Where to recruit people to work. How to effectively recruit employees? Recruitment as a turn-based technology. Personnel assessment methods

How to effectively recruit employees? Recruitment as step by step technology

You need to recruit the required number of new employees for the position of interest to us. There may be more than one such position. Then you have to organize several recruitment processes in parallel. And in the end, hold several competitions. Recruiting employees for several different positions in the process of one competition is not an easy task. Experienced, savvy recruiting executives can sometimes play these tricks. But for those who do not yet have a really large and successful recruiting experience, I would not recommend this. It is much better, easier and more reliable to hold a separate competition for each position for which you need to recruit employees. The main thing is that a sufficient number of more or less suitable applicants take part in each of these competitions.

Consider the recruitment competition as a step-by-step technology. Competition is a phased business process. Moreover, the efficiency and effectiveness of the competition at each stage can and should be objectively monitored.

Let's start with the fact that, in accordance with the first principle of effective selection of personnel from the open labor market, "there are NO suitable personnel." You should not expect that at the right moment in the labor market there will be at least one person who is completely suitable for working in our Company in the position of interest to us. At best, we can select and recruit employees with potential. From which we ourselves will subsequently, with our own efforts, make the professionals we need.

This means that without an effective onboarding program and further training, all of our recruitment efforts are doomed from the start. Adaptation should begin from the very first day when new employees come to work with us. And in general, the most important thing for the successful entry of new employees into our team is the first days, and especially the first hours of their work in our Company. If we do not pay attention to them when they are just starting to work for us, they will leave us faster than we have time to come to our senses. It turns out that it is better not to hold a competition at all than to hold it and leave the newcomers to their own fate.

Therefore, first of all, we must plan which of our managers and experienced employees will carry out the adaptation of newcomers. How will he do it, and when will he be able to make time for it. Please note that those who carry out the adaptation of beginners will have to take time to carry it out from their, of course, important matters. Until we plan who, when and how will carry out the adaptation, there is no point in launching a competition.

By the way, even now you can increase the efficiency of the recruitment process. To do this, I will leave you questionnaires for the competition. Enjoy!

Get questionnaires

Let's consider the key stages of our business process for recruiting personnel from the open labor market to the position of interest to us:

1. We determine for which position we recruit employees, and how many people we need for this position.
2. We decide which of the employees of our company will organize the competition and resolve administrative issues for the entire period of collecting resumes and conducting selection.
3. We decide who will be in charge during the competition, who will be on the jury. And who will be with the applicants in the common room.
4. We plan who exactly and how many days will carry out the adaptation of job seekers. Based on this, and taking into account the fact that it usually takes three weeks to collect resumes before the first selection, and another week before the second, “double” selection, we plan the dates of the competition. We set the dates for the competitive selection, preliminarily approve the budget for the placement of vacancies.
5. We prepare texts of vacancies, post them on the Internet. If necessary, we prepare blocks of vacancies and place them in employment newspapers. If necessary, we will use other channels for posting vacancies (radio, television, stickers in transport, posting ads - from universities to transport stops, etc.)
6. We administer the posted vacancies on a daily basis and control the rate of collecting resumes so that all the vacancies posted by us work as efficiently as possible, and our counterparties do not let us down.
7. Authorized employees of the company (at least 2-3 specially trained and trained people) effectively respond to calls and letters of job seekers, ensuring the receipt of resumes from the vast majority of targeted job seekers who applied to our company.
8. A few days before the competition, resumes are printed and sorted. If necessary, steps are taken to strengthen the competition with additional resumes. We select the required number of the most interesting resumes for us to invite applicants.
9. Authorized employees invite applicants for an interview. Their task is to ensure that the screening of applicants at the invitation stage does not exceed the planned level. And so that, as a result, a sufficiently significant number of applicants targeted for us came to our multi-stage competitive selection at the same time, in the same place.
10. The first competitive selection usually takes place three weeks after the start of posting vacancies. During the competitive selection process:
    a. At the first stage, which needs to be carried out quite quickly, we weed out the vast majority of applicants who are of little interest to us.
    b. At the next stages of the competition, the applicants left by us after the first stage are subjected to careful selection and analysis. We make sure to check each of them in practical tasks. Then there are extended interviews, answers to questions, analysis of questionnaires.
    c. As a result, we recruit selected applicants to work in our company.
11. When new employees come to work in our company, an adaptation program is necessarily carried out for them. At the same time, it makes sense to call their previous jobs on resumes and on labor - both recommenders and other employees of the same companies. In order to minimize the risks of accepting a problematic employee into our team, if possible. We also analyze what we did well with this set of personnel, what could be done better. And how we can improve our recruitment technology.
12. If necessary, one or two weeks after the first competitive selection, a repeated competitive selection is carried out - a “double”. The sequence of actions is the same as in the first competitive selection. From selecting resumes and inviting applicants to the competition - to adapting and checking previous jobs of applicants.

