Hiring and selecting employees who meet the company's requirements. Theoretical aspects of recruiting and selecting personnel. One way to conduct an interview is the CASE interview, or Situational interview. The considered technique is based on the construction of an op

Hiring staff.

Recruitment is a set of actions aimed at attracting candidates with professional, qualifications necessary to achieve the goals of the organization. The process of personnel management begins with recruiting.

The hiring of candidates for vacant positions should be preceded by the determination of the parameters of personnel needs, the analysis of jobs, the development of a job description for each vacant position, for each vacant position, the development of a personal specification containing the requirements for an employee applying for this position.

Most often sources of recruiting personnel are divided into internal and external, active and passive, low and high-cost, short-term and long-term. Internal sources, in our opinion, include internal competition, combination of professions, staff rotation, overtime work; to external - state and private recruitment agencies, independent search by employers of workers. Employers can independently search for employees through the media. As sources of recruitment can be considered: case, secondary schools, technical schools, vocational schools, universities in the form of practices, internships, referrals, clients and suppliers of the organization, the external talent pool of organizations, the organization can also participate in a job fair, hold "Open Days companies ", post information about vacancies" on the doors "of the organization, information boards and other surfaces, lighting poles, in the entrances of residential buildings, in transport, use personnel leasing of personnel," people-sandwiches ". One of the cheapest recruiting methods is to find candidates through employees working in the organization. An alternative way to fill vacancies is to temporarily hire staff, for example, in connection with seasonal work. Headhunting "headhunting" (English head - head and hunt - to hunt, catch) is becoming more and more widespread in Russia. An extremely relevant and effective way to select candidates for a vacant position is to use information resources the Internet. Currently, the standard recruiting of middle managers is gradually decreasing in comparison with the search and recruitment of promising young specialists, called Graduate Rekrutment.

The use of internal sources to attract candidates to fill vacant positions increases the motivation of personnel, provides them with opportunities for career advancement, improves the moral and psychological climate in the team, but does not fully satisfy the need for personnel. In turn, external sources fully satisfy the need for personnel, give new impulses for the development of the organization, but do not contribute to the social cohesion of team members.

Staff selection.

Before the organization decides to hire a candidate, he must go through several stages of selection.

1. Preliminary selection interview. The purpose of the screening interview is to evaluate general level applicant, appearance and defining personality traits. Pre-screening should give in the "bottom line" 30-40 percent of candidates from the number of respondents.
2. Filling out the application form. This step is present in any selection procedure, regardless of the type of organization. The number of items on the questionnaire should be minimal, and they should request information that most of all clarifies the performance of the applicant's future work (past work, main achievements, mindset).
3. Conversation for hire (interview). Conversations can be conducted according to the scheme, that is, questions are prepared in advance, be poorly formalized (only the main questions are prepared in advance), not according to the scheme (only the main directions of the conversation are prepared in advance). It is desirable that during the conversation the applicant for the vacant position answers the questions: what he wants to achieve in his career; what is more important for him - work or earnings; what are the strengths and weaknesses of the candidate; whether he plans to continue to improve his education; what is most important for a candidate at work; Is it possible to combine personal life and family life with the performance of official duties.
4. Testing is a source of information that can provide information about the professional abilities and skills of a candidate, describe possible orientations, goals, attitudes of a person, as well as specific methods of work that he already owns. In recruitment practice, tests are used to assess such characteristics of candidates for a vacant position as: professional training, intellectual level, inclinations, personal qualities, physical characteristics.
5. Verification of references and track record.
6. Medical examination (if there are special requirements for the health of the applicant). Typically, a medical opinion is required from candidates for positions that assume responsibility for the lives of others. These include: train drivers, pilots, sailors, employees of internal affairs bodies, catering, government officials, etc.
7. Making a decision on admission. The final decision on admission is made by the head of the organization based on a comparison of the submitted reports based on the results of the selection of candidates.

For check professional qualities the employee is assigned a probationary period. By general rulestipulated by the legislator (Article 70 of the Labor Code of the Russian Federation), this period should not exceed three months ... If his professional qualities are unsatisfactory, the organization has the right, by notifying the employee in writing three days before the end of the probationary period, to terminate the employment contract with him ... Termination of an employment contract on this basis is carried out without taking into account the opinion of the trade union and without payment of severance pay (part 2 of article 71 of the Labor Code Russian Federation).

Selection and placement of personnel is one of the most significant functions of the personnel management process. The main difference between personnel selection and selection assumes that in the first case, the business and personal qualities of the employee are compared and compared with the qualities required by the given workplace (position), and in the latter, any candidate is selected from the total number of applicants for this position. Selection and placement of personnel is a rational distribution of the organization's employees by structural divisions, sections, workplaces in accordance with: adopted in the organization system of division and cooperation of labor; abilities, psychophysiological and business qualities of workers who meet the requirements of the content of the work performed in order to provide conditions for the most effective implementation creative and physical labor potential of employees.

The goals of the selection and placement of personnel are the formation of active labor collectives within the structural divisions, the creation of conditions for the professional growth of each employee. The principles of selection and placement of personnel: the principle of compliance, the principle of prospects, the principle of turnover.

Intraorganizational movements should contribute to an increase in the efficiency of the use of personnel - changes in the place of workers in the system of division of labor, a change in the place of application of labor within the organization. Internally, the organizational mobility of personnel should be combined with a certain degree of job stability, which is necessary condition growth of labor productivity when using new capital-intensive technology and increasing requirements for product quality.

Among the main reserves for increasing the efficiency of the use of personnel associated with the organization and working conditions, the most significant are the following:

- effective use of the intellectual, creative, organizational skills of workers through the improvement of the socio-economic content of labor by reducing its monotony, lack of content, and others;
- the growing need to ensure the safety and reliability of production processes;
- provision of normal, human-worthy living conditions - healthy working and living conditions, new rational dietary regimes, a longer rest regimen, radical improvement of medical, transport and other types of services.

Professionally important qualities a person is studied using the questionnaire, instrumental and test methods. The requirements for the profession are reflected in the professiograms developed by specialists on the basis of observing the employee in the labor process, including carrying out psychophysiological measurements, timing, photographing working hours, constructing sociometric matrices, analyzing information flows, etc. Thanks to the selection and placement of personnel in the organization, a production team is created.

management staff team

Introduction

The strategy of functioning and development of any enterprise (organization) is not possible without personnel. In order to ensure the effective functioning of the enterprise, a strong team must be formed that can maintain its high professional authority.

The main structural unit for personnel management in the organization is the personnel department, which is entrusted with the functions of admitting, selecting, evaluating and dismissing personnel, as well as organizing training, advanced training and retraining of personnel. To carry out the latter functions, training departments or technical training departments are often created.

