If you analyze the texts of resumes and what people write in their autobiographies, it becomes clear that most are production-oriented. They write what they have done, what they have achieved, what education and academic degrees they have received, what positions they have held before and just a little about what they are like: whether they are respected, they can disagree so as not to offend anyone, and at the same time time to influence others, do they know how to disagree, maybe they shouldn’t be trusted? All this is not reflected in the resume.

In this case, all that remains is to call his previous place of work to find out whether this person can be trusted, whether his colleagues respected him, whether he participated in disputes, what kind of person he is. Although this information is always difficult to obtain, it helps us recruit the people we need. Finding a person is the ability to evoke and inspire trust with a full range of all abilities for a manager.

When meeting, it will be more effective to ask candidates in which areas they are weak and in which they are strong. It is necessary to take into account that a person who claims that he has no weaknesses or talks about them as if his weakness is his greatest strength is better not to be hired. People who don't know their weaknesses don't know who they really are.

How to identify your weaknesses and strengths, where to get this knowledge, how to find out who you really are?

Many say that they can determine who they are in touch with, who their boss is, who their subordinates are, but they find it difficult to determine who they are, to determine their self. This phenomenon is very common, because in order to know yourself, you need an interlocutor. No one can know themselves in a vacuum; we know ourselves through the eyes of other people.

You must find out who you are and do this through your influence on others. If you know what other people are like. This means they have an idea of ​​who you are. And if you want to know who you really are, ask your subordinates, they certainly know who you are.

So, a good manager must have a set of abilities, well packaged, since he cannot achieve perfection in all areas. But can achieve more of its strengths and weaknesses. A good manager knows himself, his strengths and weak sides, and the only way to know about this is to understand, to feel what you are doing.

A person who hears, listens and feels what he hears remains in touch with what is happening, understands the impact he has on others.

You need to learn to see your strengths and weaknesses, because the way to perceive the strengths and weaknesses of other people lies through the perception of your own strengths and weaknesses. If you cannot understand yourself, how can you understand others? A manager who knows his strengths and weaknesses creates an atmosphere of respect and trust around himself, he knows how to lose and knows how to get the support of his colleagues.

Instructions

First, decide what kind of employees you need, how many of them you need and which of them will perform certain functions. This way you will determine the requirements for future employees. You can then review the resumes of only the people you really need, without wasting your time and interviewing unsuitable candidates. The approach “let’s look at the person and then decide” will not be effective, since 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 stages are usually as follows:
1. resume selection;
2. telephone (by talking with the candidate by phone, you can generally understand his level, aspirations and, if you are satisfied with them, invite him for an interview);
3. the interview itself;
4. on 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 create short tests of professional knowledge or do it yourself. Those who will need a foreign language in their work must also be given a foreign language proficiency test. If you speak it yourself, you can arrange 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, litigation lawyers, and customer service managers. The second is for accountants and analysts. Try to see during the interview how this candidate easier to work with. This may not be decisive, but it is a very important criterion for selection.

Try to recruit employees of approximately the same age category for similar positions; do not allow someone older to report to a manager who is too young. Such seemingly unimportant things greatly influence 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 and is unpleasant, refuse him, because otherwise it will be difficult for you to work with him. However, this only matters if the hostility is really strong, otherwise you can refuse useful to the company to a person.

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

Most often, personnel are sought in the following ways:

• through posting advertisements on specialized job sites;
• through a search for resumes posted on the same sites;
• contacting recruitment agencies;
• asking relatives and friends about their acquaintances (acquaintances);
• are raised from company employees.

Large companies often delegate recruitment functions to recruitment agencies. However, agencies rarely find “stars”; it is easier for them to find competent performers or low-qualified personnel: security guards, clearing service, etc. To find a person who knows his business and has achieved success in it, recruitment agency doesn't fit.

Good performers can be found using ready-made resumes. But for employees, for example, for the sales department or customer service, that is, for positions where initiative is required, it is best to look for personnel by posting vacancies yourself.

But a person who simply posted a resume online and does not send them out himself should take a special look. Why is this person not active and waiting for someone to call him and offer him a job? Maybe he is completely uninitiated? Or too lazy to actively look for a job? Or does he not really need the job? Or he doesn’t have the courage to call the organization he likes and offer his candidacy for vacant position? Well, such people, as a rule, are not interested in anything. They won't care about you, your organization or your job responsibilities. At first they will bow to you, and then behind your back they will start saying nasty things and looking for a “normal job where they pay normally.”

Now let’s talk about the employees who came to your organization “through connections.” Let's start with the fact that these people are initially not even in the mood to work (the only exception may be young employees who do not yet have work experience and who need to prove themselves), since most of them have not even prepared a resume and bothered to send it to suitable companies.