To analyze what results should be provided at each stage of the competition, let's go from the end of the business process we are interested in to its beginning. Based on the third principle of professional recruitment, “recruit twice as many”, at the end of the competition we need to recruit several applicants. If we need one employee, we need to recruit at least two. If three - at least six. If you need one employee, and for a position where the simultaneous internship of several applicants is hardly possible, we recruit one, and “recruit” a few more, leaving them in reserve. To each of the “recruited” applicants, we say:

You have successfully passed the first three stages of our competitive selection. Now we would like to take a break, think it over again, discuss it. And make an informed decision. During the week from tomorrow, we may contact you to invite you for a final interview. If you successfully pass this interview, you will start working immediately. If within a week there is no call or letter from us, you are free from obligations to our Company.

If the first applicant you recruited did not show up for work or turned out to be completely unsuitable for testing, contact the first applicant from the “reserve” list. If he came for an interview, you recruited him, he got to work and everything is OK - great! If not, contact the second applicant from the "reserve" list. And so on.

In any case, we need to recruit (immediately, or taking into account the "reserve" list) several fairly promising candidates at once. To do this, we must provide a choice of a sufficiently significant number of applicants at our competition. Preferably - more or less specialized, interesting and adequate. How many applicants should come to each of our competitive selection?

• If less than 5 applicants come to the competition, such a competition will not differ much from individual interviews. The probability that you will be able to hire at least one interesting and promising employee is low.
• From 5 to 9 applicants - an "average" competition. You need a lot of experience and high qualifications to get a good result from such a competition.
• From 10 to 14 - a "good" competition. The likelihood of hiring good, promising employees is high. The main thing is not to blunders during the competition.
• From 15 to 19 - "excellent" competition. The situation works for you, applicants are much more interested in working for you, and their requests become more adequate.
• If 20 or more applicants come to your competition, you can do whatever you want with them!

On the other hand, it is extremely difficult to maintain control during a competition that has 50 applicants at the same time. And it is almost impossible - if 60 applicants or more came. At such competitions, there is usually an uncontrolled screening of applicants. A significant part of the participants leaves the competition on their own initiative. Including those that could be quite interesting to you as employees. Therefore, it makes sense to divide too large competitions into several competitions with fewer participants. Best of all - from 20 to 45 participants in the competition, if you need to hire 1-2 employees. Or several competitions of 20-30 participants each, if you need to select and hire a significant number of employees.

• If you completed all four stages of the competition in 2.5 to 4.5 hours, this is an excellent indicator! Of course, provided that you have properly considered all the interesting applicants. And successfully recruited the number of new employees you need. Hurrying up with the competition and, as a result, screwing it up is, you see, not the best result!
• From 4.5 to 5.5 hours for the four stages of competitive selection - normal, average timing. When holding a competition with the participation of 15-20 applicants, it is not so difficult to meet this time. And you have every opportunity for successful recruitment.
• From 5.5 to 6.5 hours for the competition - "so-so". No matter how many applicants come to the competition at the beginning, such a long time for the competition is hardly justified. Most likely, you yourself are delaying the competition. Plus, you give some chatty job seekers some more time. The result of the competition will most likely be worse than if you had kept within 5 hours.
• If it takes you more than 6.5 hours to complete the four stages of the competition, this is bad! By dragging out the contest beyond any measure, you cause serious damage to its result.