Personnel management services, as a rule, have a low organizational status, are weak in professional terms, which means that the management system in the process of recruiting, selecting and evaluating personnel in many enterprises in the production and service sectors is far from perfect and requires constant revision and adjustments.

To build effective system recruiting and selecting personnel, first of all, it is important to understand its place in the overall human resource management system of the organization. Effective recruitment and selection begins with an accurate job description, i.e. with an analysis of the work of a specific position. Next, a job description is drawn up, on the basis of which the requirements for candidates are formulated. One of the important stages is advertising the job, i.e. attracting a candidate. The interview still retains its popularity as one of the most important elements of the recruitment and selection process. During the interview, you can get to know the candidate better, i.e. learn his personal qualities, demeanor. Based on the information collected, a decision is already being made on the choice of a potential employee, but even the full presence of the elements of recruitment and selection does not provide accurate information about the person being hired.

Recruiting is a series of activities aimed at attracting candidates with the qualities necessary to achieve the goals set by the organization. Personnel management begins with recruiting.

Hiring and selecting personnel for the organization. Sources of staff formation

selection staff appraisal dismissal

Staff business organization - the composition of labor resources, determined by the quantity and quality, necessary for the organization to achieve its goals.

The purpose of recruiting personnel is to create a pool of candidates for all jobs, taking into account, inter alia, future organizational and personnel changes, layoffs, transfers, retirements, contract expirations, changes in directions and nature of production activities.

In short, the task of the personnel service is to monitor the compliance of the organization's personnel with the production tasks it faces.

Distinguish between the concepts of "recruitment" and "recruitment". Recruitment is a massive recruitment of personnel to any organization. Recruitment involves a systematic approach to the implementation of several stages carried out in the recruitment process:

General analysis of the need (present and future) in personnel;

Formulation of personnel requirements - an accurate definition of who the organization needs by analyzing the work (workplace, position), preparing a description of this work, as well as determining the terms and conditions of recruitment;

Determination of the main sources of income for candidates;

Selection of methods for assessing and selecting personnel

Some HR professionals consider this process before the end of the induction phase, i.e. until the moment when new employees will organically fit into a specific workforce and the organization as a whole.

Recruitment of personnel in organizations is carried out by employees of the personnel department (personnel managers).

The key link in the recruitment process can be called the definition of adequate requirements for candidates. A good basis for the development of such requirements is a special psychological study - professiography, the technology of studying the requirements of the profession for personal and business qualities, professional knowledge and skills. The volume, depth and detail of their study depend on the order of the company's management.

Staff recruitment scheme.

The selection of personnel in the organization is one of the most important stages in the selection of personnel and includes the following steps:

Creation of a personnel commission;

Formation of requirements for jobs;

Announcement of the competition in the media;

Medical examination of the health and performance of candidates;

Assessment of candidates for psychological stability;

Analysis of candidates' hobbies and bad habits;

Conclusion of the personnel commission on the selection of a candidate for a vacant position;

Confirmation in office, conclusion of a contract;

Registration and submission to the personnel department of the candidate's personnel documents.

Scroll model documents for admission and registration for work at the enterprise:

Personnel record sheet (resume);

Personal application for a job;

Copy of education certificate;

Photos of the employee;

Business plan for work in the position (for the manager).

After completing the above personnel documents and submitting them to the personnel department, it is necessary to conduct a comprehensive assessment of the potential and qualities of candidates. The scope and level of detail of the assessment depends on the category of the employee and the importance of his workplace. The higher the level of management, the more detail and reliability of the estimate should be. This usually takes 2-3 weeks. After analyzing the assessment and a positive decision on hiring the head of the enterprise in the personnel department, the remaining documents are drawn up:

The order of acceptance to work.

Employee contract.

Job description.

Full liability agreement (for materially responsible persons).

The act of acceptance and transfer of the workplace (material values).

It is advisable to prepare detailed information for each position, which may include:

Workplace model;

Job description;

Sample contract (or some basic contract terms related to a specific position);

The staffing table of the unit.

The divisional statement may be used at any stage in addition to the information provided in the announcement. Some companies send the first two documents along with an application form or in response to a telephone request, while others send a full package with a letter inviting the applicant to go for an interview. The advantage of a letter is that all applicants have the same information before the interview. As always, it is important to decide if such details are needed for the proposed job.

Personnel selection is a process of studying the psychological and professional qualities of an employee in order to establish his suitability for performing duties at a certain workplace or position and choosing from a set of applicants the most suitable one, taking into account the suitability of his qualifications, specialty, personal qualities and abilities to the nature of the activity, the interests of the organization and himself. Personnel selection must be distinguished from personnel selection.

Attracting and selecting personnel is one of the central functions of management, since it is people who ensure the effective use of any types of resources (economists traditionally allocate three types of resources: capital, labor and land, in the sense of resources) available to the organization, and it is from people in the end account depends on it economic indicators and competitiveness.

Often, managers focus on financial, production, logistics or sales of finished products, not paying enough attention to the people who support the organization in all these areas. Mistakes in recruiting - especially when it comes to selecting candidates for leadership positions - are too costly for organizations. The losses of the organization from making erroneous decisions, accidents, injuries and rejects are only part of the costs that have to be borne as a result of unsatisfactory work on the selection of new employees.

Search and selection of personnel is traditionally considered as a function of personnel services. However, an effective selection process always requires the participation of the heads of the departments for which new employees are being recruited. This requires knowledge of the basic principles and procedures used in the selection of personnel, and the possession of the necessary skills for this. This is especially true for small organizations, where the recruitment of personnel is carried out mainly by the first head or heads of departments.

The quality of human resources, their contribution to achieving the goals of the organization and the quality of products or services provided, largely depend on how effectively the work of selecting personnel is delivered.

In order to build an effective system of search, selection of personnel, it is first of all important to understand its place in the general system of human resource management of an organization.

Search, selection and assessment of personnel, being a key element of personnel policy, should be closely linked to all major areas of work in the field of personnel management.

There are six stages in the personnel selection and assessment process:

1. Determining the need for personnel, taking into account the main goals of the organization.

2. Obtaining accurate information about the requirements of the employee for the vacant position.

3. Establishment qualification requirementsnecessary to successfully complete the job.

4. Determination of personal and business qualities necessary for effective work performance. Search for possible sources of staffing and the selection of adequate methods to attract suitable candidates.

