department). Requests for the selection of specialists can also come from line managers (LM). It is important that hiring managers work closely with line managers when designing admission procedures and implementing the recruitment itself.
3. Sources of attracting candidates
It is possible to divide the main sources of meeting the need for personnel into internal (within the organization itself) and external (outside the organization). Promotion from among existing employees and attracting candidates for existing vacancies from outside have their pros and cons.
The nomination of a candidate from among the employees is usually seen as a positive example, as an encouragement for good work, and modern organizations successfully use this.
Hiring professionals, such as accountants or programmers, from the outside, instead of training your less qualified employees, may be more interesting economically. Attracting new employees to any position of the primary level creates problems associated with the adaptation of new people and taking into account the time required for this.
Most organizations combine the use of internal and external methods to attract people to vacant positions. Organizations operating in today's rapidly changing and highly competitive environment may be forced to focus more on external sources while developing internal sources. In contrast, organizations operating in a slowly changing environment may be better suited to focus on internal human resources.
Similar information.
In the conditions of market competition, the quality of personnel has become the main factor determining the survival and economic position of Russian organizations. At present, we have switched to active methods of searching and recruiting personnel, in an effort to attract as many applicants as possible to the organization 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 HR departments. He relied on his intuition and experience, as well as recommendations from his previous job. Frequent mistakes led to the dismissal of an employee and his replacement with a new one. Such an approach in modern conditions is becoming not only inefficient in terms of meeting the needs for skilled labor, but also simply expensive.
HR professionals have long felt the need for more sound and reliable procedures. Increasing the efficiency and reliability of the selection is associated with the consistent verification of the business and personal qualities of the candidate, based on complementary methods of their identification and sources of information. A stage-by-stage selection of candidates is carried out, screening out those candidates who have found a clear non-compliance with the requirements. At the same time, as far as possible, an objective assessment of the actual knowledge and degree of the candidate's possession of the necessary production skills is used. Thus, a complex multi-stage system for the selection of human resources is formed. The US experience showed that interview methods became widespread (4/5 firms): 2/3 of the firms made inquiries and 1/3 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 search is limited to applicants who have the necessary qualifications for this position;
broad search for applicants; the task is to attract as many candidates as possible who meet the minimum requirements to participate in the competition;
verification of applicants using a number of formal methods in order to eliminate the worst, which is carried out by the personnel service;
selection for a position from among several best candidates; usually carried out by the head, taking into account the conclusion of the personnel services and the data of various inspections and tests.
Line managers and functional services participate in the selection process. These services are staffed by professional psychologists, using the most modern selection methods.
The direct manager (sometimes a wider range of managers) participates in the selection at the initial and final stages. He has the final word in setting the requirements for the position and choosing a specific employee from among those selected by the personnel department.
Hiring 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 compliance of applicants' qualities with the requirements.
In this regard, the "philosophy of personnel selection" in American firms differs from the philosophy of the modern Japanese management system. In a sense, in Japanese firms, "the organization is tailored to the person." When selecting employees, to a lesser extent than in the United States, they pay attention 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 the Japanese worker or employee is accepted into the organization, as a rule, for a very long 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 firm itself. Selection to the top and middle management is also carried out mainly from the employees of the company and taking into account the principle of seniority. The entire system of work with personnel in large firms is adapted to lifelong employment. With 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 the economic activity of Russian organizations.
In the practice of work of managers with personnel, four basic schemes for filling positions are distinguished: replacement by experienced managers and specialists selected outside the organization; replacement by young specialists, university graduates; promotion to a higher position "from the inside", with the aim of filling the resulting vacancy, as well as a combination of promotion with rotation as part of the preparation of a "reserve of managers".
When selecting for the positions of managers, they proceed from the need to search for candidates who best meet all the requirements. Organizations today are making serious efforts to develop their own people, improve their skills, and prepare them practically 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 a “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 a place, preferably with the participation of external candidates.
When selecting a position from among the employees of an organization, it is important to keep in mind that the assessment of the performance of employees does not provide complete information about the capabilities of an employee when promoted to a higher position or transferred to some other one. Many employees lose efficiency when they move from one level to another, or from a functional job to a line manager position, and vice versa. The transition from working with homogeneous functions to working with heterogeneous functions, from working limited mainly by internal relationships to working with many external relationships - all these shifts involve breaking changes that weaken the value of performance evaluation results as an indicator of future success.