How to make sure that the competition does not drag on, and the time is not wasted inefficiently? According to the logic of our four-stage competitive selection, at the first stage we decide which of the applicants is more interesting to us. And in the next three stages of selection, we pay our full attention only to those applicants whom we have selected for in-depth consideration based on the results of the first stage. We test them in practical assignments, conduct in-depth interviews with them, test them, recruit them.

Therefore, it makes no sense for us to delay the first stage of the competition too much. The faster we conduct it, the more time and attention we can devote to the most interesting applicants for us. How long should the first stage of the competition last?

• Within one hour - "excellent"! Especially if during this time we have been able to effectively "sift the wheat from the chaff" by selecting the most promising applicants for us from among those who came to the competition.
• An hour to an hour and a half is "acceptable." Especially if more than twenty applicants came to the competition. If there were originally ten or fifteen or fewer applicants, it is still advisable to conduct the first stage of such a competition in no more than an hour.
• From one and a half to two hours - "so-so". Most likely, you spent too much time on the first stage of selection.
• More than two hours is bad! Time is wasted inefficiently, applicants will get tired of waiting, many will leave on their own. Including those that might be of interest to you as employees. Too long the first stage of selection is detrimental to the effectiveness of the entire competition.

What should be the dropout according to the results of the 1st stage of the competition?

According to the results of the 1st stage, it makes sense to weed out from half to 60-70% of applicants (unless initially too few applicants came to the competition). Leaving 5 applicants after the 1st stage is acceptable, 8 is normal. In any case, I would not recommend leaving more than 12 applicants. Always leave (at each stage of the competition!) 1 applicant more than you really plan to recruit! The last one at each stage should always be the applicant, in whose recruitment you are not really interested. As a "backup" option - and to create competition for other participants.

Let's return to the fact that we need to ensure a decent number of applicants who came to the first stage of the competitive selection in order to be able to choose the right number of candidates suitable for us in the future. To do this, we must organize the competition in such a way as to get the number of resumes of target applicants we need. Moreover, it is desirable that these applicants send their CVs specifically for the purpose of employment in our Company, based on the results of consideration of our vacancies. At any time, you can print out a significant number of resumes posted there by the applicants themselves from employment sites. Only when communicating with these applicants you will immediately find yourself in a situation where they have not seen your vacancies, they know nothing about your company and are not interested in your work. From such resumes and applicants you will not be very useful.

How many targeted resumes should you receive before each competition?

• In Moscow, it is considered a good result if you have collected from 80 to 150 targeted resumes before the competition. If you have collected 200 or more targeted resumes before the competition - that's great! A fairly large number of resumes required for the effective conduct of competitions in Moscow is due to the fact that in Moscow there is a significantly higher percentage of “dropouts” of applicants at the stage of invitation to the competition than in any other city in Russia and the CIS.
• In other cities, it is considered a good result to have from 50 to 80 targeted resumes before the competition. If you have collected 100 targeted resumes or more before the competition - great!

What kind of attrition rate should we expect when we invite them for an interview? It is unlikely that we can count on the fact that 100% of the applicants invited by us will come to our competition!

In regional cities, dropouts are considered normal when 50% of applicants come to the competition, who swore that they would come. Or more. On the verge of acceptable, if only a third of the applicants from the total number of those who swore to come to you came to the competition. If the percentage of applicants exiting is even lower, you have a clear problem with inviting applicants to the competition. Those who invite applicants are killing your competition in the bud. Most likely, the fact is that you have not developed an effective technology for inviting applicants to the competition. Or they didn’t document it and didn’t train their employees to properly invite applicants using this technology. Finally, the problem may be in the low loyalty of employees who invite applicants to the competition. Perhaps they are simply not interested in successful recruitment for your Company.