5. Determine the appropriate selection methods to best assess the suitability of candidates for the position.

6. Providing the best conditions for adaptation of new employees to work in the organization.

When selecting candidates, the management selects the most suitable for the vacant position from the pool created during the recruitment. In most cases, choosing the person with the best qualifications for the actual job in the position, not the candidate who appears to be the most suitable for promotion. An objective decision on the choice, depending on the circumstances, can be based on the candidate's education, the level of his professional skills, previous work experience, personal qualities. If the position is in the category where technical knowledge is the determining factor (for example, a scientific worker), then the most important, apparently, will be education and previous scientific activity... For leadership positions, especially more high level, the skills of establishing interregional relations, as well as the candidate's compatibility with superiors and subordinates, are of prime importance. Effective selection of personnel is a form of preliminary quality control of human resources.

As a rule, the procedure for the selection and selection of personnel consists of the following stages:

The general scheme of the selection, selection and recruitment procedure is shown in Figure 1.1.

Figure: 1.1 - Procedure for the selection, selection and recruitment of personnel

The process of recruiting employees has its own specifics at each enterprise, but this does not interfere with identifying its main stages, which employees of the personnel service (human resources department, personnel department, etc.) or individual officials should mostly respect:

Stage 1. Determination of the need for new workers. The need for personnel is a set of employees of the appropriate structure and qualifications that are objectively necessary for the company to achieve its goals and objectives, according to the chosen development strategy. Recruiting begins with determining which specialist or worker is needed at the moment in a given organization.

Stage 2. Development of requirements for candidates for the vacant position. This process begins with the preparation of an application for the selection of a candidate. The recruiting process begins with the filling in by the customer (head of the structural unit) of the application form for the selection of a candidate. Each vacant position has its own job description. The job description indicates the qualification requirements for the position.

Stage 3. Search and attraction of candidates for the vacant position using a variety of sources. After forming the profile of the position, a set of measures for the search / selection of candidates is developed and approved.

When selecting personnel, the following sequence is followed.

Figure: 1.2 - Personnel selection process

1. Preliminary selection of applicants.

This stage is carried out in order to reduce hiring costs by reducing the number of applicants going through the evaluation stage. Primary screening is carried out according to the formally established minimum requirements for the administration of the enterprise and the vacant workplace for a potential employee. Such requirements are work experience, education, qualifications, skills (driving a car, owning a PC, the ability to work with certain programs), age. This stage is carried out through a telephone interview.

Pre-selection is carried out by the leading HR manager based on the analysis of the resume. If there is no resume, then the preliminary selection is carried out at the stage of analysis of the primary questionnaire completed by the applicant during the first visit. The questionnaire is developed by the Human Resources Department, taking into account the specifics of the position, contains biographical information about education, seniority, work experience.

Based on information from CVs and questionnaires, applicants who do not meet the requirements are screened out.

2. Initial interview.

The initial interview is conducted in order to get to know the applicant in detail to determine his suitability for future work. During the interview, the applicant should receive information about the company and future activities, which will determine the degree of his interest in the proposed job. The main part of the interview is interviewing the applicant. The interviewer may conclude that hiring the person is not appropriate. The selected composition of applicants is admitted to the next stage.

3. Evaluation of applicants.

At this stage, the potential of the applicants, their ability to adapt to the work of the team, is identified. Applicants are assessed using testing and interview methods.

During the interview with the candidate, the obtained test results are discussed and a conclusion is made about the suitability of this candidate for the vacant position.

4. Verification of the submitted documentation.

At this stage, an analysis and verification of personal data is carried out by making inquiries with managers at the previous place of work or with other persons who know the applicant well. After completing all these procedures, the head of the personnel department decides whether the candidate is suitable for this position.

RECRUITING THE WORK The strategy in the field of personnel management is mainly aimed at the fact that the recruitment of specialists takes place using standard procedures and rules; only those specialists are selected in whose competence the organization is interested at the moment (narrowly targeted selection). To implement this strategy, it is possible to recruit staff who are already ready to perform their duties.

Verification tests, the so-called probationary period, is, as a rule, in different enterprises from one to three months. The probationary period is a fairly common form of selection in firms. This nature of work is regulated by the Labor Code of the Russian Federation. In fact, the candidate performs all the same functions as the regular staff, but under the condition of the probationary period, according to him collective agreement no bonus is awarded.

Employment of personnel at enterprises is carried out in accordance with the labor legislation of the Russian Federation.

With full satisfaction with the personal qualities of the candidate, he is hired. The personnel department, represented by its head, conclude an employment contract with him. In accordance with article 67 of the Labor Code of the Russian Federation, an employment contract is concluded in writing.

Hiring is formalized by the order / order of the General Director issued on the basis of the concluded employment contract.

The order (order) of the manager for employment (on the basis of the employment contract) is announced to the employee against receipt within three days from the date of signing the employment contract. At the request of the employee, the personnel department issues him a duly certified copy of the specified order (instruction).

When hiring, the head of the structural unit acquaints the employee with the internal labor regulations in force in the organization, and other local regulationsrelated to the labor function of the employee, the collective agreement.

Of course, an important point when applying for a job is a medical examination of the future employee. The accepted person undergoes a medical examination at the place of residence. The task of a medical examination is not only to identify hidden diseases that are dangerous to the population, but also to assess the predisposition to allergic diseases, the ability to endure physical and psychological stress.

The next stage of hiring is the submission of the work book to the personnel department of the enterprise. Employment history established sample is the main document on labor activity and the length of service of the employee. The personnel department maintains work books for each employee who has worked for more than five days, if the work at the enterprise is the main one.

The work book contains information about the employee, the work performed by him, transfers to another permanent job and the dismissal of the employee, as well as the grounds for terminating the employment contract and information about awards for success in work. Information about penalties is not entered in the work book, except in cases where the disciplinary penalty is dismissal.

At the request of the employee, information about part-time work is entered into the work book at the place of main work on the basis of a document confirming part-time work.

The organization meets the need for personnel in two directions:

recruitment. Recruitment begins with the search and identification of candidates both within the firm and outside it, taking into account the requirements for them and the amount of necessary costs. To fill positions requiring particularly high professional qualities from employees, a competitive selection system is used.
creation of a reserve of employees to fill vacant positions.

Lecture 2. Basic concepts of personnel planning.

Goals and objectives of workforce planning

Personnel planning - purposeful, scientifically based activities of the organization, aimed at providing jobs at the right time and in the required quantity in accordance with the abilities, inclinations of workers and the requirements.

Workforce planning is a complex task that includes a large number of independent variables - new inventions, population changes, resistance to change, consumer demand, government intervention in business, foreign competition and, above all, competition in the national market.

Workforce planning should include the ability feedbackbecause if the plan cannot be met, it is often necessary to adjust the company's objectives to make them feasible in terms of human resources.