In American practice, it is recognized that the right personnel decisions cannot be found until the requirements for the position are defined so well that individual candidates can be measured against established standards.
When determining the requirements for candidates for executive positions in American firms, they are based on rules that can be formulated as follows.
Any choice of an official is an inevitable compromise - even the best workers have weaknesses, the key to selection should be a clear idea of what qualities are really necessary for a given position, and which, if necessary, can be neglected.
Different combinations of qualities can be equivalent to the performance of a position.
Managers and specialists should pay attention to a common mistake and, when establishing requirements for a position, make a clear distinction between qualities that must be obtained before entering a job, and those that can be acquired after admission. Should not be introduced without the need for additional qualification requirements. With regard to a position for which there are few applicants, this is especially undesirable. In such cases, the requirements for the position should 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 overall potential of the employee and the qualifications that will be demanded 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 more likely it is that the selection will give positive results, the fewer candidates, the more likely it will be necessary to make serious compromises 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. Studies show that the climate of the organization, the characters of other members of the leadership also determine the specific traits required by candidates for the position.
The selection of candidates for the vacant position of a manager or management specialist is made from among the applicants for this position by assessing the business qualities of candidates. At the same time, special methods 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 to 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 advanced; 9) moral and ethical character traits.
The first group includes the following qualities: the ability to subordinate personal interests to the public; the ability to listen to criticism, 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 task assigned; sensitive and attentive attitude towards people; diligence; personal discipline and demanding discipline by others: the level of work aesthetics.
The third group includes such qualities as qualifications corresponding to the position held; knowledge of the objective foundations of production management; knowledge of advanced management practices; work experience in this organization (including in a managerial position).
The fourth group includes the following qualities: the ability to organize a management system; the ability to organize your work; possession of advanced management methods; ability to conduct business meetings; the ability to self-evaluate their capabilities and their work; the ability to assess the capabilities and work of others.
The fifth group includes the following qualities: the ability to work with subordinates; ability to work with leaders of different organizations; the ability to create a cohesive team; the ability to select, arrange and fix frames.
The sixth group includes such qualities as the ability to briefly and clearly formulate goals; the ability to write business letters, orders, instructions; the ability to clearly formulate instructions, issue tasks; knowledge of the capabilities of modern management technology and the ability to use it in their work; ability to read documents.
The seventh group is represented by the following qualities: the ability to make decisions in a timely manner; the ability to ensure control over the execution of decisions; the ability to quickly navigate in a difficult environment; ability to resolve conflict situations; the ability to observe mental hygiene, the ability to control oneself; self confidence.
The eighth group combines such qualities as the ability to see the new; the 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, adherence to principles, balance, restraint, politeness, perseverance, sociability, charm, modesty, simplicity; neatness and neatness of appearance; good health.
In each case, from this list, those positions are selected (with the help of experts) that are most important for a particular position and organization, and specific qualities are added to them that an applicant for this particular position should possess. 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 applying for a job, and the qualities that can be acquired quickly enough, having become accustomed to the work after being appointed to a position.
After that, the experts work to determine the presence of qualities in candidates for a vacant position and the degree of possession of them by each candidate for each quality. The candidate who best possesses all the qualities necessary for a vacant position, occupies this position. An example of assessing the business and personal qualities of leaders is given in Table. 6.3.
When selecting candidates for the vacant position of a personnel manager, special methods are used (methods of evaluation and selection are given in Table 6.4).
The selection of personnel in organizations is carried out by employees of the personnel department (HR managers). The functions of HR managers include:
choice of selection criteria;
approval of selection criteria;
qualifying conversation;
work with applications and questionnaires 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 qualities of an employee necessary for the corresponding type of activity. Criteria should be formed in such a way 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 doing their jobs well. .
Sociogram of the head of the production department A.S. Ivanova
Personnel assessment and selection methods
Conventions
++ (most efficient method); + (often used method).
Most employers select workers based on their education. At equal rates, employers prefer more education to less. However, these characteristics must be linked to success at work, and the criteria for education must necessarily be compared with the requirements of the work performed. The employer must study the duration and content of education, its relevance to the job in question.
Practical experience is the most important criterion for the level of qualification of an employee. Therefore, most employers prefer to hire workers with experience. One way to measure the experience of working in an organization is to establish seniority, which reflects the time during which a person worked in this organization. Seniority is measured in various ways: the total time worked in a given organization, the time spent in a particular position, etc.
