Personnel selection and admission methods. Selection and admission of personnel Methods of recruitment of selection and admission of personnel

6.1.1. Sources of recruiting

The main task in hiring personnel is to meet the demand for employees in qualitative and quantitative terms. At the same time, it is necessary to answer the question: where and when will workers be required?

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

When an organization needs to hire new employees, two questions arise: where to look for potential employees and how to notify prospective employees about the available jobs? There are two possible sources of recruitment: internal (from employees of the organization) and external (from people previously unconnected with the organization).

The advantages and disadvantages of internal and external sources of personnel attraction are shown in table. 6.1.

Table 6.1

Advantages and Disadvantages of Internal and External Sources

attracting staff

Benefits of attracting	Drawbacks of attraction
Internal sources of personnel attraction
The emergence of opportunities for career advancement. Increased attachment to the organization. Improving the socio-psychological climate at work. Low costs of attracting personnel. Applicants for the position are well known in the organization. The applicant for the position knows the organization. Maintaining the level of remuneration prevailing in the given organization (the applicant from the outside may make higher requirements in relation to remuneration in comparison with the existing one on the labor market at the moment). Vacation of the position held for the growth of young personnel of this organization.	Limiting the ability to select frames. Tension or rivalry in the team is possible in the event of the appearance of several applicants for the position of the leader. The emergence of familiarity when solving business issues, since only yesterday the applicant for the position of the head was on a par with his colleagues. Unwillingness to refuse anything to an employee who has a long record of work in this organization.

Continuation of table. 6.1

Benefits of attracting	Drawbacks of attraction
Quick filling of vacated full-time positions, without lengthy adaptation. "Transparency" of personnel policy. High degree of controllability of the current staffing situation. Possibility of targeted training of personnel. The emergence of an opportunity to avoid the always unprofitable staff turnover. Labor productivity growth (if the transfer to a new position coincides with the wishes of the applicant). The problem of employment of own personnel is being solved. Increased motivation, job satisfaction.	Decrease in the activity of an ordinary employee applying for the position of a manager, since the deputy manager is automatically the successor. The number of transfers to a new position does not satisfy the need for personnel. Only a high-quality need is satisfied, but through retraining or advanced training, which is associated with additional costs.
External sources of personnel attraction
Greater choices. The emergence of new impulses for the development of the organization. A new person usually gains recognition easily. The recruitment covers the absolute need for staff. Less threat of intrigue within the organization.	Higher labor costs. The high proportion of outsourced workers contributes to an increase in staff turnover. The socio-psychological climate in the organization among long-term employees is deteriorating. A high degree of risk when passing the probationary period. Poor knowledge of the organization. Long adaptation period. Blocking career opportunities for employees in the organization. The new employee is not well known in the organization.

Recruitment of personnel from internal sources largely depends on the personnel policy of the administration of the organization as a whole. Prudent use of existing human resources can enable an organization to dispense with a new recruitment.

Here are some examples from the US experience. A survey of human resources workers in industrial and service organizations in the United States identified the following sources of recruiting (ranked by importance): job search directories; people who accidentally went in search of work; newspaper ads; local schools; employment service; private recruitment agencies; special meetings-gatherings of interested parties; colleges, universities; announcements in special publications, professional societies, announcements on radio and television; search firms, trade unions.

The results of a survey of 300 managers of various industries in the United States are shown in table. 6.2.

Table 6.2

Sources of recruiting managers

In our country, the most widespread are the following sources of employment: people who accidentally went in search of work; newspaper ads; high schools; colleges; lyceums; technical schools; vocational schools, higher educational institutions; employment services; private recruitment agencies; radio and television announcements; unions.

Before starting to recruit employees outside the organization, the administration should invite its employees to find among friends or relatives who want to apply for a job.

An alternative to hiring new employees can be overtime when the organization needs to increase its output. This eliminates the need for additional costs of hiring and hiring new employees. And overtime work itself can provide existing workers with additional income, although here there are problems of fatigue and an increase in occupational injuries. Long or frequent overtime work increases personnel costs and decreases productivity.

Special agencies exist to meet the organization's temporary hiring needs. A temporary worker with the skills necessary for this position may perform special tasks. The advantage of using temporary workers is that the organization does not have to pay them bonuses, train them, provide compensation and take care of subsequent promotions. A temporary worker can be either hired or fired at any time, depending on the requirements of the work he performs. The disadvantage of temporary workers is that they usually do not know the specifics of the organization's work, which interferes with its effective work.

When contacting specialized organizations involved in recruiting, hiring, and training personnel, “similar to hiring temporary workers, hired workers are not temporary.

For example, questions might include the following:

1. What are the long-term and short-term goals of the candidate? Why and how does he prepare himself to achieve them?

2. What are the candidate's non-work life goals for the next five years?

3. What does the candidate really want in life?

4. Why is the candidate interested in getting this job?

5. What is more important for the candidate: money or a job that he likes?

6. What are the main strengths and weaknesses of the candidate?

7. How would a friend describe the candidate?

8. What motivates the candidate to put in the most effort?

9. Does the candidate think that his education allows him to do the job for which he is applying?

10. Why should this particular candidate be hired?

11. How many days will a candidate be able to demonstrate himself at work?

12. Does the candidate plan to continue education?

13. How does a candidate work under stressful conditions?

14. Which of the candidate's previous jobs were the most interesting and why?

15. What is the most important job for a candidate? A number of domestic organizations have developed special application forms for the position of a specialist.

The assessment of the quality of the recruited workers (KI,%) is calculated as follows:

K I = (R K + P R + O R): H,

where R K is the average indicator of the quality of the work performed by the recruited employees,%; P R is the percentage of new employees who have been promoted within one year; О Р - the percentage of new employees who remained to work after one year; H - the total number of indicators taken into account in the calculation.

Suppose, for example, RK is calculated for a number of indicators and averaged 4 points on a five-point scale (i.e. equal to 80%), P R = 35% and O R = 85%. Then

TO AND = (80 + 35 + 85) : 3 = 66,6%.