Workforce planning goals

Workforce planning goals should be formulated systematically. This includes the goals of the organization and the goals of its staff. When planning goals, you need to take into account legal regulations as well as the underlying principles of the organization's policy. The goals and objectives of personnel planning are schematically presented in Figure 1.2.

Goals and objectives of the organization's workforce planning

Figure: 1.2. Goals and objectives of the organization's workforce planning

Effective workforce planning should answer the questions:

1. How many workers, what qualifications, when and where will be required?

2. What is the best way to attract the right one and reduce or optimize the use of redundant staff?

3. How to effectively use staff in accordance with their abilities, changes and intrinsic motivation?

4. How to provide conditions for personnel development?

5. How much will the planned activities cost?

Stages and types of personnel planning.

Workforce planning stages

The workforce planning process consists of four main stages:

1.determining the impact of organizational goals on organizational units; Stage 1. Personnel planning is based on the strategic plans of the organization. Based on the strategic plans of the organization, a human resource plan is reviewed.

2. determination of future needs (qualifications and specialties, quantity); Stage 2. Staging personnel problems: required quantity work force (by positions and specialties) and its quality (level of knowledge, experience, skills) for a given production program and organizational structure of the company. Various methods are used for this, including “photography” of the workplace, questionnaires and interviews with workers.

3. determination of additional needs for personnel, taking into account the existing personnel of the organization; Stage 3 ... Assessment of the company's human resources in three directions:

Ø assessment of the state of available resources (quantity, quality, labor efficiency, turnover, merits, competence, workload, etc.);

Ø assessment of external sources (employees of other enterprises, graduates of educational institutions, students;

Ø assessment of the potential of these sources (qualitative reserves of resource development).

Ø assessment of the conformity of requirements and resources (now and in the future), which corrects the quantitative and qualitative need for personnel.

4.development concrete plan actions to eliminate staffing requirements. Stage 4 ... Development of action plans to achieve the desired results, so as to implement the necessary adjustments.

There are four ways, as cut total number of employees:

Reduced production;

Expiration of the term of work;

Encouraging early retirement;

Encouraging voluntary resignation from office.

Kinds workforce planning

Depending on the purpose, term, functions of personnel management subsystems, several types of personnel planning can be conditionally distinguished:

ü strategic - long-term (forecast from 3 to 10 years)

ü tactical - medium-term (from 1 to 3 years)

ü operational - short-term (no more than 1 year)

When strategic workforce planning we are talking about problem oriented, long-term planning (from 3 to 10 years).

Depends from external factors (economic, social, technological development, etc.).

Is an part of strategic planning organization, more detailed and the basis of tactical planning.

Tactical planning - medium-oriented transfer of personnel strategies to specific problems of personnel management (from 1 to 3 years). Strictly focuses on the goals stated by strategic personnel planning.

More details details of personnel activities are recorded.

Is an a kind of bridge between the strategic and operational plan.

Operational personnel planning - short-term (up to 1 year), focused on achieving individual operational goals.

Consistsfrom precisely defined goals and specific activities necessary to achieve them, and allocated material resources with an indication of their type, quantity and time.

In detail work out all the details for the best control

Compiled only on the basis of accurate information that is difficult to generalize. More more common in practice than a human resource plan.

The operational plan of work with personnel is a detailed on temporary (year, quarter, month, decade, working day, shift), object (organization, functional unit, workshop, site, workplace) and structural (need, recruitment, adaptation, use, training, retraining and advanced training, business career, personnel costs, release) features a plan with a detailed study of operational actions, supported by the necessary calculations and justifications.

2.3. Personnel controlling and personnel planning

Control as a function of management is always aimed at specific tasks and is an integral part of a targeted HR decision-making process. Control can relate to personnel processes and their results.

Functioncontrolling is the coordination of goal setting, planning, control and information.

As goals personnel controlling can be called: support for personnel planning; ensuring the guarantee of reliability and improving the quality of information about personnel; ensuring coordination within the functional subsystems of the personnel management system, as well as in relation to other functional subsystems of the organization (for example, production management, etc.); increasing flexibility in personnel management through timely identification of shortcomings and risks for personnel work, etc.

TO taskspersonnel controlling includes the creation of personnel information system, as well as an analysis of the available information in terms of its significance for the HR department. Tasks can consist, for example, in checking the effectiveness of individual personnel subsystems (functions), and especially in the control and analysis of personnel costs.

Planning for staffing needs.

Goals and objectives of planning staffing needs

The initial step in the workforce planning process is planning for staffing requirements. It is based on data on available and planned jobs, a plan for carrying out organizational and technical measures, a staffing table and a plan for filling vacancies (Fig. 14).

Figure: Personnel planning scheme

When determining the need for personnel in each specific case, it is recommended to involve the heads of the relevant departments.

Exist four categories of workers, on which planning is conducted:

1. Operating personnel;

2. Beginners;

3. Potential employees;

4. Personnel who left the organization.

In relation to each of these categories, the company's management must take different actions (Table 11).

The modern labor market is in a state of development: new vacancies and professions appear, conditions and circumstances of employment change, the requirements of employers and the needs of job seekers are changing.

Personnel is a relatively new phenomenon. It is due to the emergence of large organizations, the expansion of successful businesses, and the increased demand for reliable employees.

What does the concept of "mass recruitment" mean?

This term refers to the process of finding, recruiting and hiring a large number of employees for the same or similar positions. Mass recruitment has several distinctive features that make it possible to identify and formulate the specifics of this type of activity:

The recruitment must be completed within a certain period of time.
The presence of a large number of similar vacancies.
Attracting large human resources.
An impressive budget.

Even in such conditions, the selection is distinguished by its scale, efficiency and work with huge amounts of information.

When embarking on mass recruiting, specialists are aware of the fact that there is a specific date for the completion of staffing. Therefore, they pay maximum attention to the development of detailed work plans and the correct distribution of future costs.

Who is engaged in large-scale recruiting

Large companies are usually interested in mass recruitment of employees, which require employees of all levels to work: hypermarkets, chain stores and establishments catering, training centers with a large number of branches, banking institutions, manufacturing enterprises and many others.

Typically, these companies have their own department or service that deals with the recruitment of new employees. The use of their resources is justified by the fact that the personnel department employees are perfectly familiar with the scope of the enterprise, with its atmosphere and procedures. Therefore, it is logical to assume that they will be able to more accurately and succinctly assess candidates, understand their needs and explain their future responsibilities.

The recruiting agency is used in cases where the employees of the enterprise cannot cope with the volume of work on their own due to insufficient staff size, lack of time, experience or qualifications.

Selected nuances of the process

The large number of new vacancies that need to be closed is associated with the processing of a huge number of applications and questionnaires from applicants. Each enterprise has its own recruiting system, but they all have some common features.