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

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

A good option is to train your own personnel. But in order to grow a good specialist or leader, a lot of time must pass. And personnel is needed here and now. In addition, it is necessary that a high-level professional trains his specialists, which means 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 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.

Another option is to search for employees who have achieved heights in their profession. It is precisely from such people that you need to learn new things, give them young promising specialists as partners, so that they adopt the experience and “tricks” of the pros. Plus, you'll benefit from listening to their ideas, implementing those ideas, and then thanking and thanking the source. 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 service.

If you want to raise a successor for yourself, pay attention to students, and not necessarily those from universities and senior courses. Look for people who have the respect and authority of students and teachers who may not be very good at studying, but have developed skills. Such people easily organize the work process and follow through with all orders. But they learn very quickly and can easily take over the management of the department. Therefore, under no circumstances should you tell them the entire 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?

To ensure that your hired employees do not work on their own, but as a cohesive team, when hiring personnel, try to follow the following recommendations:

• Hire different people: You should not hire only students or retired military personnel. 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, in terms of 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, as well as the mood of employees at work, depends on it. Inner strength and the positive attitude of the manager will help you quickly recruit employees and unite them into a team.

Good luck in recruiting!

“Personnel officer. Recruiting for personnel officer,” 2008, N 2

MASS CALL

When a company has to recruit a large number of employees in a short period of time, the usual tactics of searching and selecting candidates are powerless. Special mass hiring technologies come into play.

“We need a loader for a large food production. The company offers 7000 - 7500 rubles. per month plus a social package, health insurance and quarterly bonuses.” Leaflets with approximately the same content were received by people near one of the terminal stations of the Moscow metro. Staffing a new enterprise, and in a short time, is not an easy task. Today, examples of mass hiring (50 people or more) are quite common in Russia. As a rule, we are talking about hiring lower-level personnel in connection with the opening of a store, enterprise, or simply a one-time event that requires a lot temporary employees- agents or promoters.

It is quite difficult to quickly recruit a large number of people, even with a planned expansion of staff. The problem can be solved in two ways. If the company does not have the time and resources (for example, employees who are able to conduct a large number of interviews), it is better to turn to agencies that professionally engage in personnel selection - Kelly Services, Manpower, Anchor. The demand for recruiter services is constantly growing. A year ago, Kelly Services created a special division, Kelly Commercial, to recruit entry-level personnel for industrial enterprises, retail chains, call centers and sales departments. This service has already employed about 1,400 people.

“Seventy people can’t fit on a tram”

Interacting with many people is always fraught with surprises, which is why comical situations often arise in mass recruitment projects. One of Kelly Commercial's latest clients, a large bank, instructed the agency to recruit about two hundred temporary employees for an information processing center within two weeks. “We had to carefully administer a project involving a large number of people,” says Natalya Dolzhenkova, director of the Moscow branch of Kelly Commercial. The company quickly found the required number of candidates, tested their skills and selected people. But that was not all - the employees had to be divided into groups and brought to the bank for training. “And so our specialist meets the first batch at one of the metro stations to escort them to the bank. It was necessary to travel only three stops on the tram. And who would have thought that seventy people wouldn’t fit into an almost empty carriage! - continues Natalya Dolzhenkova. - We thought through all the details, but we could not foresee this fact. We had to transport people in two stages. Next time we will take this into account.”

Mass hiring is always a large influx of people crowding into the office every day. To some extent, they can even paralyze normal work. In one company, which was faced with a similar situation for the first time, the security guards had to call for reinforcements: they did not have time to issue passes and escort applicants to the required office.

By the way, the latter is highly recommended. They say that at a certain enterprise, managers were negotiating with a key client and suddenly, at the most crucial moment, the door opens, an aunt comes in with string bags and asks where they sign up for work. In some companies, it is customary to post special signs with arrows so that people do not get lost and wander into places where their presence is undesirable.

For some reason, many candidates believe that their “exploits” are previous place no one will know the work. But even in the event of mass hiring, HR managers must not let their guard down. “We were about to hire a secretary, and then she mentioned that she had forgotten her work book,” says the director of the production company. - I don’t know why, but we decided to call her previous employer. It turned out that she came there without work, “forgotten” at her previous job. And then one day she left this company - taking expensive leather folders. We immediately refused her.”

However, working with an agency is not cheap. Depending on the complexity of the project - up to one salary of the future employee. In addition, recruiters are not always able to fulfill urgent orders. Natalya Dolzhenkova continues: “Moscow has a catastrophic shortage of labor - this is the city’s problem. If we are asked, say, to find 300 movers with medical records in a week, we will refuse - it is impossible to do this in the capital. But such an order can be completed in three weeks.”