6.1.2. Requirements for candidates to fill a vacant

positions

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

HR workers have long felt the need for more robust and reliable procedures. Increasing the efficiency and reliability of selection is associated with a consistent check of the business and personal qualities of the candidate, based on complementary methods of identifying them and sources of information. A step-by-step selection of candidates is carried out, screening out those candidates who have found a clear non-compliance with the requirements. At the same time, an objective assessment of the actual knowledge and the degree of the candidate's possession of the necessary production skills is used as possible. Thus, a complex multistage system of selection of human resources is being formed. The US experience has shown that interview methods have become widespread (1/3 of firms): 2/3 of firms made inquiries and 1/3 used the services of specialized assessment centers.

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

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

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

Verification of applicants using a number of formal methods in order to screen out the worst, which is carried out by the personnel department;

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

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

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

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

In this respect, the "personnel selection philosophy" in American firms differs from the philosophy of modern Japanese management. In a sense, in Japanese firms "the organization is adapted to the person." When selecting workers, to a lesser extent than in the United States, they pay attention to the special knowledge, skills and practical experience necessary for immediate entry into the position, focusing on personal potential and the quality of education. This is explained by the fact that a Japanese worker or employee is accepted into the organization, as a rule, for a very long period. Even graduates from the best universities in Japan are initially recruited into rank-and-file positions. Special training in terms of acquiring specific production skills and experience takes place in the firm itself. Selection to the top and middle management is also carried out mainly from the employees of the company itself and taking into account the principle of seniority. The entire personnel management system in large firms is geared towards life-long employment. With all the promising nature of the Japanese model, it is obvious that, with rare exceptions, it cannot be recommended and implemented in the current situation of the economic crisis and the uncertainty of the conditions for the economic activity of Russian organizations.

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

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

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

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

In determining the requirements for candidates for the position of managers in American firms, they are based on rules that can be formulated as follows.

1. Any choice of an official is an inevitable compromise - even the best employees have weaknesses, the key to selection should be a clear idea of what qualities are really necessary for a given position, and which, if necessary, can be neglected.

2. Different combinations of qualities can be equivalent for the performance of the position. ... ;

3. Managers and professionals should pay attention to a common mistake and, when establishing the requirements for the position, make a clear distinction between the qualities that must be had before starting a job, and those that can be acquired after admission. Should not be introduced without the need for additional qualification requirements. For a position for which there are few applicants, this is especially undesirable. In such cases, the requirements for the position must be limited to qualities, in the absence of which the candidate will not be able to perform the job.

4. Increasing requirements for qualities can affect the underestimation of the overall potential of the employee and the qualifications for which demand will be presented in the future.

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

6. The more (within reasonable limits) candidates are considered for each position, the more likely that the selection will give positive results, the fewer candidates, the more likely you will have to make a serious compromise on a number of important qualities.

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

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

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

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

The third group includes such qualities as the availability of qualifications corresponding to the position held; knowledge of the objective foundations of production management; knowledge of good leadership practices; work experience in this organization (including in a managerial position).

The fourth group includes the following qualities: the ability to organize a management system; the ability to organize your work; knowledge of good leadership practices; the ability to conduct business meetings; the ability to self-assess their capabilities and their work; the ability to assess the capabilities and work of others.

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

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

The seventh group is represented by the following qualities: the ability to make decisions in a timely manner; the ability to ensure control over the execution of decisions; the ability to quickly navigate in a difficult environment; the ability to resolve conflict situations; the ability to maintain mental hygiene, the ability to control oneself; self confidence.

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

The ninth group includes: honesty, conscientiousness, decency, adherence to principles; poise, restraint, politeness; persistence; sociability, charm; modesty, simplicity; neatness and neat appearance; good health.

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

After that, the experts carry out work to determine the availability of qualities in candidates for the vacant position and the degree of their possession by each candidate for each quality. The candidate most possessing all the qualities necessary for a vacant position holds this position. An example of assessing the business and personal qualities of managers is given in table. 6.3.

When selecting candidates for a vacant manager position on personnel management use special methods (methods of assessment and selection are given in Table 6.4).

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

Selection of selection criteria;

Approval of selection criteria;

Selection interview;

Work with applications and questionnaires on biographical data;

Conversation about hiring;

Testing;

The final selection decision.

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

Most employers select workers based on their education. Equally, employers prefer more education over less. However, these characteristics must be linked to success at work, and educational criteria must be compared with the demands of the job. The employer should examine the duration and content of education, its relevance to the job in question.

Practical experience is the most important criterion for the skill level of an employee. Therefore, most employers prefer hiring experienced workers. One way to measure work experience in an organization is to establish seniority, which reflects the length of time a person has worked in the organization. Seniority is measured in various ways: total time spent in a given organization, time spent in a particular position, etc.

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

One of the most important personal characteristics of an employee is his social status. A family, dignified worker is capable of higher quality work than a bachelor. The second important personal characteristic of the applicant is his age. Any specific age-based employee selection criteria should be carefully scrutinized in relation to the successful employees employed by the organization. Employees who are too young or old must be carefully selected.

Here is an example of the formulation of requirements for a candidate to fill a vacant position on the part of an employer.

Table 6.3

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

Table 6.4

Personnel assessment and selection methods

Name of the assessed qualities	Analysis of personal data	Psychological testing	Evaluation business games	Qualification testing	Checking reviews	Interview
1. Intellect 2. Erudition (general, economic and legal) 3. Professional knowledge and skills 4. Organizational abilities and skills 5. Communication abilities and skills 6. Personal abilities (psychological portrait) 7. Health and performance 8. Appearance and manners 9. Motivation (willingness and interest to carry out the proposed work in this organization)	+ + + +	++ + ++	++ + ++ ++ + + +	++ ++ +	+ + + +	+ + + + ++ ++ + ++ ++

Symbols :

++ (most efficient method);

+ (commonly used method).

ANNOUNCEMENT

In the apparatus of the Federation Council of the Federal Assembly of the Russian Federation, a competitive selection is carried out to fill the vacant positions of consultants in the apparatus of the Federation Council Committee on Economic Policy.

