In modern conditions, most stable enterprises structure their business processes, including in the field of HR management: it is much easier to work according to a clearly described scheme.

After the reorganization at our enterprise was completed and it reached the “break-even point,” we decided to streamline the work of each specialist, including the activities of the recruiter.

Recruitment of employees is a key activity of the personnel management service (HR department), because the formation of a team begins with the search and selection of the people the company needs. Let us tell you in more detail how the recruiting process is streamlined at our company.

In order to improve the quality of human resource management and the efficiency of the internal recruiter, the Regulations “On the search, selection and hiring of personnel” were developed. This document describes the recruiting business process: it regulates the entire chain of actions of the recruiter, establishes the rules of interaction on recruitment issues between the HR department and other departments.

The business process of searching, selecting and hiring personnel at our enterprise consists of nine stages ( scheme):

Scheme of the business process “Search, selection and hiring of personnel”

Click image for a larger view

Stage 1. Submission by the customer to the HR department of an application for the selection of a candidate. The recruiting process begins with the customer (the head of the structural unit) filling out an application form for the selection of a candidate. We consider the main requirements: 1) work experience; 2) possession of the necessary skills; 3) knowledge of a foreign language (in some positions). The application also indicates preferences for the gender and age of the candidate. The completed application is endorsed by the director of the enterprise.

Stage 2. Search/selection of personnel. To ensure that all employees involved in personnel selection clearly understand the selection criteria, the recruiter analyzes the application and clarifies:

• the name of the vacancy, in which structural unit it is open;
• the reason for the vacancy;
• to whom does the specialist in this position report/number of subordinates;
• functional responsibilities;
• basic requirements for candidates.

The customer is obliged to clearly justify the requirements for the applicant specified in the application:

• age restrictions;
• mandatory level of education (specialization, qualifications, availability of special training, etc.);
• required work experience (areas of activity, title of position, department within which the specialist could previously work);
• highly specialized professional skills (level of computer knowledge, knowledge of foreign languages, experience in driving vehicles, etc.).

The executive must know what professional skills for a given position are necessary, what are desirable, what business and personal qualities an employee should have. This is important in order to correctly analyze the job (position).

Having a clear understanding of the manager’s requirements for the future employee, the nuances of work, the peculiarities of the microclimate in the team of the structural unit and the corporate culture of the enterprise as a whole, the recruiter forms job profile, which includes the following information:

• age restrictions (reasonable);
• preferences based on marital status and the presence of children, their age (for example, family people do not always agree to frequent business trips);
• educational requirements;
• presence of bad habits (the company’s corporate culture does not accept them);
• health status;
• work experience requirements;
• the required level of knowledge, skills and abilities;
• personal characteristics.

An example of a job profile is given in table 1.

Table 1. Job profile “customer service specialist”

Requirements
	from 18 to 40 years old
Family status	immaterial
Having children	acceptable over three years
Education	preferably higher
Bad habits	smoking is undesirable
Health status	general diseases, diseases of the musculoskeletal system (disability group II–III), diabetes (initial stage) are acceptable
experience	from three months
Knowledge, abilities, skills
Communication skills	developed
A culture of speech
Ability to use intonation to color speech	preferably
Computer work	at user level
Print speed	over 120 characters per minute
Literacy	above average
Language skills:
	free
Ukrainian	free
English	basic level (reading, business correspondence)
Ability to adhere to regulations and follow instructions	necessary
Personal characteristics
Openness	desirable
Communication skills
Motivation to achieve
Conflict	unacceptable
Process orientation	desirable
Stress resistance	necessary

After creating a job profile, the recruiter develops and approves it with his immediate supervisor set of events on searching/selecting candidates (for example, see table 2), which includes:

• formation of a position profile;
• selection of sources of attraction;
• writing an advertisement for a vacancy (for posting in the media, the Internet, etc.);
• preparing questions for a structured interview (when filling highly specialized vacancies, for example, when selecting a computer network administrator).