If the agency does not guarantee that the problem will be solved within the proposed time frame, or the costs of this option are too high, you will have to find people on your own. According to HR managers, the technology of mass selection is essentially not much different from conventional recruitment, but there are some subtleties, without which it is impossible to implement the project.

Where to catch candidates

To effectively solve the problem of mass hiring, you have to act on the principle of a pyramid, when there are initially several times more candidates than there are vacancies. As Ms. Dolzhenkova explains, “if you need to place 100 people in a company, the customer needs to present at least 200. To show 200 candidates, about 800 - 1000 must come for an interview. And for a thousand to come, almost 10 thousand people will need to call.”

Massive advertising can provide such an intense flow. Naturally, you need to know where to place it. “It’s like fishing: it’s important to find a place with a good bite,” says Elena Konnova, deputy head of the HR department at Renaissance Insurance Group. The most effective advertising medium is specialized publications about work. Three newspapers are considered the most effective for mass projects - “Work for you”, “Work and Salary” and “Work Today”. At the same time, as experienced personnel officers explain, it is better not to rely on one publication. Thus, Elena Konnova said that advertisements placed, say, in Moskovsky Komsomolets, consistently receive up to 90 calls daily, but sometimes there are inexplicable failures - only three or four responses per day.

Employment publications are becoming thicker literally every month, so it is important to stand out among the crowd of advertisements. “In the case of regular personnel selection, people first need to be found. For mass projects, candidates should be attracted and interested with the help of a beautiful advertising module with the maximum detailed information“, says Evgenia Volyanskaya, HR director of Stolichnaya Evening Newspaper. This publication employed up to 150 people. per month - in particular, office staff for the distribution service and newspaper sellers on the city streets. “It is advisable to indicate the salary and work schedule in the advertisement. The name of the company should also be present - this reduces the level of mistrust. Many candidates simply do not respond to anonymous advertisements,” notes Ms. Volyanskaya.

But the size of the module, as practice shows, does not affect the effectiveness of advertising. Elena Konnova: “We deliberately varied the size of the ad, but the number of calls did not change dramatically. Therefore, you don’t need to buy half a page at once, it’s enough to be present in every issue of the publication.” To keep your ad from looking too formal, it makes sense to add some flair to it. They say that even such a banal phrase as “Success awaits you with us” can attract attention and make a person call.

Internet resources have already established themselves as an effective tool for finding employees, but in the case of massive projects (especially if unqualified personnel are needed) they do not always give the desired result. By the way, not all categories of people buy newspapers and magazines specializing in employment issues, and free district and district publications do not always achieve their goals. Some companies have successfully used cable TV, giving advertising in a creeping line. But there are other ways.

Additional sources

When it comes to truly large-scale projects, an advertising campaign often resembles carpet bombing. In 2002, billboards with advertisements for hiring employees even appeared in Moscow - they were posted by the Metro Cash & Carry network. The same technique was used at Liggett-Dukat, carrying out an additional recruitment of sales representatives and merchandisers. Due to the break between promotions The company had some free space, and the idea arose to use it to find employees. “In general, such a method is unlikely to be effective with economic point vision,” notes Valentin Timakov, head of the HR and training department at Liggett-Dukat. Exactly the same conclusion can be drawn regarding advertising in the subway. “There are quite a lot of calls. But when compared with costs, the ratio is not the best,” says Ms. Dolzhenkova.

If a company needs people living in a specific area of ​​the city, you can reach them using leaflets. Distribute advertisements, say, near the metro or scatter them through mailboxes. There is also no shame in luring employees away from competitors by hanging a billboard in front of their office.

Educational institutions are a good source of manpower. A garment factory located in the Kashira district decided to establish relations with the local vocational school. As its director said: “We met with the authorities. Then they took school managers and students to their factory and showed them workplaces and equipment. Now we employ graduates from the same stream.”

However, in the case of educational institutions It can take a long time to establish contact with management. According to one personnel officer, “although universities are happy to receive requests from employers, they are well aware that students are cheap labor. And often one gets the feeling that employees educational institutions they want money for their services.”

Another source of personnel could be government centers employment, but most companies did not like cooperation with them. The reason is simple: people registering at the labor exchange are not eager to get a job, they are more interested in benefits.

Personnel cloning

In a critical situation, when other methods are no longer suitable, the company can be helped by its own employees. Thus, at the Renaissance Insurance Group, recruitment issues were always planned in advance. But due to the introduction of compulsory motor insurance, it was necessary to hire about a hundred agents for temporary work in ten days. “We used all the channels we could,” says Elena Konnova. - I consulted with three agencies, but none guaranteed the execution of the order in required deadline, despite the fact that due to the urgency the cost of services increased sharply.” The company was left alone with its problem.