Invited to participate in the competitive selection are federal civil servants of the Administration of the President of the Russian Federation, the apparatus of the Federation Council, the apparatus of the State Duma, the apparatus of the Government of the Russian Federation and federal state executive bodies, as well as assistants to members of the Federation Council of the Federal Assembly of the Russian Federation and assistants to deputies of the State Duma of the Federal Assembly Of the Russian Federation, with a higher education in economics, at least two years of civil service experience in senior government positions, or at least three years of experience in an economic specialty.

Those wishing to participate in the competitive selection submit, by March 17, 1999, to the Personnel and Civil Service Department of the Federation Council apparatus: a personal statement, a brief description of work activity ("resume") on no more than two printed pages, an extract from the work book, certified by the personnel service for last place of work, photo (4x6 cm), documents confirming economic education and qualifications.

One of the stages of personnel management at the enterprise is the recruitment and selection of employees.

Hiring (hiring) a job is a series of actions taken by an enterprise to attract candidates with the qualities necessary to achieve the goals set by the enterprise.

Selection is the process by which an entity selects from a list of applicants the person or persons best suited to the criteria for a vacancy, taking into account the environmental conditions.

This work process is structured as follows. Before deciding on the recruitment of personnel, it is necessary to analyze the work, study it from all points of view. Foreign companies attach particular importance to this stage. First of all, a general scheme of work analysis is drawn up, which includes:

Description of the work;

Qualification requirements (for the contractor);

Job application;

Abbreviated list;

Appropriate tests and interviews;

Choosing a candidate.

The HR manager is advised to think about the questions, answering which you can get information that allows you to write a job description and select the appropriate employee. For example, for small businesses, the following questions are recommended: what is the name of the work, where to do this work, what is the purpose of the work, who is responsible for the employee, what the employee is responsible for, with whom the employee deals in the process of performing the work, what are the main tasks of the work How are these tasks performed, what work standards (norms) are expected, what skills, knowledge and experience are needed to perform this work, this work requires physical and / or mental labor, what tasks are simple, what tasks are difficult?

In general, the process of recruiting and selecting personnel is shown in Fig. 8.1.

There are many ways to recruit new staff. The goal of the HR manager is to select the right source or sources that can provide the right candidate for the position. It is good practice to ask yourself one simple question: "Will this source provide enough suitable workers at a reasonable cost." Sources include former employees, casual applicants, media postings, government and commercial employment agencies, educational institutions, various kinds of seminars, festivals, etc. After recruiting the appropriate number of candidates, it is necessary to conduct a selection, i.e. final selection of the applicant. Interviews and objective tests are the most common methods used to make the final choice.

Rice. 8.1. Recruitment and selection process

Target interviews - to enable the manager to assess the suitability of the candidate for his future work; let the candidate decide if the job is right for him; create an image of a good business. During the selection interview, answers should be obtained to the following questions: will the candidate be able to perform this task, will he perform it, will the candidate be suitable for this job (will it be the best)?

To achieve the desired results, the manager must know how to prepare, conduct, and evaluate the interview. After its completion, a discussion of the candidate takes place, which can be carried out during the interview. Thus, the signing of the contract is the result of the selection of personnel for a particular vacant position.

Another selection method is tests, when using which it is necessary to observe certain principles:

The quality assessed by the test should be clearly defined;

The test should be standardized;

Test results must be reliable, valid;

The test is carried out under standard conditions.

Tests are usually divided into five groups. These are tests to determine ability; to determine qualification skills; to check personal qualities; for group selection; medical.

Example... Ability test (Otis quick counts).

This test tests several mental activities and abilities, including vocabulary, numeracy, comprehension and perception, and gives an overall grade.

It includes the following items:

Which of the things listed below is soft?

Glass, stone, cloth, iron, ice.

A robin is:

Plant, bird, worm, fish, flower;

Which of the following numbers is greater than 55?

53, 48, 29, 57, 16.

To make decisions on the selection of applicants for a vacant position, it is necessary to analyze some of the documents required when applying for a job (autobiography, certificates of education, recommendations from previous jobs), and then conduct a final conversation.

Employees of personnel management services (HR departments) analyze the effectiveness of selection methods using the so-called selection rate:

The selection coefficient is different for different professions: managers - about 1: 2; employees - about 1: 2; skilled workers - about 1: 1, etc.

A typical selection decision-making process usually has seven steps:

Preliminary selection interview;

Filling out the application form and autobiographical questionnaire;

Conversation for hire;

Hiring tests;

Verification of various documents and track record of the candidate;

Medical checkup;

Decision-making.

An important role in the personnel selection system is played by business assessment of personnel, establishing the compliance of the qualitative characteristics of personnel with the requirements of the workplace or position. Evaluation helps identify workers requiring more training and the results of training programs. It promotes the establishment and strengthening of business relationships between subordinates and managers through discussion of the results of the assessment, and also encourages managers to provide the necessary assistance.

The assessment serves as the legal basis for transfers, promotions, awards and dismissals. It provides material for the development of questionnaires for hiring, allows you to obtain the necessary information to determine wages, various types of payments and additional payments to an employee. There are two main types of business appraisals: appraisal of candidates for a vacant position and ongoing periodic appraisal of the company's employees. When conducting a business assessment, the organizational procedure for its preparation and its indicators (labor productivity; professional behavior; personal qualities, etc.) are established, methods of assessing certain indicators are selected. When assessing, you can use several methods that determine the characteristics of the allocation of some specific indicators. For example, the method of grading the values of indicators, in which the evaluator is offered a scale with a point definition of the values of indicators, and these points represent the degree of expression of indicators.

6.1.1. Sources of recruiting

The main task in hiring personnel is to meet the demand for workers in qualitative and quantitative terms. At the same time, it is necessary to answer the question: where and when will workers be required?

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

The advantages and disadvantages of internal and external sources of personnel attraction are shown in table. 6.1.