Bulk recruiters perform initial sorting of resumes (paper and e-mail), evaluate candidates by telephone, and draw preliminary conclusions. Applicants are selected based on the established unified set of criteria.

At the next stages, group meetings are held with candidates who have passed the initial assessment and selection, and then individual interviews. As a result, such a recruiting process is a fairly large-scale project in which almost all personnel specialists are involved. The decision to hire freelance workers is taken in order to release some of their employees and ensure the normal operation of the enterprise in other areas (solving personnel issues not related to these events).

The recruiting agency provides a variety of services: from direct search for candidates to distribution of promotional materials.

Among the important issues that the company's management decides is the allocation of resources (human and financial) for organizing training for newly arrived workers and their adaptation to working conditions.

Mass recruitment: algorithm and methodology

At the first stage, all employees engaged in the search and hiring of new employees draw up a plan of their actions. Of course, there are no such systems that would suit absolutely all companies, therefore, a simplified version of the algorithm that each recruiting specialist uses to one degree or another is proposed below:

Determination of positions and number of employees to be found.
Specifying clear deadlines for when employees should already go to work.
Limiting the project budget.
Determination of the ideal and real portraits of the candidate.
An indication of the average salary, which is determined after monitoring similar vacancies.
Preparation of formalized criteria characterizing specific types of vacancies.
Conducting an advertising campaign to attract potentially interested applicants.
Initial selection, as well as individual interviews.
Providing support for newly hired employees.

In the following paragraphs, the stages that allow for mass recruitment will be described in more detail.

Certain aspects of an advertising campaign

In order for promotional events to be successful, and money was not wasted, they must be organized by a person who is able to draw up a clear plan of action, is familiar with the main communication channels and understands the primary and basic criteria for selecting personnel.

First, HR specialists determine the characteristics of the target audience, to which the mass recruitment tools will be directed. Among the most effective ways the impact on the audience can be listed:

PR-actions with the participation of promoters.
Distribution of flyers and leaflets.
Presentations.
Participation in job fairs.
Placing various materials in print and online publications (ads, videos, viral news).

Advertising procedure

When undertaking advertising activities, one should take into account the company's popularity in the market. In case of insufficient popularity or unsatisfactory reputation, the formation of a favorable image may require additional financial investments.

And, of course, one should not overlook such an important stage as determining the requirements for candidates and drawing up an application. The specific document "Application for the selection of personnel" together with the description of the vacancy contains information not only about the professional, but also about the personal qualities of the desired employee.

Working with the stream of applicants

This stage, without exaggeration, can be called the most laborious. Depending on how many people and what kind of employees are required to work in the company, the specialists conducting the selection of candidates have to study and process from several dozen to several hundred questionnaires.

At the same time, compliance with deadlines and timeliness is given one of the main values. In addition, the quality of the incoming stream requires careful attention. It can be optimized by tuning in only to work with the target audience. By gradually narrowing it down and sifting out unsuitable candidates, the recruiter seeks to improve the average of the candidates.

When informing the audience, care should be taken to evenly distribute peaks of incoming calls, as well as provide for periodic updates of advertising messages.

General presentations: how and why they are held

Candidates for vacant workers who have responded to the widespread advertising information are invited for personal communication. However, they are usually grouped into small groups.

Strictly speaking, the presentation should be attributed to an advertising campaign, since it is a continuation of it. Here the employer talks about the company, its history and value system. It also highlights stated goals and tasks to be performed. The most important part of the presentation becomes a more detailed story of the manager about vacancies.

Attending such an event, the applicant can ask the questions that have arisen, and the manager has the opportunity to get to know him better.

Questionnaire stage

Those candidates who satisfy the conditions proposed by the company move to the next level. In an effort to save time and at the same time get the most reliable results, employers use a variety of methods:

Questioning.
Testing.
Different types business games and educational trainings.

All of these techniques are designed to quickly and effectively filter the incoming stream of candidates. Techniques that do this job can be said to be truly effective.

Recruitment of personnel using questionnaires is convenient for comparing the key characteristics of candidates, and testing reveals their skills, potential and abilities.

Other ways to get information

Conducting business games and trainings can provide the maximum amount of information about the applicant. By analyzing this data, an experienced specialist can form an idea of \u200b\u200bwho the candidate is and what he breathes. Considering the emergency mode in which mass recruiting often takes place, a quick study of the personal and professional qualities of candidates becomes the key to the success of the entire campaign.

When processing the results, experts apply a point score, or scoring.

When conducting interviews, the recruiter does not set out to deeply assess the personality and professionalism of the candidates. Often the duration of the meeting is a quarter of an hour, and this time allows you to complete the collection of data on the candidate, check the documents required for hiring and clarify clarifying questions.

How to identify potentially unscrupulous workers

Many companies are ready to hire very young employees, even those who have no work experience. However, in this case, the employer has no way to check the reliability of the candidate. You can find out how serious the applicant's intentions are by asking a simple question: "Why do you need this job?" The way a person answers what exactly and how confidently he speaks perfectly characterizes him.

Alcohol abuse among staff is becoming a problem for managers. This phenomenon is often common among unskilled workers (loaders, handymen, construction workers) or among the lower levels of personnel.

There are effective and efficient methods for detecting this addiction: Michigan alcohol screening test, methods of Poltavets and Zavyalov.

The final stage

The last in a series of measures for mass recruiting is training and adaptation of those candidates who have successfully passed previous tests. The selection of applicants is also carried out here, however, its scale is much smaller.

Candidates are trained to comply with the existing regulations and procedures of the organization, familiar with the standards. If necessary, the employing company will use external training centers for better or specialized training of personnel. Some enterprises, taking care of retaining the recruited staff, use the support method: for a short time, a newcomer is consulted by an experienced worker. Its goal is to maintain confidence in the right company choice.

It is becoming common practice for candidates to be screened by security personnel and for medical examinations. An additional interview with a supervisor may also be scheduled.

Personnel selection is part of the recruitment process associated with the selection of one or more candidates for a vacant position from the total number of people applying for a given position.

There are various methods of personnel selection. For old-style enterprises - most state-owned enterprises, a part of "nominal" joint-stock companies, mainly standard personnel selection options are used. The greatest importance is given to formal confirmation of the qualifications and work experience of candidates indicated in work books, diplomas and certificates of education, analysis of autobiographies. Most companies use different kinds interviews. This is where the imagination of companies ends and such a valuable factor of production as a labor resource very often turns out to be not at all of the level expected.

The HR development department (depending on the level of the position and the specifics of the work) can choose one of the so-called optional assessment methods, for example:

Assessment center (assessmentcentre);

Business assignments;

Essay writing;

Psychological testing.