And then the HR department decided to hold a campaign among employees “Bring an agent - earn money for yourself and for the company.” According to the terms, any employee who referred a friend to the company received a cash bonus if the candidate successfully passed the interview and training. It cannot be said that initially the company's management seriously counted on this action. All channels were involved - advertising in print and electronic media, agencies, universities and labor exchanges. But their employees turned out to be the most effective recruiters - they brought about 70% of agents. The most distinguished ones were even celebrated publicly.

“At that moment, the company worked on OSAGO as a project, and all the employees were motivated. From an economic point of view, this is a more profitable option than advertising in the media, and besides, the money is in in this case distributed among our own staff,” says Ms. Konnova. This method of selection was also convenient because the employees did a large amount of primary work - they knew the requirements well, weeded out the most unsuitable and provided candidates with a lot of primary information, which usually takes a lot of time. Now the company is considering this option of finding people for other vacancies.

How to quickly recruit staff

1. Determine the timing and number of workers required, evaluate the available budget for this project.

2. Formulate requirements for candidates.

3. Decide whether to search on your own or hire a recruitment agency.

4. Find out where it’s “found” the target audience and in which media it is best to advertise.

5. Identify and use additional channels for attracting personnel (universities, labor exchanges, leaflets, own employees, etc.).

6. Prepare infrastructure (telephone lines, etc.) and instruct operators.

7. Create a work schedule for interviewers, prepare a room for meetings with applicants.

8. Select the most suitable candidates from the interviewed candidates and hire them.

Organizational matters

Attracting a “critical mass” of candidates is half the battle. It is also necessary to technically ensure further work. It is believed that to recruit one hundred employees within a month, at least two people are needed to answer phone calls. Therefore, additional lines should be provided and operators should be trained. Kelly Services, for example, has set up a small call center with eight people on the phone.

In addition, you will have to select at least two more specialists who will conduct interviews. Interviews with unqualified personnel usually take 15 - 30 minutes, and the workload is very high - on average 20 candidates per day. In some cases, it is necessary to create a separate group to select employees. For example, in 2000, the Liggett-Dukat company formed a regional sales structure and within six months opened 17 offices and warehouses in large cities. To implement this project, a specially trained team of five people was allocated - task force. First, advertisements were placed in local print media, then questionnaires were collected over a two-week period. After this, members of the task force traveled to the region to conduct interviews: usually for three days, ten interviews daily.

In mass hiring situations, it is necessary to consider where to accept applicants. According to Evgenia Volyanskaya, it is very important to give candidates a clear map of the route, and it is advisable that the meeting place is not too far from the metro - otherwise they will not go or simply will not find it.

According to Ms. Volyanskaya’s observation, people react extremely sensitively to the “carriage effect” - whether there are crowds of people in the office or not. “It is important to feel that there is life there. For example, we conducted interviews right in the warehouse, and for a group of people at once. And it had a very good effect.”

The “human factor” should be taken into account - a certain number of candidates simply do not show up for the meeting. When it comes to regular recruitment and one candidate out of three does not show up for an interview, this is a disaster. In the case of mass projects, everything is not so scary. So, out of 100 - 120 people, 7 - 10% do not make it to the interview. This is a lot, but not critical. Personal experience Evgenia Volyanskaya testifies: out of every ten secretaries, one or two come for an interview. The most conscientious lawyers in this regard. To be on the safe side, it is better to invite several people at one time. It’s a good idea to offer tea, coffee or soft drinks to those waiting in line.

Mass hiring does not exclude verification of professional and personal qualities candidates. For example, Western companies use short tests - for logic, spatial imagination, typing speed, etc. Many even manage to call the applicant’s previous places of work. In any case, careful screening significantly reduces subsequent staff turnover. In the supermarket chain “Kopeyka” at mass selection this scheme is used. The HR department determines the qualities required by candidates, organizes advertising campaign and ensures a flow of applicants. And the task of selection falls on the shoulders of line managers, who can better test the knowledge and skills of applicants. True, they are still trained in these technologies beforehand.

If possible, people should be registered for work immediately, “without leaving the cash register.” If you tell a person: “Come back in a week,” he may change his mind. After taking it, it is advisable to immediately keep newcomers busy so that there is no long downtime. Thus, a large supermarket chain recruited employees long before the stores opened, and for two months people were simply paid a small salary. But when the time came to go back to work, many were not ready for the workload, especially since just recently they received money for practically nothing. At first, there was a huge turnover, and the work of hiring lower-level personnel actually went down the drain.

“Traditional hiring technologies are not obsolete”

Kirill Dmitriev, Vice President of Delta Capital:

Perhaps I will not agree that when mass hiring you should not use traditional technologies. The first thing you need to do is apply them - advertise in print media, the Internet, attract a good recruitment agency, etc. Perhaps the personnel officers have already prepared 300 - 400 resumes of the people we are looking for.