In Moscow, it is considered normal if a third of the applicants from among those who swore to come to the competition come to you. If from 40% to 50% of applicants come to you, who previously swore to come, then the employees who invited them are simply geniuses! Well, or you have a company with a very promoted brand. Or applicants know that your working conditions are just chocolate. All this, of course, also increases the turnout of applicants! The screening of applicants on the verge of acceptable for Moscow means that only 20% of the number of applicants who firmly confirmed their arrival came. Or a little more. If less than 20% of those applicants who firmly confirmed their arrival came to the competition, you have a serious problem with invitations.

From all of the above, it becomes obvious how important it is to properly organize the administrative preparation of the competition - posting vacancies, answering calls and letters from applicants, inviting applicants. This work must be carried out within 3 weeks before the first competitive selection. And then another week - before the second competitive selection. If this work is not organized at the required level, you do not apply effective technologies at each stage of the organization of the competition - the results will be disastrous. In the same way, all your efforts will not lead to success if you develop ineffective job postings. Or place these vacancies not where they can give you a return. Or do not allocate the necessary funds for paid posting of vacancies:

• The average budget sufficient for the effective placement of vacancies, if you have prepared high-quality vacancies and place them where necessary, can be from 25 to 45 thousand rubles. - for the month during which you conduct recruitment, which includes two multi-stage competitive selection.
• For a strong advertising campaign to post your vacancies, in most cases it will be enough to allocate from 70 to 100 thousand rubles. These figures will be true for Moscow and other cities in Russia and the CIS.

This budget for job posting will be sufficient if you post high-quality job postings and well-designed job blocks in the most effective media. First of all, we are talking about specialized job sites - especially hh.ru and superjob.ru An attempt to hold a competition and not pay the required amount for paid placement of vacancies these days will be a fatal mistake in most cases. However, if you have not been able to develop a truly high-quality vacancy text, or post vacancies in the wrong media, even a five times larger budget will not help you collect the required number of targeted resumes.

If we look at the situation from this side, what you expect from the competition - success or failure, will be quite obvious. If in the first days after posting a vacancy, you start receiving from 6 to 10 more or less targeted resumes, this is not bad. If in the first week you receive from 30 to 60 targeted resumes, there is hope that in three weeks from the moment the vacancy was posted, you will be able to hold a good competition. And if in the first week you received 100 targeted resumes or more, if you wish, you can good competition already next week.

If, on the contrary, you receive from 0 to 3 resumes every day, it's time to sound the alarm. If during the first week of posting vacancies you received less than 20 resumes, you need to immediately take steps to strengthen the posting of vacancies. Perhaps the text of our vacancy is ineffective. Then it needs to be redone. Or the very position for which we recruit employees is not very popular. In this case, it makes sense to place vacancies in several different positions in parallel. With paid posting of vacancies on the Internet, there is usually no difference in costs for you when you post one vacancy - or several. So why not take advantage of this? At the same time, resumes submitted for all these vacancies can be used to invite applicants to the same competition. Finally, you can increase the budget for posting vacancies. And, as an option, try to place vacancies in other media that you have not yet used. And in general, experiment with new channels for posting vacancies and additional sources of attracting job seekers. Be persistent and inventive in experiments, control the number of resumes that came to you from each source and received through each advertising channel. And you will definitely provide yourself with the right amount of targeted resumes. And - as a result - high-quality applicants.

Summary: use effective recruitment technology. Your task is to clearly organize and conduct the competition, stage by stage. And then you will be able to recruit employees of a completely different level than those that the vast majority of companies manage to recruit from the labor market. And most importantly - and this is especially nice - you will be able to recruit these employees to your team on very favorable terms! In order to then they began to earn many times more from you. And so that at the same time your company earns an order of magnitude more. I hope and sincerely wish you that as a result this will lead to a very serious and noticeable increase in your income! And not only in the near future, but also in the medium and long term.

© Konstantin Baksht, General Director of "Baksht Consulting Group".

The best way to quickly master and implement the technology of building a sales department is to visit K. Baksht's sales management training "Sales System".