The entire hiring process is presented as a sequence of precise steps. First of all, it is important to understand what kind of product a person in a given position should produce. The more information about the vacancy, the easier it will be to find an employee. Next: write the ad correctly and, depending on the position, determine the search circle - where to place this ad. At the third stage, CVs are screened out using certain selection criteria. The next stage is testing the selected candidates. Technology used here international company Performia. Specific tests are applied depending on the complexity and importance of the vacancy. Based on the test results, 2-3 people are selected, with each of them conducting a detailed interview on productivity. The interview is structured and multivariate: the sequence of questions is determined by the candidate's answers. The reliability of the answers is judged by special indicators. To identify personality traits, there is a test of 200 questions. This test allows you to find out with what tools a person solves a particular problem in his life. Motivation is determined using special indicators: according to the applicant's answers to questions. This is followed by a knowledge test.

If there is no productivity, the necessary personal qualities and motivation, then knowledge testing is not needed. If a person has achieved some results (and they are selected according to their resume), then he also has some knowledge. An important step is to make inquiries about the candidate. Many have a bias against making inquiries, but it is necessary. The final stage is making a decision.

According to surveys of company executives, interviews, as a simple and inexpensive method of personnel assessment, are now used in 98% of Kazakhstani firms. The ease of use of this method and the relatively low cost does not mean that the interview is of low reliability. According to foreign experts in the field of personnel management, with the correct use of this method, its predictive validity can reach 60%. Moreover, there is no universal technology for conducting interviews - each manager chooses his own tools for the assessment interview.

According to the form of selection of employees, interviews are most often divided into: biographical, criteria-based and situational.

A biographical interview is based on questions about the candidate's biographical information (facts of life, past experience, etc.) and can be useful when meeting the candidate for the first time. This type of interview is actively used in most Kazakhstani companies. Experts believe that in the field of personnel management, it is not so easy to pass a biographical interview. The applicant does not have pre-prepared answers, but come up with “on the fly” plausible details from past life hard enough .

The criterion interview presents a series of pre-prepared questions aimed at studying the candidate's behavior in the proposed situations in the future work in this company. The questions in this interview are aimed at obtaining answers from the candidate describing future situations where he would demonstrate the required behavior.

A situational interview (or case interview) is a series of hypothetical questions that are asked to a candidate to assess him in the situations under consideration.

The test task should help determine the professional aptitude and potential of the candidate to perform specific tasks.

Since the predictive capabilities of the test are limited (it does not allow making an accurate prediction for the future), it makes sense for employers to use testing only as an additional tool in the decision-making process, in no case should it be assigned a decisive role. Testing can be carried out both in writing and by telephone, in the process of personal communication, and via the Internet.

There are several types of testing:

1. Cognitive, which determines the candidate's ability to learn, analyze and independently solve problems.

2. Professional, helping to assess the potential performance of the work, motivating factors, leadership qualities and interpersonal skills. Testing can also reveal the degree of interest in the job and values.

3. Personal, allowing to predict how the candidate will behave when solving work problems.

4. Specialized, assessing the specific professional skills that are required for a given job

5. Checking physical fitness for work (if the position implies health restrictions), tests for alcohol and drug addiction, etc. ...

To conduct an assessment center (assessmentcentre, an assessor - these are assessors who participate in the independent assessment process) requires several trained observers and several assessment techniques. The observers' notes for the individual exercises are combined together at the final assessors meeting. The assessors then jointly assign competency scores, discussing each candidate based on the available records.

The assessment center can be described as "a set of different methodologies that enable a candidate, in standardized conditions, to demonstrate the skills and abilities that are most essential for the successful completion of this type of work." The Assessment Center can include all parts of an exercise, or only some of them. The Assessment Center usually includes an individual business exercise that simulates real work with documents. In addition, oral presentations, role plays, simulated counseling exercises, problem analysis exercises, simulated interview exercises, analytical written exercises, and leaderless group discussion are used.

6. Leaderless group discussion is an exercise for the Assessment Center in which a group of candidates meets to discuss work-related issues. During the meeting, candidates' behavior is observed in order to assess their abilities for interaction, leadership and communication.

Potential group discussion issues:

Not suitable for evaluating a very large number of candidates due to the large time and financial costs of training observers;

Since all groups will be different in composition, it is possible for candidates to complain about bias and unfairness;

The process is not standardized.

7. Role-playing game is an exercise for an assessment center in which the candidate assumes the role of executor of some work and has to communicate with someone in the work situation. A trained role player behaves in accordance with his role, reacting in a certain way to the behavior of the candidate.

Potential Role Play Issues:

Not suitable for group administration;

It is difficult to include meaningful areas of work in these exercises.

8. Individual business exercise: the candidate is given some time to familiarize himself with the material and indicate in writing what actions he proposes to take on each of the problem points. When the allotted time ends, all materials made, records, letters and memoranda are collected; after that the assessors work with them. Sometimes candidates are subsequently interviewed to clarify what actions they have taken and why. If it is not possible to conduct an interview, a questionnaire can be used.

9. Oral presentation: the candidate is given time to plan his presentation, take notes. The assessor represents the audience. At the end of the speech, the candidate is usually asked questions related to the topic of the speech or not directly related to it.

Today, Assessment Centers are used in a variety of fields, including industry and business, government and military, educational and security institutions, to select personnel for supervisory and management positions, sales and management jobs. Assessment centers vary in duration and exercise set.

Any assessment method for the selection of candidates must have two essential characteristics - reliability and validity. Reliability means that repeated measurements will give the same result as the previous ones, i.e. the results of the assessment are not influenced by external factors. Validity means that a given method measures exactly what it is intended to do. The maximum possible accuracy of information obtained by specially developed techniques in scientific research, limited by technical factors and does not exceed 0.8.

The reliability of various assessment methods is in the intervals:

0.1 - 0.2 - traditional interview

0.3 - 0.45 - professional tests

0.5 - 0.6 - structured interview, competency interview

0.5 - 0.7 - cognitive and personality tests

0,6 - 0, 7 - assessment center

Effective recruiting starts with an accurate job description.

For executive and managerial work, the essential data of job characteristics are:

Objective;

Her role in the organization;

The main tasks of the work;

The right to hire or fire, financial cost limits, etc .;

Membership in committees, relations with other departments, etc.

There are various methods of personnel selection and their pros and cons in table 1, we can take a closer look at each of them.