Table 6.1. Advantages and disadvantages of internal and external sources of personnel attraction

Benefits of attracting	Drawbacks of attraction
Internal sources of personnel attraction
Creation of opportunities for career development. Increased degree of attachment to the organization. Improving the socio-psychological climate at work. Low costs of attracting personnel. Applicants for the position are well known in the organization. The applicant for the position knows the organization. Maintaining the level of remuneration prevailing in the given organization (the applicant from the outside may make higher requirements in relation to remuneration in comparison with the existing one on the labor market at the moment). Vacation of the position held for the growth of young personnel of this organization. Quick filling of vacated full-time positions, without lengthy adaptation. "Transparency" of personnel policy. High degree of controllability of the current staffing situation. Possibility of targeted training of personnel. The emergence of an opportunity to avoid the always unprofitable staff turnover. Increase in labor productivity (if the transfer to a new position coincides with the wishes of the applicant). The problem of employment of own personnel is being solved. Increased motivation, job satisfaction	Limiting the ability to select frames. Tension or rivalry in the team is possible in the event of the appearance of several applicants for the position of the leader. The emergence of familiarity when solving business issues, since only yesterday the applicant for the position of the head was on a par with his colleagues. Unwillingness to deny something to an employee who has a long history of work in this organization. Decreased activity of an ordinary worker. applying for the position of the head, since the deputy head is automatically the successor. The number of transfers to a new position does not satisfy the need for personnel. Only a high-quality need is satisfied, but through retraining or advanced training, which is associated with additional costs
External sources of personnel attraction
Greater choices. The emergence of new impulses for the development of the organization. A new person usually gains recognition easily. The recruitment covers the absolute need for staff. Less threat of intrigue within the organization	Painfully high costs of attracting personnel. The high proportion of outsourced workers contributes to an increase in staff turnover. The socio-psychological climate in the organization among long-term employees is deteriorating. A high degree of risk when passing the probationary period. Poor knowledge of the organization. Long adaptation period. Blocking career opportunities for employees in the organization. The new employee is not well known in the organization

The results of a survey of 300 managers of various industries in the United States are shown in table. 6.2.

Table 6.2. Sources of recruiting managers

Before starting to recruit employees outside the organization, the administration should invite its employees to find among friends or relatives who want to apply for a job.

When referring to specialized organizations involved in attracting, hiring, training personnel, similar to hiring temporary workers, the employed workers are not temporary. When applying for a job, a conversation is held with the applicant, who is asked pre-prepared questions.

For example, questions might include the following:

1. What are the long-term and short-term goals of the candidate? Why and how will he rally himself to achieve them?

2. What are the candidate's non-work life goals for the next five years?

3. What does the candidate really want in life?

4. Why is the candidate interested in getting this job?

5. What is more important for the candidate: money or a job that he likes?

6. What are the main strengths and weaknesses of the candidate?

7. What motivates the candidate to put in the most effort?

8. Does the candidate think that his education allows him to do the job for which he is applying?

9. Why should this particular candidate be hired?

10. How many days will a candidate be able to demonstrate himself at work?

11.Does the candidate plan to continue education?

12. How does a candidate work under stressful conditions?

13. Which of the candidate's previous jobs were the most interesting and why?

14. What is the most important job for a candidate?

A number of domestic organizations have developed special application forms for the position of a specialist.

Assessment of the quality of the recruited workers (Кн,%) is calculated as follows:

Kn = (Rk + Pr + Or) / H,

where Рк is the average indicator of the quality of the work performed by the recruited employees,%; Pr is the percentage of new employees who have been promoted within one year; Ор - the percentage of new employees who remained to work after one year; H - the total number of indicators taken into account in the calculation.

For example, let Pk be calculated for a number of indicators and averaged 4 points on a five-point scale (i.e. equal to 80%), P = 35% and O = 85%. Then p p

Kn = (80 + 35 + 85) / 3 = 66.6%.

6.1.2. Requirements for candidates to fill a vacant position

HR workers have long felt the need for more robust and reliable procedures. Increasing the efficiency and reliability of the selection is associated with a consistent check of the business and personal qualities of the candidate, based on complementary methods of identifying them and sources of information. A step-by-step selection of candidates is carried out, screening out those candidates who have found a clear non-compliance with the requirements. At the same time, an objective assessment of the actual knowledge and the degree of the candidate's possession of the necessary production skills is used as possible. Thus, a complex multistage system of selection of human resources is being formed. The US experience showed that interviewing methods became widespread (4 /; firms): 2/3 of firms made inquiries and ¦ / - used the services of specialized assessment centers.

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

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

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

Verification of applicants using a number of formal methods in order to screen out the worst, which is carried out by the personnel department;

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

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

In this respect, the "personnel selection philosophy" in American firms differs from the philosophy of modern Japanese management. In a sense, in Japanese firms "the organization is adapted to the person." When selecting workers, to a lesser extent than in the United States, they pay attention to the special knowledge, skills and practical experience necessary for immediate entry into the position, focusing on personal potential and the quality of education. This is explained by the fact that a Japanese worker or employee is accepted into the organization, as a rule, for a very long period. Even graduates from the best universities in Japan are initially recruited into rank-and-file positions. Special training in terms of acquiring specific production skills and experience takes place in the firm itself. Selection to the top and middle management level is also carried out mainly from the employees of the company and taking into account the principle of seniority. The entire personnel management system in large firms is geared towards life-long employment. Despite the promising nature of the Japanese model, it is obvious that, with rare exceptions, it cannot be recommended and implemented at the current stage of the economic activity of Russian organizations.

In determining the requirements for candidates for the position of managers in American firms, they are based on rules that can be formulated as follows.

2. Different combinations of qualities can be equivalent for the performance of the position.

4. Increasing requirements for qualities can affect the underestimation of the overall potential of the employee and the qualifications for which demand will be presented in the future.

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

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

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

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

The ninth group includes honesty, conscientiousness, decency, adherence to principles, poise, self-control, politeness, persistence, sociability, charm, modesty, simplicity; neatness and neat appearance; good health.

In each specific case, from this list, those positions are selected (with the help of experts) that are most important for a specific position and organization, and specific qualities that an applicant for this specific position should have are added to them. Selecting the most important qualities for determining the 1requirements for candidates for a particular position, one should distinguish between the qualities that are necessary when applying for a job, and the qualities that can be acquired quickly enough, having mastered the job after being appointed to the position.