After you have opened your own business or decided to expand the department, the need for recruitment arises. In this article, we will talk about how to recruit employees to find the best of the best and rally them into an effective team.

Most often, staff is sought in the following ways:

• through posting ads on specialized job sites;
• through a search for posted resumes on the same sites;
• contacting recruitment agencies;
• asking relatives and friends about their acquaintances (by acquaintance);
• grow from the employees of the company.

Large companies often outsource recruitment functions to recruitment agencies. However, agencies rarely find "stars", it is easier for them to find competent performers or low-skilled personnel: security guards, a clearing service, etc. To search for a person who knows his business and has achieved success in it, a recruitment agency is not suitable.

Good performers can be found on ready-made resumes. But employees, for example, for the sales department or working with clients, that is, for positions where initiative is required, it is best to look for personnel by posting vacancies on your own.

But a person who simply posted a resume on the network and does not send them out on his own should be especially looked at. Why is this person not active and waiting for a call and a job offer? Maybe he's completely inactive? Or too lazy to actively look for work? Or does he really need a job? Or does he not have the courage to call the organization he likes and offer his candidacy for a vacant position? Well, such people, as a rule, are not interested in much. They will not care about you, your organization and official duties. At first they will bow before you, and then behind your back they will start talking nasty things and looking for " normal work where they pay well.

Now let's talk about the employees who came to your organization "by pull". Let's start with the fact that these people are not even initially set to work (the only exception can be young employees who do not yet have work experience and who need to show themselves), since most of them did not even prepare a resume and bothered to send it to suitable companies.

What is important for a person looking for blat for employment? Easy money, minimum work, support and patronage of management. They hope that they will receive a good salary without fulfilling the plan and without straining, they will not be able to be offended or fired by other leaders, since "they are your people."

For positions that require a lot of activity, you can take people from outside and pass them through the selection. They have already shown the initial initiative - they called you themselves or dropped their resume. Next, it is desirable to conduct an initial telephone interview, then an interview with a lower manager, then with a higher management. You can also conduct group or stress interviews, weeding out unsuitable candidates.

A good option is to train your own staff. But in order to grow a good specialist or leader, a lot of time must pass. And the shots are needed here and now. In addition, it is necessary that a high-level professional trains his specialists, which means that he spends his time (and his time is the company's money) not on performing his job duties, but on mentoring. Only large organizations that are ready to finance the advanced training of personnel reserve employees and distract specialist mentors from the work process can afford this. But even in this case, there is no guarantee that a trained young specialist will not find a better place for himself.

Another option is to look for employees who have achieved heights in their profession. Just from such people it is necessary to learn new things, give them young promising specialists as partners, so that they learn from the experience and “chips” of the pros. In addition, it will be useful for you to listen to their ideas, implement these ideas in life, and then thank and thank the source again. It is good to “throw” such people into a new direction, an innovative product, an assessment of the quality of a product or the quality of a service.

If you want to raise a receiver for yourself, pay attention to students, and not necessarily universities and senior courses. Look for people who are respected and respected by students and teachers who may not be very good students, but who have developed. Such people easily organize the work process and complete all orders. But they learn very quickly and can easily pull over the leadership of the department. Therefore, in no case should they be told the whole scheme of the organization’s work, give out all the information or idea, otherwise tomorrow they can easily take your place. Well, isn't it scary?

In order for the employees hired by you to work not on their own, but as a close-knit team, when hiring personnel, try to follow these recommendations:

• Hire different people: do not hire only students or retired military. Employees must be of different ages, genders, nationalities, races, views, religions, interests. The team should include both locals and people who come from other cities or even countries.
• Your deputy must be a reliable person. Moreover, according to temperament, it is better to choose a person who is the complete opposite of you.
• Monitor your inner state, since the emotional background of your organization depends on it, as well as the mood of employees for work. The inner strength and positivity of the leader will help you quickly recruit employees and rally them into a team.

Good luck recruiting!

Tens of thousands of companies around the world are looking for a recipe to quickly build a successful team. The Russian cleaning service Qlean showed that it is possible to build a multi-stage system in a short time, which will include the search and selection of personnel, quality control of their work and employee motivation.