Table 1- Characteristics of various methods of personnel selection

Selection method		"Minuses"

Ability tests	Allows you to successfully predict performance in a wide range of activities. Usually	Their use can generate negative feedback. Physical aptitude tests can be expensive to design and administer.
Qualification tests	Proficiency tests have relatively high validity Easy and inexpensive to administer. They generate less negative feedback than aptitude tests and written knowledge tests.	Written tests of job proficiency can generate negative feedback. Proficiency tests can be expensive to develop and administer.
Biographical surveyors	Easy and inexpensive administration. There is some evidence of validity. May help reduce negative feedback from other tests and procedures.	Possible privacy concerns. It is possible to receive false information (information must be verified).
Employer interview	Structured interviews based on job analysis can be highly valid. Reduces negative feedback caused by other tests	Structured interviews usually have the right measures of validity. In order for the interview to produce quality results, the interviewer must have excellent interviewing skills.
Personality questionnaires	Usually do not cause negative feedback. Some of them have predictive power for specific situations. May reduce negative feedback from other tests and procedures. Easy and inexpensive to administer.	It is necessary to distinguish between clinical and occupationally oriented questionnaires. Perhaps getting socially desirable responses. Privacy issue (only use as part of a battery of techniques).
Education and experience requirements	Can be used in technical and professional positions to identify unsuitable and incompetent candidates.	In some cases, it is difficult to demonstrate the need for education and experience to work in a given position.
Honesty tests	Usually does not cause negative feedback. Proven to be valid in a number of cases. Easy and inexpensive to administer.	Privacy issue: can only be used as part of a battery of assessment methods False or socially desirable answers are possible. Special training may be required to administer and interpret test scores. Should not apply to those employees who are already employed.
	Can be used to verify information provided by the candidate Facilitates candidates to provide more accurate information.	The reviews are almost always positive; they usually fail to differentiate between good and bad workers.
Assessment centers	Allows you to successfully assess the effectiveness of work or training, management potential and leadership skills. A holistic approach to personnel assessment.	Expensive to develop and administer. Special training required for assessors.

Analysis of Table 1 shows that the methods of personnel selection can be different and the employer can use any of them to draw up the characteristics of the candidate. When the job description is ready, you can think of an individual employee to fill this vacancy.

When solving this issue, it is necessary to take into account:

Physical data;

Qualification;

Mind (intelligence);

Special inclinations;

Interests;

Character;

Motivation;

Circumstances.

Moreover, for each of these points, it should be decided what is:

Significant, i.e. the minimum, without which the candidate for the position will never reach a satisfactory level of work;

Desirable, i.e. the level actually required to provide satisfactory standards;

Contraindicated, i.e. features that are obvious disadvantages. This is extremely important, because in the first stage of applying for a job, people with undesirable traits are weeded out, and it makes sense to know all of them so as not to let such people go further at this stage.

When preparing qualifications, it is important to be precise, choose words carefully and avoid generalizations such as “good looks,” “above secondary education,” and so on. The details required for each position will include at least some of these requirements, although the exact information will vary from job to job.

1. Physical data: height, physique, health, standard of appearance, speech characteristics of the candidate, age restrictions, gender.

2. Qualifications: education (level), type of school, college or university training required, required technical, commercial or professional qualifications, specific professional training required, previous work experience (level, length of work in positions) and its types (for example, technical, managerial), other necessary skills and knowledge.

3. Intelligence: a certain level of intelligence is required.

4. Abilities to get a job: technical skills, manual dexterity, verbal skills - writing and speaking, math skills, communication skills, analytical skills, artistic skills.

5. Interests:

To a certain extent, the following interests of the job applicant could help to achieve success. These include: solving intellectual problems, practical / constructive interests, social, artistic.

6. Character:

To be successful, applicants will need certain character traits to: work with other people, influence other people, rely on themselves, be ready to tell others what to do, enjoy hard work, have personal qualities.

For instance:

Secretive - sociable, fickle - stable,

Submissive - overbearing

Dexterous / seizing the moment - correct / loves the rules,

Prone to softness - prone to hardness,

Imaginative - practical,

Conservative - always ready to experiment

In need of protection - self-reliant / independent,

Suspicious - gullible

The above can be viewed as “assessment points” and the grade should be indicated.

7. Motivation:

What motivation does this job require? What kind of reward is offered for her: money, security, prestige, belonging, power, problem solving.

8. Conditions:

This job requires: a married / married, single or married man / woman, residence in a specific area, the ability to travel home / abroad, the ability to work long hours / unusual number of hours, the ability to be away from home for a long period time.

The qualification requirements for personnel should be as specific as possible so that the HR employee can form a clear idea of \u200b\u200bthe person who is required.

When a clear idea of \u200b\u200bthe candidate has already been formed, the next step is to publish a job advertisement.

When an organization needs to hire new employees, two questions arise: where to look for potential employees and how to notify prospective employees about the available positions?

The search for employees to fill vacant positions can be carried out both at the expense of the internal resources of the organization, and at the expense of external sources. The relationship between the breadth of use of external and internal selection (recruiting) is determined by the personnel policy that has been developed in the organization.

Internal selection is used to fill vacancies at the expense of the organization's employees; external selection involves external candidates to fill vacancies. Accordingly, the methods used for external and internal selection differ.

External and internal selection have their advantages and disadvantages, and the choice of the selection form will depend on the conditions prevailing in the organization, the goals facing the selection, the organization's capabilities, etc. Many organizations underestimate the opportunities that open up as a result of finding the best candidates to fill the existing ones. vacancies among people working at the enterprise.

Internal recruitment has a number of advantages over external recruitment:

1. When filling vacancies at the expense of people already working in the organization, we are dealing with employees who know the organization well, which increases the likelihood of their successful work in a new position due to easier adaptation to the working conditions in the new position.

2. This policy increases staff loyalty and encourages people to be more productive at work.

Internal selection is much cheaper, requires less costs than external selection, since, as a rule, it does not require the cost of such items as adaptation and training.

The following approaches are most commonly used in internal selection to identify suitable candidates:

Identification of the most suitable candidates from among the employed on the basis of formal characteristics (education, profession, work experience, age, gender, etc.);

Formation of a personnel reserve, from the ranks of which potential candidates can subsequently be selected who meet the basic requirements of work in a vacant position. Organization of training of the personnel reserve, monitoring the performance of reservists, their attitude to work and to the organization - these are sources of important information about promising candidates for leadership positions;

Organization of competitions for filling vacant positions and informing about available vacancies and conditions for participation in the competition of employees of the enterprise.

An alternative to hiring new employees can be overtime when the organization needs to increase its output. This eliminates the need for additional costs for hiring and hiring new workers, and overtime work itself can provide existing workers with additional income, although there are problems of fatigue and an increase in occupational injuries. Long-term or private overtime work lead to an increase in personnel costs and a decrease in labor productivity.