Not long ago, one company we invested in needed to hire 40 salespeople in two weeks. It was not difficult to gather candidates in such a situation. The main problem was to select the right people and train them quickly. Since it was impossible to interview all the candidates one by one, we organized a business game, during which we were able to understand what kind of people were gathered in the group, what qualities they possess, etc. Such games are useful. With their help, you can quickly ensure that a person behaves the same way as in real life. As a result, you can immediately see how the candidate communicates with people in various situations. If an applicant is having a bad day, it is no excuse. Who can guarantee that such a mood does not recur every other day? Whether the applicant was able to “pull himself together” at an important moment for him, overcome himself and communicate normally with people, on the contrary, demonstrates his personality. In our experience in personnel selection, the business game is perhaps one of the most interesting and useful methods. This is much more effective than conducting resume interviews with traditional questions. Moreover, there are a lot of companies on the market that are able to successfully organize such a game in a day and give advice on which of the applicants to choose. It is clear that the more important the vacant positions, the more the company should be involved in the recruitment process. But if the positions are not very high, you can safely farm this procedure out.

Initial training sessions also yield good results. However, in this case, we try to conclude contracts with employees obliging them to work for at least three months in the company. More early dismissal implies a return on the money invested in training these people.

“Word of mouth” is a way to assemble not the most professional team. However, it is also impossible to say that any other personnel selection system is 100% effective. There is always a risk of hiring a bad employee and rejecting a good one.

Hello! In this article we will talk about personnel selection. Today you will learn what stages of personnel selection exist. Which system is used to select necessary for the company staff. What to look for when recruiting employees.

How to search for employees

Just as any employee wants to find a decent place of work, so the employer wants to find employees who would not just sit work time, but also were qualified, responsible and purposeful. This is completely normal, since the staff is the “face” of any company. Employees can raise a company to a high level, or they can destroy it.

From time to time, any company needs new employees, regardless of its field of activity. If the state has personnel workers or hiring managers, then they take on this task. As a rule, they work with proven sites, where there is always a sufficient number of candidates for almost any vacancy.

Such sites include:

• Job search sites;
• Social media;
• Recruitment agencies.

But there are many more search options, you just need to use them wisely. Let's take a closer look at them. We will not include classic options here, since we have already mentioned them above.

Let's consider options that are not used so often:

1. Official website of the company itself. To search for employees, they usually open the “Wanted” or “Company Vacancies” section. This is very convenient, since any candidate can leave a response to a vacancy that interests him, not only post a resume, but also fill out questionnaires, take tests, and so on.
2. Job sites. The most common option for finding employees.
3. Using television. This opportunity depends, first of all, on the company's budget. You can create an entire advertising video about a specific vacancy, or you can simply place an ad in a running line.
4. Posting information about vacancies on electronic maps of your city. These are Double-GIS, Yandex maps and so on.
5. Use of personnel reserve. This is great, but you need to create it first (we'll talk about this later);
6. Find employees among freelancers. An excellent option if the vacancy does not require constant presence in the office;
7. People who have already worked in the company before, who left without scandals for objective reasons;
8. Poaching people from other companies(not entirely fair, but as an option);
9. Posting information about vacancies in beauty salons, cafes, shops;
10. Announce vacancies in institutes and colleges in your city;
11. Holding an Open Day at the company– a great opportunity to show the company from the good side and fill a vacancy.

These are options that are available to the vast majority of companies, looking for employees. You just need to apply them correctly. All these search sources, in turn, can be divided into internal and external.

Returning to the classics of employee search, let’s focus on the option of contacting recruitment agencies . Let's see what pros and cons this method has.

Before contacting an agency, you need to consider the following important nuances:

• How long does the agency operate?
• How well known is it in your city?
• Whether there are negative rumors about him or not;
• Take into account reviews from colleagues and acquaintances about this agency.

pros

• The opportunity not to search personally;
• A serious recruitment agency has an extensive database of applicants, which will speed up the search for a suitable candidate;
• The employer communicates personally only with the best and most suitable candidates;
• Saving the employer's working time.

Minuses

• Serious financial costs;
• There is no 100% guarantee that a candidate will still be found;
• Before talking to candidates, the manager needs to talk with a representative of the agency and explain to him what kind of person is needed for this position.

So, what is the best way to select employees? Some people decide to turn to an agency for help, others look for it themselves. There are pros and cons to both options. Usually they use the help of professionals in this matter. large companies with serious financial resources.

In the next part of our conversation, we will move on to more serious aspects of recruiting and recruiting personnel.

Recruitment system

A company of any size must develop an effective and comprehensive personnel selection system. But often this issue is not given due attention; managers mistakenly believe that the development of such a system will require a lot of financial and time costs.