Roman Kumar Wias,
marketing director, co-owner of Qlean

The Qlean service was created in 2014 by designers Alexander Korovin and Nikita Pavlov and Nikita Repeshko, former head of the My Bank banking branch. The company's offices are open in Moscow, St. Petersburg, Krasnodar and Yekaterinburg.
The service earns by commission from orders (about 40% from the order). The average cost of one Qlean cleaning is now 2-2.5 thousand rubles. The company is growing rapidly. Qlean now averages 700 cleanings a day.

As a result, the Qlean service was able to reduce costs and increase the number of applicants coming to the interview. They began to spend not 10-15 thousand rubles on hiring one employee, as before, but only 4-5 thousand. Significant savings.

How to work with the response stream

The first time since the start of the digital system, we had difficulty coping with the influx of applicants. Then they learned to weed out “not their own” already at the first stage of selection. The selection began with a collective introductory conversation. Those wishing to work at Qlean were told about the complexities of the upcoming work. After that, those who really wanted to work with us filled out a special questionnaire.

After analyzing the questionnaires, the company chose those whom it was ready to invite for an interview. During it, candidates filled out a test, with the help of which Qlean specialists compiled a psychological portrait of a potential employee of the company and analyzed whether the applicant was suitable for the company.

The successful candidate was sent to a training session where they were told about the cleaning requirements. Then came a short exam.

If successful, the cleaner went through a security check and a follow-up interview, and then finally got to work. At the selection stage, about 90% of candidates are eliminated.

How do we train staff

A new fighter was not thrown into battle alone. For the first two cleanings, a mentor went with him. So Qlean wanted to insure itself against negative reviews. But later they found out that the mentoring system had almost no effect on customer reviews, and they abandoned it.

But there was a new idea. We rented an apartment and made it a training ground for cleaners. Several times a day, we contaminated it with special cans of oil, forcing the cleaners to hone their skills. After some time, we came up with another innovation - we created a detailed video training, which covers all the nuances of the cleaners. Applicants watch it in the office and then answer questions from the manager. The video is also available in a special mobile application. The idea turned out to be effective. This approach makes it easy to connect new partners to the business who want to work on a franchise in their city.

Note that Qlean uses a single approach both to individuals who want to work in this service, and to partner companies. All cleaners go through the above-described multi-stage selection and training system. This minimizes the risk of error.

Working with values

Qlean has set itself the task of creating a positive atmosphere in the team and teaching the cleaners how to properly communicate with customers. A special call center was created for the company's employees, which helps to quickly resolve all emerging issues. The company also often invites employees to the office to listen to their suggestions for improving the service.

Based on the developments of European and American companies, Qlean created clear instructions for employees on how to communicate with customers. For example, it says that the cleaner during cleaning should be silent and talk with the customer only if he himself asks something from him. Also, the cleaner should consult with the owner of the house before removing any valuable items from the shelf.

The manual describes not only the rules of communication, but also interesting "tricks". So, if at the entrance to the house the cleaner sees a child and an adult, he must first say hello to the child, and only then to the adult. The company believes that such subtleties create a more friendly atmosphere when the cleaner communicates with the customer.

Now about 1 thousand cleaners are registered in the system. Their profiles reflect such parameters as the quality of work performed, punctuality, courtesy, and others. Qlean specialists see in which area the cleaner has a gap, and have the opportunity to send him for additional training, and in case of constant errors, completely disconnect him from the system.

In our difficult time, a personnel officer can easily lose his job and ... find a new, more interesting one. "Startup" - much more interesting! Ideas, plans, perspectives that you draw for yourself and others... But you still have to gather those who will implement all these brilliant ideas.

Do not rush!

So, let's say you became a HR director in a new company where there were no HR specialists before, and you understand that a strong, efficient team is needed to fully implement the plans. The first piece of advice: even if carte blanche was received from the management “at the entrance” to form your service, do not rush to do it right away ...