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

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

Selection of selection criteria;

Table 6.3. Sociogram of the head of the production department A.S. Ivanova

Table 6.4. Personnel assessment and selection methods

Name of the assessed qualities	questionnaire	Psychologists testing	Estimated	Qualifi cational testing	Examination	Sobesedo
1. Intelligence
2. Erudition (general, economic and legal)
3. Professional knowledge and skills
4. Organizational abilities and skills
5. Communication skills and skills
6. Personal abilities (psychological portrait)
7. Health and performance
6. Appearance and manners
9. Motivation (willingness and interest to carry out the proposed work in this organization)

Legend:

++ (most efficient method);

+ (commonly used method).

Approval of selection criteria;

Selection interview;

Work with applications and questionnaires on biographical data;

Conversation about hiring;

Testing;

The final selection decision.

One of the most important personal characteristics of an employee is his social status. A family, dignified worker is capable of higher quality work than a bachelor. The second important personal characteristic of the applicant is his age. Any specific age-based selection criteria for workers should be carefully scrutinized in relation to the successful workers employed by the organization. Employees who are too young or old must be carefully selected.

Here is an example of the formulation of requirements for a candidate to fill a vacant position on the part of an employer.

1. ANNOUNCEMENT

Those wishing to participate in the competitive selection submit, by March 17, 2009, to the Personnel and Civil Service Department of the Federation Council Staff: a personal statement, a brief description of work activity ("resume") on no more than two printed pages, an extract from the work book, certified by the personnel service for last place of work, photo (4 x 6 cm), documents confirming economic education and qualifications.

2. REQUIREMENTS FOR A CANDIDATE FOR FIXING THE POSITION OF A CONSULTANT

Office of the Federation Council Committee on Economic Policy

Possible main directions of the consultant's work:

Financial and credit policy of the state, banks and industrial policy;

Investment activities;

Sectoral industrial policy;

Bankruptcy regulation;

Regulation of the activities of natural monopolies;

Licensed activity: sectoral and territorial profile;

Insurance activities and industrial policy.

	An indicative list of requirements for a candidate for replacement vacant public office	Degree of importance 1 - very important 2 - important 3 - desirable	Note

	Speciality
	Higher professional education specializing in "State and Municipal Administration"
	Higher professional education - in the direction of higher professional education "Economics" or in the specialty:
	theoretical economics
	finance and credit
	world economy
	National economy
	economics and enterprise management
	Academic degree
	Additional higher education
	Special training (main directions):
	state regulation of a market economy
	entrepreneurship development
	finance and credit
	regional management of socio-economic processes
	Foreign language proficiency
Work experience of the candidate in the specialty
	Professional experience in the direction of higher professional education "Economics" for at least three years
	General public service experience of at least two years in senior government positions
Personal qualities of the candidate (underline and explain what is needed)
	Oral speech (the ability to express one's thoughts clearly when interacting with employees)
	Working with documents: the ability to independently give a written opinion

	knowledge of the basics of office work
	Communication with visitors
	Negotiation skills (the ability to identify the difficulty or value of a negotiation)
	Ability to make independent decisions (approach to solving complex problems)
	Organizational skills, in particular when organizing work in the workplace

One way to select applicants who meet all the requirements and select the most suitable candidates is to test applicants in conditions that are as close to working as possible. To prove the employee's compliance with the working conditions, it is necessary to be sure that the test really measures this or that character trait and that this character trait is really necessary in the activities of the employee in question. It can be very difficult to prove such a match.

In American recruitment schemes, three mandatory requirements are widely used to prove such compliance: the analysis of the work process should identify the style of work and those indicators that are most necessary for the high quality of the given work; the test should measure one of these indicators; it is necessary to prove that this character trait is really related to the quality of work and is important for the occupation of this post.

The suitability of a selection method to any specific requirements or conditions determines the degree of accuracy with which the selection method identifies the specific abilities of an applicant, corresponding to certain important elements of the work style. The quality of the work performed during testing is assessed in accordance with the requirements for this and subsequent work.

There are two types of Criteria Compliance Indicators — Prospective Compliance Indicators and Actual Compliance Indicators. You can use tests to determine the alleged match. For example, offer applicants for the place of an insurance agent to perform a series of operations (a large number of tests are given in order to obtain at least one reasonably substantiated result). Test results are kept confidential. The hiring decision is made without reviewing them. They are not disclosed until the hired employee has gained a minimum of experience in the work, so that they cannot influence the assessment of the quality of the work. Suppose an insurance agent becomes an experienced, skilled worker in 15 months. The assessment of the quality of his work is carried out only after this time, and then the results of this assessment are compared with the test results. In the future, to make a selection decision, only those tests will be used that coincide to the greatest extent with the indicators of an employee who has already acquired experience. It is these tests to assess the alleged eligibility of candidates that will be applied to anyone wishing to take the place of an insurance agent, and the results of these tests will significantly help in making hiring decisions.

6.1.3. Organization of the selection process for applicants for a vacant position

The final selection decision is usually formed in several stages, which the applicants must go through. At each stage, some of the applicants are eliminated, or they refuse the procedure, accepting other proposals. A typical recruitment decision-making process is shown in Fig. 6.1.

Preliminary selection interview. Work at this stage can be organized in various ways. Sometimes it is preferable for candidates to come to the HR department or to the place of work. In such cases, a human resources specialist or line manager conducts a preliminary conversation with him. At the same time, the organizations apply the general rules of the conversation, aimed at finding out, for example, the applicant's education, assessing his appearance and defining personal qualities. After that, the applicant is sent to the next stage of selection.

Rice. 6.1. Personnel selection process procedure

Filling out the application form and the application form for the position.

Applicants who have passed the preliminary screening interview must complete an application form and a questionnaire. The same sequence is used by recruiters. The number of items on the questionnaire should be minimal, and they should request information that most affects the productivity of the applicant. The questions may relate to past work and mindset so that a psychometric assessment of the applicant can be based on them. The items on the questionnaire should be formulated in a neutral style and suggest any possible answers, including the possibility of a refusal to answer.