The problem also lies in the fact that in most companies, personnel selection is carried out chaotically.

To create a full-fledged selection system that will work, you need to perform a number of complex actions:

• Set goals. That is, find out why a selection system is needed at all. The most common goal is to select the most suitable candidates and eliminate the rest. These goals should be broadly consistent with the company's overall strategy;
• Create a job structure. All positions in a company or organization are divided into groups based on the difficulty of selection for them;
• Determine the initial data. The initial data is the calculation of the need for employees, the general state of the labor market, and so on;
• Develop a mechanism by which personnel will be selected. It often happens that the people who come to the company are completely different from those originally intended. To avoid such a situation, you need to clearly formulate the criteria and requirements for candidates for each position;
• Adapt the created selection system to the activities of a specific company. That is, you need to understand how the system will interact with the existing one personnel policy companies;
• Determine those responsible for the operation of the entire system, organize their training if necessary;
• Develop feedback with employees;
• Analyze and, if necessary, adjust the system;
• Test the system on those positions that do not have a serious impact on the work process;
• Re-adjust the system if necessary;
• Completely implement the system at all levels.

The personnel selection system should ultimately be an algorithm that will not only allow you to select the right employees, but also facilitate the assessment of existing employees.

Recruitment stages

Recruitment – this is one of the stages of working with personnel at any enterprise, in any company.

This concept contains several more:

• Calculation of what the company needs for certain employees;
• Selection of personnel at a professional level;
• Creation of a personnel reserve;
• Development of a workplace model.

A Key Part of Recruitment – this is the formation of those requirements that will be presented to potential candidates for the position. They are formed, usually based on job descriptions.

Personnel selection consists of several stages. At each of them, some of the candidates will be eliminated or refuse the vacancy for personal reasons. Let's analyze the main stages now.

Stage 1. Conversation with candidates

This stage can be carried out using various methods. Some positions require the candidate to attend an interview in person, while for others a telephone conversation is sufficient. The purpose of this stage is to determine how communicative the applicant is and how prepared he is for communication in general.

But it is worth remembering that only personal communication can give the maximum insight into the candidate’s personality. Therefore, conversations on Skype are not uncommon now.

Stage 2. Interviewing

Worker personnel service conducts an extended conversation with the candidate. During such a conversation, you should try to get as much information as possible about the candidate, as well as give him the opportunity to get acquainted with future job responsibilities, corporate culture future place of work.

At this level, a HR specialist cannot base his choice on sympathy or antipathy for a particular candidate. Yes, a person may be close to you in thoughts, behavior and manners, but this does not mean that he will do his job perfectly. And also, if you suddenly don’t like the color of his suit, it doesn’t mean that the person is a bad specialist.

A potential colleague needs to be tested on all aspects important for work and conclusions drawn based on the test results.

Interviews can be divided into several types:

• The solution to a specific practical situation (situational);
• Identification of the applicant's past experience (biographical);
• Testing the candidate's resistance to stress (stress).

Stage 3. Carrying out tests and tests

This stage is carried out in order to obtain information about the skills of a potential employee.

All test questions must be relevant and comply with the legislation of the Russian Federation.

Stage 4. Professional history check

As you know, an employee is often asked to leave his place of work, and the entry in work book says that he. To avoid hiring an irresponsible person, it is worth contacting and talking with the applicant's former colleagues and management.

At a minimum, during such communication, it will be quite possible to find out the real reason for the person leaving his previous job.

Stage 5. Final decision

According to the results comparative analysis applicants are determined by the one who best meets all the requirements. When final decision accepted, the candidate is informed about this. The applicant is fully acquainted with the upcoming work, responsibilities, work hours, and the rules according to which wage and a bonus.

Stage 6. Filling out the application

A candidate who has successfully completed the previous stages fills out a job application form, questionnaire, .

Personnel assessment methods

Personnel assessment is a procedure during which it is determined how suitable a candidate is for the position or job for which he is applying.

Assessment Objectives:

• For administrative purposes: so that management can make an informed and informed decision, for example, on promotion, transfer to another position, and so on;
• For informational purposes: employees must have complete information about their activities;
• To motivate employees.

Now let’s look at the most well-known methods by which HR managers evaluate personnel. There are quite a lot of them, they all play their important role.