Look around. Get comfortable, understand which tasks are priorities and which can wait. Conduct an audit of existing processes, analyze the status of documentation and reporting, and talk to department heads about their expectations and requests. It is from the audit of the personnel situation and the tasks set that the work plan of the HR director is formed. And this plan, in turn, is the basis for the formation of the structure of the service. The combination of tasks, their priority to a large extent depend on the specific circumstances: the personality of the leader, accepted standards, as well as the stage of development at which the company is located. But since office work and recruitment are always in any company, it is with them that they are often recommended to start with a recruiting personnel officer.

It happens, and often, additional functions are assigned to the director of personnel. It is necessary to immediately find out which ones, because the role and place of the head of the personnel service in each company is understood in its own way. It is likely that you will have to deal with cases that are completely unrelated to the HR area.

For example, I personally had the experience of working with a manager who sincerely believed that the one who is responsible for the personnel is responsible for literally everything ... Iron logic:

— Who did it?

— Petrov.

Who is Petrov?

— Personnel.

- Exactly! Get the HR director here!

In the same company, I could receive a phone call on the weekend morning: “Do you see it is snowing outside the window? And we have not dug a trench at the construction site ... Now everything will freeze ... ”.

That is why my personnel service consisted of strong functional managers with clear powers (recruitment, training, document management), and I left, among other functions, interaction with top management and the obligation to “stop” such unexpected tasks.

However, not only with the tasks you have to deal with. In a new company, it is necessary to understand how interaction and information exchange is carried out; how services and divisions work; what is included in the areas of responsibility of line managers; what kind of help they expect from the personnel service, and what they do not intend to delegate to it; what is the main principle of work adopted in the company - linear or project, etc.

The main functions and tasks of the HR service

Formation of the personnel of the company:

o staffing planning;

o profiling requirements for candidates;

o search and recruitment of personnel;

o creation of new jobs;

o probationary period, introduction to the position, work with newly hired employees;

o intracompany transfers;

o release, dismissal, transfers of workers.

Labour Organization:

o organizational structure of the company;

o job responsibilities, functionality;

o current control over the work of personnel, labor and performance discipline, schedule and mode of operation.

Staff Development/Training:

o creation of a system and budget for training;

o selecting and conducting the necessary seminars/trainings;

o personnel reserve;

o career planning.

Certification, personnel assessment:

o creation of an attestation/assessment system;

o carrying out procedures;

o generating reports and taking action based on the results of evaluation procedures.

Motivation, payment and stimulation of work:

o formation of a motivation system;

o performance analysis.

Communication system, corporate culture:

o reporting;

o employee information system;

o questioning, surveys, feedback;

o corporate holidays and events;

o dress code.

Personnel records management, internal documentation, local regulations, workflow.

From functions to structure

The above case of the CEO's vision of HR's area of ​​responsibility is rather critical. Usually, the head of the personnel management service is assigned "classic" functions, and, accordingly, he needs assistants - personnel managers who play "classic roles".

As a rule, there are four main blocks of work with personnel in any company: recruitment, motivation, training (development) and office work. Therefore, the roles of HR managers and HR departments can be as follows:

• personnel department (HR specialist, inspector, head of the personnel department);
• recruitment department (recruiter, recruitment manager, head of recruitment department). If there are a lot of “newcomers” in the company, it is advisable to have an adaptation manager in this department who is responsible for the efficiency of new employees entering the position;
• department of training and development of personnel / training center (training and development manager, assessment and certification specialist, career planner). At in large numbers of the same type of internal training events, it is advisable to have a full-time business coach as part of the personnel department;
• department of motivation (manager for motivation, compensation and benefits).

The proposed structure of the personnel service is approximate, the specific composition is formed directly for the tasks and basic processes for working with personnel adopted in each individual company.

The question is often asked: “How numerous should the personnel service be, are there any standards depending on the staffing of the company?” I believe that the calculation should be based on a specific situation in your company, and not some general stereotypes, "standards", which are often outdated. If there is a large recruitment - to complete the service with recruiters, if the team is well-established, and expansion is not planned - pay more attention to motivation, corporate culture, development.