Questioning is the first step in the assessment and selection of applicants. The purpose of the method is twofold. Along with solving the problems of screening out less suitable candidates, a range of factors that need to be carefully studied based on subsequent methods are determined, as well as sources from which the necessary information can be obtained. Any distortion of it in the questionnaire is the basis for dismissing the employee at any time when it becomes clear (the text of the questionnaire usually includes a corresponding indication).

Analysis of personal data in combination with other selection methods reveals the following information: 1) compliance of the applicant's education with the minimum qualification requirements;

2) compliance of practical experience with the nature of the position; 3) the presence of restrictions of a different kind on the performance of official duties; 4) readiness to accept additional loads (overtime, on business trips); 5) the circle of persons who can recommend the employee, help in making inquiries and obtaining additional information.

Special types of questionnaires are also possible. For example, sometimes special forms are used for students of higher educational institutions, with whom the work on the organizational recruitment is being carried out. Since the work experience of students is not long, they pay close attention to their studies, economic abilities and interests of the applicant. The questionnaire asks for information about educational institutions, specialty, the volume (in hours) of profiling courses (each separately), the second specialty. Data on the academic performance of the applicant, starting from the school, is requested: place in the class by academic performance, GPA, college grade by discipline of the specialty. The questionnaire is required to indicate points in management and legal disciplines, the number of academic hours listened to in accounting and business analysis, detailed information about these courses.

One of the objectives of the questionnaire is to determine the personality traits and circumstances that can help the candidate in the job in case of hiring. Often, questionnaires contain data on the number of days worked (per year) for the last employer, the duration of absence from work due to illness, etc. Particular attention is paid to factors indicating the potential for early dismissal of an employee. The questionnaire asks for the exact wording of the reasons for dismissal in the past. The frequency of work change is set. General information is collected about the sources of motivation and assumptions are made about the factors hindering work, which are rechecked and clarified, become the subject of careful study when making inquiries and interviewing an employee. The applicant is also obliged to indicate health deficiencies, a possible list of which is often given in the questionnaire. Many firms conduct detailed medical examinations themselves to screen out questionable candidates.

The range of questions to which the firm seeks to get an answer, hiring an employee of a certain profession and qualifications, is approximately set. However, the exact form and level of detail of the questionnaire may vary. In some cases, the personnel services and the management of the company rely on the questionnaire, in others they clarify the necessary information during the interview with the employee and check with the previous employers and acquaintances of the applicant. The layout and graphic design of the questionnaires also vary.

Conversation for hire. There are several types of conversation for hire: conducted according to the scheme; poorly formalized; performed not according to the scheme. During the conversation, information is exchanged, usually in the form of questions and answers. If during the conversation they try to put pressure on the applicant, for example, by asking questions in a hostile tone or deliberately interrupting the applicant, then stressful situations are possible that have an extremely negative effect on the selection process.

There are various mistakes that reduce the effectiveness of the interviews. A common mistake is the tendency to draw conclusions about the applicant on the first impression, from the first minutes of the conversation. In addition, there are cases when the interviewer bases his opinion on the impression of how the person looks, sits on a chair, maintains eye contact, and on these impressions evaluates the applicant for the position. In order not to make such a mistake, the interviewer should observe both the applicant's speech and his behavior.

1. You should listen carefully to what and how the applicant says.

2. It is necessary to monitor the behavior of the applicant, trying to obtain the most complete information about him.

3. Remember the requirements of the nature of the job.

4. The decision should be made only with all the necessary information.

5. The conversation should be conducted around the questions that are important selection criteria. These questions are reflected in the application form for employment.

Testing. One of the methods used to facilitate selection decisions are hiring tests. Psychologists and personnel specialists develop tests to assess the presence of the abilities and mindset required to effectively perform tasks at the proposed location (Table 6.5).

Verification of references and track record. When applying for a job at one of the selection stages, a candidate may be asked to provide feedback from previous bosses and other similar documents. If former employers provide only general minimal information, then the use of letters of recommendation is small. If there is a need to verify background information, a more acceptable alternative to a letter may be a phone call to the previous boss in order to exchange views or find out any questions of interest. The most frequently checked items are the last place of work and education.

Medical checkup. Some organizations require the most suitable applicant to complete a medical questionnaire or undergo a medical examination. The reasons for that-

Table 6.5. List of tests for the selection of workers when hiring

Name of tests
Name of tests	Linear leaders	Functional leaders	Specialists
1. To determine the creative potential of the employee
2. To identify difficulties in relationships

4. The presence of organizational skills of the young leader
5. To determine the suitability for work as a leader
6. To determine the ability to be an entrepreneur
7. Conflict character

Who the requirements are: in the case of employees filing complaints about compensation, it is necessary to know the physical condition of the applicant at the time of employment; the recruitment of vectors of infectious diseases must be prevented.

Acceptance of the offer for admission. Hiring ends with the signing of an employment contract by both parties.

Personnel movement. Labor regulation

Hiring Is a series of actions aimed at attracting candidates with the qualities necessary to achieve the goals set by the organization.

Recruitment begins with finding and identifying candidates both internally and externally. The most common sources of employment are:

People who accidentally come in looking for work;

Newspaper advertisements

Educational institutions (schools, technical schools, colleges, institutes, etc .;

Employment Services;

Private recruitment agencies;

Radio and television announcements;

Unions;

Internet.

Search within the organization . Before entering the labor market, most organizations try to find a candidate in their “own home”. The most common methods of internal search are announcements of vacancies in the internal media: newspapers of the enterprise, wall newspapers, specially published information sheets, as well as an appeal to the heads of departments with a request to nominate candidates and analysis of personal files in order to select employees with the required characteristics.

Recruiting with the help of employees... The personnel department can contact the employees of the enterprise with a request to provide assistance and engage in an informal search for candidates among relatives and friends. This method is attractive, firstly, by its low costs, and secondly, by achieving a fairly high degree of compatibility of candidates with the organization through close contacts with its representatives. Its shortcomings are related to “informality” - ordinary employees are not professionals in the field of selection of candidates, do not always have sufficient information about the workplace, remuneration and other working conditions, and are often not objective about the potential of people close to them. Using this method of attracting candidates can lead to the development of nepotism and nepotism - phenomena that do not contribute to the progress of an organization in any society.