1. Conducting a survey. The questionnaire includes a certain set of questions and descriptions. The evaluator analyzes them and notes those that characterize the person being questioned;
2. Description method. The specialist who conducts the personnel assessment identifies and describes the positive and negative traits of the respondents. Most often, this technique is used in combination with a number of others;
3. Classification. All employees undergoing certification are ranked according to one criterion, from best to worst;
4. Comparison. This is usually how an employee’s suitability for the position he occupies is assessed. An important component here will be the tasks that are set for the employee to complete. After the list of tasks has been compiled, they study how much time the employee spends to complete these tasks. Then his activity is assessed on a 7-point scale. In this technique, the results can be analyzed based on the principle of whether the scores obtained correspond to the ideal ones, or the results of different employees (but occupying the same position) can be compared;
5. Assessment based on the situation. In this method, experts compile a list of descriptions of “correct” and “incorrect” employee behavior in common situations. Descriptions are compiled taking into account the nature of the work performed. This technique is usually used by managers to make decisions;
6. Conducting testing. Tests are compiled, divided into several groups (qualifying, psychological or physiological). The advantages of this method are that the results can be processed by a computer, as well as the ability to identify the potential capabilities of any employee;
7. Business games. A business game is being developed. It is assessed not only by participants, but also by observers. Such games are conducted to determine how ready employees are to solve common problems, and also to consider the personal contribution to the game of each participant. That is, it evaluates how effectively people work in a team.

It can be concluded that personnel assessment is necessary in order to assess the professional qualifications of employees, their competence, as well as their potential for solving various tasks and situations.

Personnel reserve of the organization

At the very beginning of our conversation, we mentioned the formation of the company's personnel reserve. Its presence is an excellent opportunity to “fill” vacant vacancies. The problem is that not every company or organization has one. We’ll talk further about how to form it.

So, which employees are included in the personnel reserve:

• Having higher education;
• Easy to learn;
• Young professionals with a lack of experience, but with good opportunities to become managers in the future.

The process of creating a reserve is as follows:

1. Candidates are nominated taking into account pre-formulated criteria;
2. Employees of the personnel service or personnel department create a general list of all candidates;
3. Diagnostic activities are carried out to determine the capabilities of candidates;
4. Based on the results of the previous stage, the final lists are formed and approved.

Of course, the formation process in each organization may contain other stages, but one thing can be stated: the personnel reserve allows you to increase the company’s intangible assets, one of which is personnel, and also allows you to achieve your goals in a short time .

What to look for when recruiting personnel

Currently, finding an employee who fully meets all the requirements is not at all easy.

Let's look at this situation using the example of recruiting employees for a trading company.

1. The personnel officer must take into account the specifics of the previous place of work and the position offered to the candidate. After all, it is far from a fact that a cashier in the past will now be able to work as a sales consultant. Or this: offering to buy a product is one thing, but finding a market is quite another. Of course, a person can be taught everything (gradually), but there is not always time for this training. Imagine how long it would take to train a former cosmetics department salesperson to sell household appliances?
2. There is a category of people who do not know how to sell at all. The seller must be active, easily come into contact with a potential buyer, be able to offer a product, and talk about its positive aspects.
3. Operation stability. Not experience, but stability. Agree, if a person worked as a salesman in all the stores in the city for 2 months, it is unlikely that he will work in your company for a long time.
4. The candidate's story about himself. The HR employee must analyze how clearly and informatively the candidate talks about himself and how convincing he is.
5. Candidate's education. This is certainly an important indicator. But higher education is not a fundamental criterion for all vacancies. A graduate of a large university applying for a sales position may have many questions.
6. Availability of incentives for same place work. Candidates often list achievements in their resumes: some were “Salesperson of the Month,” others “ Best seller year”, this is worth paying attention to.
7. Appearance of the applicant. Of course, it is more pleasant to communicate with a person who is neatly and cleanly dressed. A salesperson dressed to the nines leaves customers with a positive impression of the store as a whole. Although, a slightly wrinkled suit does not mean that a person will perform his job duties poorly.
8. Excessive gesticulation, nervousness. People who are unsure of themselves fidget in their chairs, gesticulate too much, cross their arms and legs, as if closing themselves off from communication.
9. How the applicant behaves when irritating factors are used. For example, it’s worth trying to conduct an interview this way: sit the applicant in the center of the room, on an unusually high chair, and ask questions. Thanks to this method of conducting a conversation, you can find out the candidate’s ability to work under pressure and stress resistance.
10. How clearly does the applicant understand his future activities? As a rule, such people leave quickly, disillusioned with their work. Moreover, they are far from positive attitude may provoke the dismissal of other employees, and the employer definitely does not need this.

Who should you hire?

Many large businessmen are now guided by the following rule when hiring employees: Will this person bring benefit and profit to my business or not.

• People who are able to learn quickly and absorb a large amount of information;
• Able to make decisions themselves during an emergency;
• People who know how to take responsibility for their actions and the consequences of their decisions;
• Real experts in their field (and it doesn’t matter whether they are a simple salesman or a highly qualified programmer);
• Promising newcomers, a so-called “blank slate” on which you can write anything. Teach the standards of your company, convey your vision of work;
• Former employees who left good reason. If a person left due to difficult family circumstances and decided to return after solving problems, it is worth giving him a second chance.