There are many types of work that require certain physical qualities from the performer, usually reduced to endurance, strength, health. To this end, the physical and medical characteristics of successful workers should be identified and these data should be 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, 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 workers based on age should be carefully considered in relation to the successful workers employed in the organization. Workers who are too young and too old must be subjected to a rigorous selection process.
Here is an example of the formulation of requirements for a candidate to fill a vacant position by the employer .
Lecture 8
Recruitment, hiring
Selection of candidates.
Based on the comparison of the human resources plan with the number of personnel already working in the organization, the human resources department determines the vacancies that need to be filled. If such places exist, the recruitment process begins, consisting of several stages - detailing the requirements for a vacant job and a candidate for its occupation, selection of candidates, selection of candidates and, in fact, hiring.
REQUIREMENTS FOR A CANDIDATE FOR A VACANT JOB.
Hiring begins with a detailed definition of who the organization needs. Traditionally, this process is based on the preparation of a job description, i.e. a document describing the main functions of the employee occupying this workplace. As a rule, the job description is prepared by the human resources department together with the head of the department in which the vacant position exists: human resources specialists bring their knowledge of the process of creating a job description, the line manager brings the requirements for a particular workplace.
Job description of the head of the labor and wages sector of the human resources department
SAMPLE CI
1. General Provisions.
The Head of Labor and Payroll works under the direction of the Director of Human Resources.
The head of the labor and wages sector is appointed and dismissed from his position on the proposal of the director of human resources in accordance with applicable law.
The head of the labor and wages sector in his work is guided by the current labor legislation of the Russian Federation, orders, orders of the company and the parent organization, as well as this job description.
2. Job responsibilities.
Carries out work to improve the forms and systems of wages, material incentives for employees of the company,
Analyzes the effectiveness of the application of existing forms and systems of remuneration. Develops regulations on remuneration and bonuses for employees.
Provides control over the correct application of forms and systems of remuneration.
Jointly by the relevant departments of the company, specialists from the headquarters and the trade union committee participates in the development of a draft collective agreement.
Develops measures for organizing competition in labor collectives, prepares materials for summing up the results of the competition and encouraging employees.
Provides methodological assistance to departments of the company in matters of remuneration of employees.
3. Must know.
Methodological, regulatory and other guidance materials on the organization of labor, wages and production management; labor legislation; labor economics; methods of labor rationing; the procedure for rating works and workers, the establishment of salaries, additional payments, allowances and coefficients to wages.
4. Qualification requirements.
Higher economic or engineering-economic education and work experience in the specialty in the field of labor organization and wages for at least 5 years.
The job description is a description of the main functions that the employee holding this position must perform. Therefore, when using the job description to evaluate candidates for a vacant position, a specialist must determine how capable a given candidate is of performing functions. It is quite difficult to do this, especially for a person who is unfamiliar with the specifics of working in a vacant position (an employee of the human resources department). To facilitate the process of selecting candidates, many organizations began to create (in addition to job descriptions, and more recently, instead of them) documents describing the main characteristics that an employee must have to successfully work in this position - qualification cards and competency cards (portraits or profiles of ideal employees).
qualification card, prepared jointly by the head of the unit and human resource specialists on the basis of the job description, is a set of qualification characteristics (general education, special education, special skills - knowledge of a foreign language, computer skills, driving a truck, etc.) that one must possess " the ideal person for this position. Since it is much easier to determine the presence of qualification characteristics during the selection process than the ability to perform certain functions, the qualification card is a tool that facilitates the selection process of candidates. The use of a qualification card also provides an 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, to a large extent formal characteristics of the candidate (his past), leaving aside personal characteristics and potential for professional development.
Competence map(portrait of an ideal employee) overcomes this shortcoming and facilitates the work of employees of the human resources department involved in hiring. Competences are personal characteristics of a person, his ability to perform certain functions, types of behavior and social roles, such as orientation to the interests of the client, the ability to work in a group, assertiveness, originality of thinking, the 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 each stroke of the portrait of an ideal employee. When evaluating a candidate, the competency card is also used as a qualification card - 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 map 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 available for the subsequent selection of candidates.
The experience of the first McDonald's job advertisement in Moscow, which received tens of thousands of applicants, is a well-known example of how an organization that misplanned its recruitment campaign can find itself in a critical situation, unable to cope with the influx of candidates. .
An organization can use a number of methods to attract candidates, each with its own advantages and disadvantages.