Table 2. A set of measures for selecting an accountant (uncategorized)

Events	Sources	date	Responsible
Formation of a position profile			Recruiter
			Recruiter
Preparing questions for a structured interview			Recruiter
Selection of testing methods			Psychologist
Posting a vacancy announcement in print media	“Evening Makeevka”, “Hello”, “Wanted for work”, “Proletarka”, “Kirovka”, “Kalinovka”		Recruiter
Searching for candidates using mini-resumes in print media	“Don and Bas Salon”, “Work plus Career”, “Theme”, “Assorted”		Recruiter
Posting job advertisements: near large manufacturing enterprises; in crowded places; on the territory of the enterprise	Advertisements on the street		Recruiter
Search for a candidate in the personnel reserve (internal and external)	Personnel reserve		Recruiter
Contacting recruitment agencies	"Format", "Sirius", "Dialog-service", "Phoenix"		Recruiter
Using personal dating			Recruiter
Direct search (initiative appeals directly to potential candidates)	Personal contacts (established base)	During the vacancy closing period	Recruiter

Depending on the requirements for the vacancy, selection sources are selected:

• existing employees (including personnel reserve);
• young specialists who have successfully completed an internship (practice) at our enterprises;
• external search;
• a database of former employees of the enterprise who resigned of their own free will or were dismissed for reasons that do not call into question the professional and personal qualities of the employee (for example, due to staff reduction);
• resume database accumulated by the recruiter;
• cooperation with employment centers (Donetsk, Makeevka, Lugansk and Lugansk region);
• cooperation with personnel and recruiting agencies;
• cooperation with universities, secondary specialized educational institutions, vocational schools;
• personnel leasing (for temporary work);
• direct search.

To select candidates for vacant positions of department heads and for some other positions (auditor, assistant manager, etc.), psychological testing is carried out, which confirms the presence of the most important professional and personal qualities for a given position (its own set of tests for each vacancy) . To test candidates, the HR department psychologist uses:

• Cattell's multifactorial personality research technique ( Raymond B. Cattell);
• Keirsey questionnaire ( Joh# Keirsey);
• G. Eysenck test ( Hans Eysenck, adaptation by A. Shmelev);
• diagnostics of achievement motivation by A. Mehrabyan ( Albert Mehrabian),
• interpersonal diagnosis T. Leary ( Timothy Leary) and etc.

Stage 3. Initial selection of personnel for the announced vacancy. Thanks to well-established work in accordance with the personnel attraction plan, we receive a daily flow of candidate resumes. All of them are analyzed, information about applicants is entered into the database. If the candidate meets the basic requirements of the position, the recruiter conducts a preliminary interview with him by telephone.

Based on the results of the telephone interview, the applicant for the position is invited to a meeting. First, he fills out the “Candidate Application Form” ( Annex 1), then the recruiter conducts an interview, based on the results of which he concludes that the candidate meets the requirements of the position. If the assessment is positive, the applicant is allowed to proceed to the next stage of the selection procedure.

The recruiter coordinates the dates and times of all interviews (testing) with the customer and the psychologist (if necessary, with the head of the security service, manager or his first deputy).

Stage 4. Psychological testing(if provided). Based on the test results, the psychologist of the personnel management department gives a conclusion that reflects the compliance of the candidate’s psychological characteristics with the requirements of the vacant position, his strengths and weaknesses, and possible difficulties in adapting to a new workplace.

An example of a psychologist's conclusion based on testing results is given in Appendix 2.

Appendix 2 Candidate assessment results FULL NAME.: Ivanova E. I. Job title: legal adviser Personal block The type of nervous system is medium-strong, nervous processes are highly mobile. A person is able to perform both intensive and monotonous work equally successfully. General level of intelligence: above average. The speed of thinking is high, sufficient for effective work as a legal adviser. The type of temperament is normosthenic: the examined candidate is equally characterized by the traits of all basic temperaments. Personality traits are noticeably expressed: sociability, independence, independence, friendliness, emotionality, anxiety, inconstancy, optimism, activity. Avoids conflict situations. She has demonstrated organizational skills and has the makings of a leader: she can not only accurately carry out assigned tasks, but also make independent decisions, set goals and find ways to achieve them. He has an active life position, is quite responsible and self-critical about the results of his work. She is inclined to carry out assignments with a significant amount of creativity. Independent, inventive, ambitious. Motivational block Key motives in the individual motivation structure: “Creativity”, “Profession”. Specialists with the key motive “Creativity” strive for work that allows them to show initiative, intelligence, imagination, inventiveness and realize creative abilities through work. They are very sensitive to praise, approval, and support from management. The opportunity to put their ideas and projects into practice is of great importance to them. It is better not to apply penalties to this category of workers; it is advisable not to punish initiative and creativity. The intensity and quality of work can be significantly influenced by the motivation system. Such employees usually show high loyalty to the company if it provides them with the opportunity to realize their creative abilities (the degree of loyalty depends on the interest that the work arouses in them). Ivanova E.I. is focused on professional activity (motive “Profession”), strives for career growth through constant improvement of her knowledge and skills, and wants to satisfy her professional ambitions through work. Specialists with the “Profession” motivation, as a rule, estimate the cost of their work realistically, but sometimes they overestimate it. The size of wages can, to certain limits, stimulate the intensity and quality of work. Has experience of interested, intensive work (“workaholism”). The results on the truthfulness scale are within normal limits. Criteria for evaluation Test result (%) Optimal result (%) Received deviation (%) Compliance level Motive "Work" Motif "Profession" Motive "Creativity" Motif "Power" Motif "Collective" Motif "Money" General level of motivation (GLM) Signs of a “workaholic” (OSIR) Inflated self-esteem (ISE) no more than 30 Financial dependence on work (MH) IN(significant) Level of compliance of motivation with the intended position high Conclusions: The candidate for the position of legal adviser, E.I. Ivanova, can be assessed as a promising specialist with high intelligence and developed business qualities. The applicant has demonstrated leadership qualities and has “healthy” ambitions. Psychological characteristics (primarily the motivational sphere, value orientations) correspond to the profile of the position “legal adviser”. An applicant for the position of legal adviser, E. I. Ivanova, is recommended for employment as a specialist whose psychological characteristics meet the requirements of the position. HR Department It is recommended to actively support Ivanova E.I. during the adaptation period (introductory conversation; recommendations for inclusion in the team; answers to questions that arise during the work; assistance in the event of controversial work situations). For the attention of the manager: the applicant has a fairly clearly expressed motive of “Creativity”; It is advisable not to punish the initiative and creativity of such specialists; The “Collection” method is not recommended for this category of workers.