Signs that a candidate should not be hired

There are often cases when, already at the first stage of a conversation with an applicant, it becomes clear that the person does not correspond to the position he wants to get. Perhaps he simply lacks skills or is not very sociable. How can a HR employee make an unmistakable choice?

Serious businessmen and recruiters with extensive experience in hiring personnel list categories of people who are undesirable to hire.

So, let's take a closer look at them:

1. People with a victim attitude. Typically, such applicants complain that the former management did not give them opportunities for development and growth and “cut off oxygen.” Such a candidate shifts responsibility for his failures and even laziness onto others, which means that in general he treats everything in a similar way.
2. A candidate who changes jobs frequently. Often is an elastic concept, in simple terms. But if in 6 months he already changes his third job, this indicator speaks for itself.
3. Applicants who show interest only in the material side of the position. It is clear that we all need work to support our families, help relatives, and save some money. Money plays an important role. But when a person ultimately boils down all issues to the amount of wages, you should think twice before hiring him.
4. Applicants who demonstrate overly ideal behavior. Most recruiters avoid such candidates, because a person cannot be perfect all the time, he must show emotions and serious recruiters understand this.
5. Candidates who don't ask questions about future jobs. If a person does not ask any questions during the interview process, this alarms an experienced HR employee; first of all, he asks the question: is this person interested in the job?
6. Applicants talking about other interviews. In this way they try to give weight to their own person, but they evoke completely different emotions. If you don’t want this person to quit at the most inopportune moment because somewhere he was offered a salary of 1000 rubles more, just don’t hire him.
7. Candidates who consider themselves all-knowing. Don't hire someone who claims to know everything. People who don't admit their lack of knowledge can ruin a serious project, so it's best not to let it get to that point.
8. The candidate lives too far from the office. Hiring such candidates usually ends with them being fired in the near future.
9. Job seekers who can't listen. People who ignore or skip HR questions will not listen to both their colleagues and their manager. And without this, productive cooperation is hardly possible.

Dan Babinski, the owner of a large American training company, has compiled a number of recommendations for managers and owners of organizations.

He believes that it is not worth hiring exactly 5 categories of applicants:

1. Close relatives. By hiring them, the manager automatically places even more obligations to his family on his shoulders. What happens if the wife's brother cannot cope with the amount of work? By firing him, you will turn the whole family against you, and by ignoring him, prof. non-compliance, you can lose profit and business.
2. Friends. In any case, a friend will demand special treatment. Usually friends start to think that general rules behavior is not for them. Familiarity sets in, and then friction begins. Who needs it?
3. Close relatives and friends of existing employees. Just because manager I and accountant D have achieved excellent results does not mean that their siblings will perform equally well.
4. Don't hire anyone on emotions. When selecting employees, you need a sober calculation; a quick approach will give disastrous results.
5. Don't hire anyone out of pity. It may be harsh, even callous, but no one is obligated to hire someone who has problems in their life. Yes, he was unlucky, but often we create problems for ourselves. The only exceptions are real specialists who find themselves in a difficult situation.

Any HR employee and manager should remember that every employee hired will ultimately have an impact on financial condition companies. Carefully plan the reception of employees so as not to add unnecessary problems and worries to yourself.

Recruiting personnel for an organization: the most common mistakes

The HR officer, as well as the manager, should focus on the following common mistakes:

• Underestimation of wages for obviously qualified specialists. If you are forced to save money, simply lower the requirements for the candidate;
• Limiting employee time for adaptation. This period must be taken into account, especially if the team is large;
• Search for people who are dedicated to the interests of the company from day one. Such a search does not make any sense at all. A competent approach will gradually build this devotion;
• Excessive reliance on what is stated in the resume. Don't be lazy to check the information, it's your right. It is better to spend time figuring out some of the points indicated in the document than to then think about how to get rid of a careless employee;
• Vaguely formulated requirements for the candidate. If you yourself don’t know what you want, how can the applicant know it?
• Requirements not related to the job. For example: hire employees under 35 years of age. If you want to gain knowledge and experience from a person, this requirement cannot be called justified.

It would take a long time to list such omissions and errors; we have no such goal. It’s enough just to take them into account and avoid them in your work. A narrow approach to specialists and failure to comply with the simplest rules for selecting employees can end up costing you dearly.

Summarizing everything that we said today, I would like to note that all the requirements that employers place on candidates must be relevant, real and have practical meaning. Why hire a person who speaks three foreign languages ​​if his work is of minimal use? Any employee must meet the interests of the company; his employment must be justified.

If the manager is not sure that he can find the right person on his own, he should contact a recruitment agency rather than waste time on unsuccessful searches.