1. Search within the 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 to advertise a vacancy in the internal media: company newspapers, wall newspapers, specially published information leaflets (See example Fig. 17), as well as contacting department heads with a request to nominate candidates and analyzing personal files in order to selection of employees with the required characteristics
Search inside the organization, as a rule, does not require significant financial costs, helps to strengthen the authority of management in the eyes of employees, does not put the candidates selected in this way before the need to integrate into the organization. At the same time, internal search often encounters resistance from the heads of departments, 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 to the number of its employees, among which there may not be the necessary people.
2. Recruitment with the help of employees. The Human Resources department may approach the staff of the organization with a request to provide assistance and engage in an informal search for candidates among their relatives and acquaintances. This method is attractive, firstly, because of low costs, and, secondly, by achieving a fairly high degree of compatibility of candidates with the organization due to their close contacts with representatives of the organization. Its shortcomings are related to "informality" - ordinary employees are not professionals in the field of selection of candidates, do not always have sufficient information about the workplace, remuneration, etc., and are often not objective in relation to the potential of people close to them. Using exclusively this method of attracting candidates
can lead to the development of nepotism and nepotism - phenomena not
contributing to the progress of the organization in any society.
3. Self-revealed candidates. Almost any organization receives letters, phone calls and other requests from people who are looking for work. Having no need for their work 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 can be useful in the future. Maintaining such a database is inexpensive and allows a representative pool of candidates to be kept on hand. In order for there to be more self-appearing candidates, some organizations
hold "Open Days", inviting everyone to get acquainted with their products, production facilities, working conditions.
4. Announcements in the media - TV, radio, press. The main advantage of this method of selection of candidates is a wide coverage of the population at relatively low costs. Disadvantages are the flip side of advantages - media announcements can lead to a huge influx of candidates, most of whom will not have the required characteristics. Analysis of applications and initial selection can turn into a long and laborious 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, ads are placed in specialized literature, such as financial or accounting publications, if a 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 the subsequent selection.
5. Departure to institutes and other educational institutions. Many
leading organizations are constantly using this method to attract "fresh blood" - young professionals. Traveling to educational institutions, the organization conducts a presentation of the company, organizing
presentations by leaders, demonstrations of products, videos of the organization, answering questions from students and interviewing future graduates who are interested in their organization.
This method is very effective in 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 much higher than with other methods, which reduces time and financial costs at subsequent stages of selection. At the same time, the scope 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, creating for this purpose special bodies engaged in finding work for citizens who have applied for help. In the 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, job of interest. Organizations engaged in the search for employees have access to this database. The use of 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 it is mainly certain categories of the population that apply to employment agencies - primarily the unemployed, women returning from maternity leave, housewives.
7. Private recruitment agencies. Recruitment has turned over the past 30 years into a booming 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 requirements of the client. 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 a sufficiently high quality of candidates, their compliance with the requirements of the client and, thus, greatly 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.
An analysis of the above methods for selecting candidates allows us to draw a simple but extremely important conclusion - there is no one optimal method, so the human resources department must own the entire set of techniques for attracting candidates and use them depending on the specific task. Most experts agree that two basic rules should be followed in order to successfully organize a search for candidates: 1) always search for candidates within the organization and 2) use at least two methods of attracting candidates from outside.
In accordance with the Federal Law of November 30, 2011 No. 342-FZ "On service in the internal affairs bodies of the Russian Federation and amendments to certain legislative acts of the Russian Federation":
1. Citizens of at least 18 years of age, regardless of gender, race, nationality, origin, property and official status, place of residence, attitude to religion, beliefs, membership in public associations, who speak the state language of the Russian Federation, have the right to enter the service in the internal affairs bodies, corresponding to the qualification requirements established by this Federal Law, capable of fulfilling the official duties of an employee of the internal affairs bodies due to their personal and business qualities, physical fitness and state of health.
2. Enrollment in an educational organization of higher education of the federal executive body in the field of internal affairs for full-time training in the position of a cadet, student is admission to the service in the internal affairs bodies. Citizens who have not reached the age of 18 have the right to enter educational organizations of higher education of the federal executive body in the field of internal affairs for full-time education.
3. The age limit for entering the service in the internal affairs bodies is established:
1) to fill positions in internal affairs bodies - 35 years;
2) for admission to educational organizations of higher education of the federal executive body in the field of internal affairs for full-time education - 25 years.