From structure to personalities

Having looked around, having decided on the tasks and functions, having created and approved the structure of the personnel service with the management, we proceed to the search for the right specialists. I will not dwell on selection technologies, search sources, since all of them are known to us and have been tested more than once. Let's better discuss who to take - experienced specialists or young ones, but "with a burning eye"? Both solutions contain both pluses and minuses.

When there are a lot of specific tasks and it is necessary to immediately get involved in the process, I think a more experienced candidate should be preferred. Thanks to his knowledge and skills, the time to enter the position will be reduced. But! It's always good to remember: learning from scratch is much more productive than retraining...

It is also important for which position you take the candidate. I have one firm conviction about this: a person involved in personnel records management must be a very “strong” specialist. Especially now. (Issues related to the formalization of labor relations are being paid more and more attention, employees have become smarter and more and more often apply for the protection of their rights to the courts and other instances, so it would be nice to feel a “reliable rear” in the person of a professional.) But as for “creative » areas of activity of the personnel service - recruitment, motivational schemes, corporate culture - you can safely take the young and energetic. I had a boss who deliberately recruited just such people, explaining: whoever has a lot of experience will replicate what he has already done somewhere, and the young one will invent ways. And I absolutely agree with this position!

And I would also like to add - do not forget about those with whom you once worked and remained on good terms. Proven colleagues are often much more valuable than unfamiliar ones. They are able to quickly join the team (they are already your team!), Their skills and character are known, adaptation will be easier and more efficient.

By the way, about adaptation

I have long been convinced that it is HR managers who suffer more than all other categories of workers from ill-conceived adaptation in a new company. Often it is up to them that no one reaches their hands. It seems that employees of the personnel service, as specialists in this field of activity, are able to adapt themselves to anything. This is partly true, but, nevertheless, in the heat of solving multiple tasks in a new place, do not forget to competently and efficiently build this process for your subordinates. The sooner they join the stream and begin to bring returns, the more productive your entire team will be.

Remember that when forming your service, your main task is not to fill the posts, not to give yourself weight among top managers with a large number of subordinates, but first of all to create for yourself a reliable rear and a team that can ensure you not only achieve your goals, but also create a comfortable and efficient environment for their achievement.

Source - www.hrm.ru

Instruction

First, decide what kind of employees you need, how many of them you need and which of them will perform certain functions. Thus, you will determine the requirements for future employees. After that, you will be able to view the resumes of only those people that you really need, without wasting your time and interviewing the wrong candidates. The “look at the person, and then decide” approach will not be effective, as it will take a lot of time. If you have very little time to select employees, then you can entrust the preliminary selection of resumes to your assistants, familiarizing them with the requirements for them.

The selection steps are usually as follows:
1. selection of resumes;
2. telephone (having spoken with the candidate on the phone, you will be able to understand in general terms his level, claims and, if they suit you, invite him for an interview);
3. actual interview;
4. for professional knowledge (you can give them directly to);
5. final interview.

It is better to schedule interviews so that specialists from other departments (your business partners) can also attend. Thus, you will make a decision collectively, and what one person may not notice, another will notice.

Ask your employees to make small tests for professional knowledge or do it yourself. Those who need a foreign language in their work must also be given a test for proficiency foreign language. If you are fluent in it yourself, you can have a discussion in this language instead of such a test.

As a rule, people are divided into those who work better for the result and those who work better for the process. The first is very important for sales managers, forensic lawyers, account managers. The second - for accountants, analysts. Try to see during the interview how it is easier for this candidate to work. This may not be decisive, but a very important selection criterion.

Try to recruit employees of approximately the same age category for similar positions, do not allow an older leader to report to a leader who is too young. Such seemingly unimportant things greatly affect the climate in the team.

Pay attention not only to professionalism, but also to how pleasant it would be for you to work with this employee. Even if the employee is very competent, but inspires you with distrust, is unpleasant, refuse him, because otherwise it will be difficult for you to work with him. However, this only matters if the dislike is really strong, otherwise you can refuse a useful company to a person.