Benefits of recruiting employees through internal sources:

The emergence of chances for career advancement;

Increasing the degree of attachment to the organization;

The social and psychological climate in the team is improving;

Significant financial resources are not required;

The level of remuneration in the organization remains stable;

There is a growth of young cadres of this organization, fast filling of vacated positions, without adaptation.

The use of internal sources of personnel attraction allows to ensure "transparency" of personnel policy, a high degree of controllability, the possibility of planning this process and targeted training of personnel. The problem of employment of own personnel is being solved, the motivation and the degree of satisfaction with work among employees increase. If the transfer to a new position coincides with the desire of the applicant himself, then the growth of labor productivity increases. The organization has the ability to avoid excess staff turnover.

Disadvantages of internal sources of personnel attraction:

The emergence of familiarity when dealing with business issues;

Decrease in the activity of an ordinary employee applying for a managerial position;

The appearance of tension and rivalry in the team is possible in the event of the appearance of several applicants for the position;

There may simply not be the right people for the proposed position;

The quantitative need for personnel is not satisfied, since only a qualitative need is satisfied;

Internal search is often met with resistance from business leaders who seek to “hide” the best people and keep them to themselves.

External search ... External recruitment methods include: self-identified candidates; advertisements in external media sources; contacting employment agencies, specialized consulting firms; visiting institutes, etc.

Self-manifested candidates... Almost any organization receives letters, telephone and other requests from people looking for work. Having no need for their work at the moment, the organization should not just refuse such offers, it is necessary to maintain a database on these people, their knowledge and classification can be useful in the future. Maintaining such a database is inexpensive and allows backup candidate representatives to be kept on hand. In order to increase the number of self-manifested candidates, some organizations hold Open Doors Days, inviting everyone to get to know their products, production facilities, and working conditions.

Media Announcements- on television, radio, in the press. The main advantage of this method is the wide coverage of the population at a relatively low initial cost. The disadvantages are the flip side of the advantages - announcements in the media can lead to a huge influx of candidates, most of whom will not have the required characteristics. Analysis of applications and initial screening can turn into a time-consuming, long-term undertaking. This method is successfully used for the selection of mass professions, for example, construction workers for the construction of a new facility. To attract specialists, advertisements are placed in special literature, for example, financial or accounting publications, if the company needs a financial director. This focus of the search limits the number of potential candidates, ensures a higher level of their professionalism and greatly facilitates the subsequent selection.

Departure to institutes and other educational institutions. Many leading organizations consistently use this method to attract “fresh blood” - young professionals. Visits to educational institutions, as a rule, include high-level performances representing the organization, showing videos, demonstrating products, answering students' questions. After the presentation of the organization, representatives of the organization conduct interviews with interested students in order to assess the potential opportunities for their work in the organization. This method is very effective in attracting a certain type of candidates - young professionals. Interviews with company representatives allow you to create a search for candidates, the degree of selection of which is much higher than with other methods, which reduces time and financial costs at the subsequent stages of selection. At the same time, the scope of this method is limited - hardly anyone will go to the institute to look for a top and middle manager or CEO.

State employment agencies... The governments of most modern countries contribute to an increase in the level of employment of the population, creating for this purpose special bodies engaged in finding work for citizens who have applied for help. In Ukraine, such organizations are called employment services. Each organization has a database containing information about registered people: age, education, qualifications, professional level, work of interest. Organizations looking for employees have access to this database. The use of government agencies makes it possible to conduct a focused search for candidates at low cost. However, this method rarely provides a wide coverage of potential candidates, since mainly certain categories of the population apply to employment agencies, primarily the unemployed, women returning from maternity leave, and housewives.

Private recruiting agencies... Personnel selection today has become a rapidly developing branch of the economy. There are hundreds of private companies specializing in this area. In the West, the turnover of many of these companies has exceeded billions of dollars. Each agency has its own database, and also carries out a special search for candidates in accordance with the client's requirements. Payment for agency services is made, as a rule, in case of successful selection of candidates and represents a certain percentage of his annual salary - 30-50%. Private agencies provide a sufficiently high quality of candidates, their compliance with the client's requirements, and thus greatly facilitate the further selection process. High costs are a factor limiting the widespread use of this method, which is used in cases of search for managers and specialists. Such agencies are often used to find temporary employees.

The manifestation of the work of private agencies today is recruiting ("hunt" for brains). The main activity of recruiting agencies of recruiting firms is to entice the best minds and specialists from firm to firm on order. Basically, "hunting" comes down to money-poaching. If a company is not a beginner in recruiting, it already has a list of the largest and smartest top managers with an indication of the level of their salaries and can guide the customer in terms of the amount of money that the candidate may be interested in.

Introduction

Personnel management is a vital strategic function that, during the 20th century, has formed into an independent structure in the course of the evolution of diverse forms of management.

As it turned out, the main measure of progress and development of activity is a person with his needs, motivations and specific interests.

Personnel management as a social function, i.e. was an objective continuation of human needs and the ability to self-preservation, but at a higher level - the level of human organizations.

In this regard, the relationship between the leaders of organizations, between the leader and subordinates, between all employees within the organization is changing. The attitude towards the personnel of the organization is also changing, because the social orientation of economic reforms turns them to face the person, the personnel of the organization.

Human resource management is focused on workers and employees located in the organizational environment of the firm.

It generally concerns the leaders of the lower, middle and upper levels of management.

Large, medium and small firms clearly understand: in order to develop, succeed, maintain the health of people and the stability of the team, they must optimize the return on investment of any resources, be they financial, material or human resources.

"The technology of personnel management is a specific direction of the activity of the personnel management department: to explain in detail to people their official duties and how to organize their activities."

So, competent, professionally organized work with personnel is the most important basis for the economic efficiency of the company.

Personnel management as an industrial, economic science is the basis of economic growth, both of each company and the entire state as a whole.