4. Positions in the internal affairs bodies are divided into:
1) positions of the highest commanding staff;
2) positions of senior commanding staff;
3) positions of the middle commanding staff;
4) positions of junior commanding staff;
5) positions of the rank and file.
5. The number of qualification requirements for positions in the internal affairs bodies, established in accordance with the composition of positions in the internal affairs bodies, includes requirements for the level of education, length of service in the internal affairs bodies or length of service (experience) in the specialty, professional knowledge and skills, the state of health of employees of the internal affairs bodies, necessary for the performance of duties in the position to be replaced.
The qualification requirements for positions in the internal affairs bodies provide for the presence of secondary general education for positions of the rank and file and junior commanding staff, education not lower than secondary professional, corresponding to the direction of activity, for positions of senior and higher commanding staff, higher education corresponding to direction of activity.
Among the qualification requirements for positions of middle and senior commanding staff, which are included in the list of positions approved by the head of the federal executive body in the field of internal affairs, the performance of duties for which provides for the investigation or organization of the investigation of criminal cases, administrative investigation, consideration of cases of administrative offenses or conducting anti-corruption and legal expertise, including the presence of a higher legal education. In exceptional cases and under the conditions established by the federal executive body in the field of internal affairs, persons with other higher education and work experience that allow them to perform official duties may be appointed to these positions.
6. A citizen cannot be accepted for service in the internal affairs bodies in cases where he:
1) has a residence permit or other document confirming the right to his permanent residence in the territory of a foreign state;
2) is a suspect or accused in a criminal case;
3) repeatedly during the year preceding the day of entering the service in the internal affairs bodies, was subjected to administrative punishment in court for intentionally committed administrative offenses;
4) was subjected to criminal prosecution, which was terminated in relation to him due to the expiration of the statute of limitations, in connection with the reconciliation of the parties (except for criminal cases of private prosecution, terminated at least three years before the day he entered the service in the internal affairs bodies), as a result of the act on amnesty, in connection with active repentance, unless at the time of consideration of the possibility of accepting the service, the criminality of the act previously committed by him has been eliminated by the criminal law;
5) does not agree to comply with restrictions and prohibitions, perform duties and bear responsibility if these restrictions, prohibitions, duties and responsibilities are established for employees of internal affairs bodies by this Federal Law and other federal laws;
6) has been declared legally incompetent or partially incapacitated by a court decision that has entered into legal force;
7) has been convicted for a crime by a court verdict that has entered into legal force, and also has a criminal record, including that which has been expunged or extinguished;
8) refused to go through the procedure for issuing access to information constituting state and other secrets protected by law, if the performance of official duties in the position to be occupied is associated with the use of such information;
9) does not meet the requirements for the state of health of employees of internal affairs bodies, established by the head of the federal executive body in the field of internal affairs;
10) is in close relationship or property (parents, spouses, children, brothers, sisters, as well as brothers, sisters, parents, children of spouses and spouses of children) with an employee of the internal affairs bodies, if the position is associated with direct subordination or control of one of them to another;
11) lost the citizenship of the Russian Federation;
12) acquired or has citizenship (nationality) of a foreign state;
13) submitted forged documents or deliberately false information when entering the service in the internal affairs bodies.
7. Citizens of the Russian Federation entering the service in the internal affairs bodies undergo psychophysiological examinations, testing for alcohol, drug and other toxic dependence in the manner determined by the federal executive body in the field of internal affairs.
8. For a citizen of the Russian Federation entering the service of the internal affairs bodies, a personal guarantee is issued, which consists in a written obligation of an employee of the internal affairs bodies with at least three years of service that he vouches for the specified citizen of the Russian Federation to comply with the restrictions and prohibitions established for police officers by this Federal Law and other federal laws. The procedure for issuing a personal guarantee is determined by the federal executive body in the field of internal affairs.
9. A personal file is drawn up for an employee of the internal affairs bodies. The procedure for maintaining personal files of employees of internal affairs bodies and the procedure for centralized accounting of personal data of employees of internal affairs bodies and citizens of the Russian Federation entering the service of internal affairs bodies are determined by the federal executive body in the field of internal affairs.
10. An employee of the internal affairs bodies takes the Oath of an employee of the internal affairs bodies of the Russian Federation.
11. Appointment to the positions of the highest commanding staff of the internal affairs bodies and dismissal from these positions are carried out by the President of the Russian Federation.