Every HR manager knows that a qualified recruitment of employees determines the efficiency of the entire company and removes many management problems. In practice, the recruitment procedure often becomes a kind of lottery: guess right - wrong.

One of the most common recruiting methods is to contact specialized recruiting agencies. This is not the cheapest way to find personnel, only large companies, rich or growing on investment injections from shareholders, can afford this luxury.

The least costly recruitment methods include searching for the necessary employees using the Internet. However, this method, along with many advantages, has a number of significant disadvantages.

Not all employees who are ready to change jobs post their resumes on the Internet. Numerous public opinion polls show that about 15% of the economically active population have never used the services of virtual employment services (more than half of the respondents believe that looking for work through specialized sites is effective and about 14% is ineffective).

The reasons are different: the inaccessibility of the "World Wide Web" for material or technical reasons, unwillingness to advertise their personal data, distrust of the Internet as a tool for employment. Often, employees are simply afraid that their current employer will see their resume. This fear is naturally justified, since in some companies, workers in active search are fired.

Therefore, the majority of job seekers prefer to contact their friends and acquaintances. In this case, recruiting managers need to start using the maximum opportunities for online recruiting, since this method is the least expensive. As you know in Internet recruiting, in addition to posting vacancies and searching for resumes, there are also additional opportunities. This, for example, working with forums and blogs, because there you can often meet real professionals. This method is especially relevant when looking for rare specialists, for example, engineers with a narrow specialization or translators from "unpopular" languages, but registration is required to work on the forums, as well as periodic maintenance of interest in the topic of messages - its "rise", initiation of discussion, etc. ...

There are also forums where it is forbidden to post vacancies (at least for free). In this case, you can resort to tricks: to disguise vacancy announcements in the discussion of some profile topic. For example, when looking for a sales manager for low voltage equipment, you can initiate discussions of a certain type this equipment, attract specialists, and then mention that “just a friend works in the company, and they need such a specialist,” or write a “private” message to the forum participants.

Another alternative way of online recruiting is posting vacancies on a corporate website. When using this method, it is very important to make the job search form as convenient as possible for the applicant. The vacancy search form should be clearly structured by sections and should contain the most complete information about the vacancy, requirements, remuneration. The most common flaw when posting a vacancy on a corporate website is the designation of the salary level with the phrase “by agreement”. It is better to specify a big “fork” than to put the applicant in an atmosphere of uncertainty. It is equally important to keep the posted vacancies up to date. The vacancy section itself should be visible to site visitors, and not hidden on the 3rd level of the subsection. The Internet is not endless, so when recruiting staff, one should not forget about alternative offline methods, although all of them are associated with high costs.

The classic technology is the placement of job advertisements in the mass media (media). Moreover, there are many so-called “ free ads". The effectiveness of free ads is much lower than that of Internet resources (especially when it comes to mass low-level vacancies). If we take the "top" positions, the response may generally be zero. In this case, “point” technologies come to the rescue of the recruiting manager.

For example, personal connections can play a very important role in the selection of top managers. For the selection of mid-level specialists, you can use contacts with training centers, centers for advanced training. Specialists for start-up positions can be found in higher educational institutions (HEI).

If you need low-skilled personnel, they can be attracted not by the Internet, not through friends, but by two rather effective methods - posting ads and direct-mail.

Ads may seem like a more profitable method. And this is natural, because such an action has a clear geographic reference, and the costs of its implementation are relatively low. But, first, the ads are impersonal. Secondly, they have too little chance of being noticed, especially if the design is not bright and defiant. Thirdly, ads often disappear the next day after posting, and there is a very high risk that the desired addressee will simply not have time to see it.

The direct-mail method is quite expensive. Especially when you consider that you need to purchase a database for direct mailing. But research shows that the response to postal itemssent to the base of secretaries with a job offer “for friends, acquaintances and relatives” is 1% (for comparison: when looking for top management, the response does not exceed 0.05%).

There are other matching methods. Specialized recruiting agencies maintain their own database of job seekers' resumes. According to one recruiting agency internal database is one of the main recruiting tools. HR managers of companies are also often involved in the collection of resumes. A special case of this is the maintenance of a database of former employees of the company who quit of their own free will. They can be contacted with a proposal to lead a new direction, or with a proposal for a new interesting project. It is important that such a candidate already knows the structure of the work and business processes of the company, and also has a higher degree of loyalty. For example, a lubricants company Shell offers new vacancies primarily to its former employees.

Businessmen don't read job advertisements. The only way for them to find a top-tier manager is to use the well-proven direct search method - Headhunting or headhunting.

Nowadays, many businessmen, in accordance with Russian traditions, rely more on connections and acquaintances than on companies dealing with Headhunting. Headhunter or Headhunting is a common name for consultants and firms looking for senior executives, synonymous with executive search. The expression "tobeheadhunted" means a personal, not just phone, conversation with a search consultant. The client "hunts" for the manager, using the search firm as an intermediary. In any case, it doesn't matter what kind of personnel search tools you use: the main thing is not to be limited to one, even the most popular method.

Recruitment is a series of activities aimed at attracting candidates with the qualities necessary to achieve the goals set by the organization. This is a set of organizational measures that includes all stages of recruitment, as well as assessment, selection of personnel and hiring employees. Some specialists in the field of personnel management consider this process until the end of the stage of induction, that is, until the moment when new employees organically fit into a particular workforce and the organization as a whole.

One of the areas of work of the personnel management service is the hiring of new employees. Its main task is to meet the needs of the company in personnel.

Hiring is carried out:

When creating a company;

When expanding the company;

When replacing employees who quit the company.

Labor market research is the first step in hiring workers. Labor market research provides information on its performance and dynamics.

These include:

The ratio of supply and demand for labor for the types of professions of interest to the company;

Pay and working conditions in competing firms;

Information about firms that provide services for the provision of personnel (labor exchanges, employment agencies, etc.).

The tasks of this stage of hiring are focused on the formulation of attractive conditions for the employees needed by the company. The firm can compete in the labor market, not only by offering higher than other firms wages, but also:

More attractive place and working hours;

Convenient transport options;

Additional social services, etc.

The main task when hiring personnel for work is to meet the demand for employees in qualitative and quantitative terms. In this case, one should answer the question: "Where and when will workers be required?"

This process includes:

1. General analysis of the need (present and future) in personnel.

2. Formation of requirements for personnel - an exact definition of who the organization needs, by analyzing the work (workplace, position), preparing a description of this work, as well as determining the terms and conditions of recruitment.

3. Determination of the main sources of income for candidates.

4. The choice of methods for assessing and selecting personnel.

specialist personnel selection personnel