The purpose of the work is to study the technology of personnel management, namely, to consider the entire technological cycle of work with the personnel of the organization, starting with hiring and ending with dismissal.

Recruitment, selection and recruitment of personnel

The main task when hiring personnel is the demand for employees in qualitative and quantitative terms.

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

There are two possible sources of recruitment: internal (from employees of the organization) and external (from people previously unconnected with the organization).

Benefits of internal sourcing:

· The emergence of chances for career advancement;

· Improvement of the socio-psychological climate at work;

· Low costs of attracting personnel;

· Increasing the degree of attachment to the organization;

· Applicants for the position are well known in the organization;

· The applicant for the position knows the organization;

· Maintaining the level of wages prevailing in this organization;

· Vacating the position held for the growth of young personnel of this organization;

· Fast filling of vacated full-time positions, without long-term adaptation;

· "Transparency" of personnel policy;

· A high degree of controllability of the existing personnel situation;

· The possibility of targeted training of personnel;

· The ability to avoid the always unprofitable staff turnover;

· Growth of labor productivity;

· The problem of employment of own personnel is being solved;

· Increasing motivation, degree of job satisfaction.

Disadvantages of attracting staff by internal sources:

· Limitation of the possibility for the selection of personnel;

· Tensions or rivalry in the team are possible in the event of the appearance of several applicants for the position of the leader;

· The appearance of familiarity when solving business issues, since only yesterday the applicant for the position of the head was on a par with his colleagues;

· Unwillingness to refuse anything to an employee who has a long record of work in this organization;

· A decrease in the activity of an ordinary employee applying for the position of a manager, since the deputy manager is automatically the successor;

· The number of transfers to a new position does not satisfy the need for personnel;

· Only a high-quality need is satisfied, but through retraining or advanced training, which is associated with additional costs.

The advantage of outsourcing staff:

· Wider possibilities of choice;

· The emergence of new impulses for the development of the organization;

· A new person, as a rule, easily achieves recognition;

· Hiring covers the absolute need for personnel;

· Less threat of intrigue within the organization.

Disadvantages of attracting staff by external sources:

· Higher costs of attracting personnel;

· A high proportion of employees hired from outside contributes to an increase in staff turnover;

· The socio-psychological climate in the organization among long-term employees is deteriorating;

· High degree of risk when passing the probationary period.

· Poor knowledge of the organization;

· Long period of adaptation;

· Blocking of career opportunities for employees of the organization;

· The new employee is poorly known in the organization.

When referring to specialized organizations that are engaged in hiring, training personnel, similar to hiring temporary workers, the hired workers are not temporary. When applying for a job, a conversation is held with the applicant, who is asked pre-prepared questions.

When filling a vacant position of a specialist or manager, the following stages are distinguished:

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

· Broad search for applicants; the task is to attract as many candidates as possible who meet the minimum requirements to participate in the competition;

· Screening applicants using a number of formal methods in order to screen out the worst;

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

Line managers and functional services are involved in the selection process. These services are staffed with professional psychologists and use the most modern selection methods. The immediate supervisor participates in the selection at the initial and final stages. He has the decisive word in establishing the requirements for the position and choosing a specific employee from among those selected by the personnel service.

The selection of candidates for a vacant position is made from among applicants for a vacant position of a manager or a management specialist by assessing the business qualities of candidates (public civil position, attitude to work, level of knowledge and work experience, organizational skills, the ability to work with people, the ability to work with documents and information, the ability to make and implement decisions in a timely manner, the ability to see and support advanced, moral and ethical character traits).

The final selection decision is formed in several stages, which the applicants should go through. At each stage, some of the applicants are eliminated, or they refuse the procedure, accepting other proposals.

Preliminary selection interview. At this stage, the HR specialist or line manager conducts a preliminary conversation with him. In this case, the general rules of the conversation are applied, aimed at finding out, for example, the applicant's education, assessing his appearance, etc. After that, the applicant is sent to the next stage of selection.

Filling out the application form and the application form for the position.

Applicants must complete an application form and a questionnaire. The number of items in the questionnaire should be minimal. And they should ask for the information that most affects the performance of the candidate. Analysis of personal data in combination with other selection methods reveals the following information:

1) compliance of the applicant's education with the minimum qualification requirements;

2) compliance of practical experience with the nature of the position;

3) the presence of restrictions of a different kind on the performance of job loads;

4) readiness to accept additional loads;

The range of questions to which the firm seeks to get an answer is in the questionnaire. However, in some cases, HR departments and the management of the company rely on questionnaires, in others they clarify the necessary information during the interview process.

Conversation for hire . There are several types of hire: carried out according to the scheme; poorly formalized; performed according to the scheme. During the conversation, information is exchanged, usually in the form of questions and answers. There are various mistakes that reduce the effectiveness of the interviews. A common mistake is the tendency to draw conclusions about the applicant on the first impression, from the first minutes of the conversation. During the conversation, you should consider:

1) listen carefully to what and how the applicant says;

2) monitor the behavior of the applicant, trying to obtain the most complete information about the applicant;

3) remember the requirements of the nature of the work;

4) the decision should be made only with all the necessary information;

5) the conversation must be conducted around questions, which are important criteria for questions. These questions are reflected in the application form for employment.

Testing . One of the methods used to facilitate selection decisions is tests to assess the ability and mindset required to effectively complete assignments at the proposed site. Testing allows you to understand how a particular candidate matches the position for which he is applying. Test results are not the only source of information, they are supplemented by biographical data, data obtained during the interview.

Verification of references and track record. When applying for a job, a candidate may be asked to provide feedback from previous bosses and other similar documents. If there is a need to verify background information, a more acceptable alternative letter may be a phone call to the previous boss in order to exchange views or find out any questions of interest. The most frequently checked items are the last place of work and education.

Medical checkup . Some organizations require the most suitable applicant to complete a medical questionnaire or undergo a medical examination. The reasons for this requirement are as follows: in the case of employee complaints about compensation, it is necessary to know the physical condition of the applicant at the time of employment; it is necessary to prevent the recruitment of a vector of infectious diseases.

Acceptance of the offer for admission. Hiring ends with the signing of an employment contract by both parties.