Stage 5. Interview with the line manager. The recruiter provides the customer with the following information about the candidate:

• summary;
• completed “Candidate Application Form”;
• results of psychological testing (if conducted).

The head of the structural unit is obliged to set a date and time for the interview, which must take place within seven working days, within three working days from the date of provision of information about the candidate. After the interview, the customer is obliged to provide the recruiter with conclusions about the professional level of the candidate and his compliance with the stated requirements within two working days. If the assessment is positive, the person moves on to the next stage of the selection procedure.

During an interview with a potential employee by the customer, the recruiter clarifies the requirements for the vacancy (noting what is more important for the customer: the ability to calculate costs, attentiveness, perseverance, etc.). If a candidate does not have the necessary professional knowledge and skills, the recruiter analyzes the reasons for the discrepancy, adjusts the job profile and selection methods.

Stage 6. Verification of information about the candidate by the company's security service. If the line manager makes a positive decision based on the results of the interview, the recruiter transfers information about the applicant (a copy of the “Candidate Application Form”) to the company’s security service. The security specialist is obliged to check this data within three working days and provide an opinion to the personnel management department. If the review is positive, the candidate is admitted to the next stage of the selection procedure.

Stage 7. Checking references. A specialist from the HR department collects (clarifies) recommendations from the applicant’s previous places of work: his position, functional responsibilities, professional level, references from former colleagues, reasons for dismissal, etc.

Stage 8. Deciding on accepting the candidate. At this stage, the recruiter submits a package of documents for consideration to the director of the enterprise:

• “Candidate Application Form” form;
• candidate's resume;
• results of psychological testing (if conducted);
• recommendations from the candidate’s previous places of work;
• conclusion of the Security Council.

The director sets a date and time for an interview with the candidate (or decides to hire him without an interview). If the decision is positive, the recruiter sends the candidate to the HR department to complete the documents.

If a candidate does not meet the requirements of the position at any stage of the selection process, the recruiter thanks the person for responding to the vacancy announcement and politely refuses him. The profile details of the rejected candidate are entered into the database with notes that may later be useful when filling another vacancy.

Stage 9. Applying for a job. If the applicant meets all the requirements of the position, the head of the structural unit agrees with him on the date of actual return to work. In cases provided for by law, a future employee of the enterprise undergoes a medical examination.

Qualified personnel are the key to an effective enterprise. Valuable personnel are the main and irreplaceable resource of any organization. But it is important not only to select and attract workers, but also to help them adapt to working at the enterprise. For this purpose, the business process “personnel management” is being developed, which denotes a number of related activities aimed at streamlining work with personnel. There is a well-known scheme that helps manage personnel; it is based on the principle of consistency, which allows you to influence personnel using internal and external factors. Such a system can also be based on the process principle, which consists of distributing powers from top to bottom, observing a hierarchy. The use of a system based on the process principle allows you to effectively organize the work of an enterprise, managing the relationships between participants in the business process.

The enterprise independently determines the main business processes; such powers belong to the personnel management service. There are six central business processes that cover the activities of the entire enterprise. Each of these six business processes consists of additional ones.

Business processes of personnel management:

Personnel planning;
Staff development;
Operation and analysis of personnel performance;
Payment for performance results and the introduction of additional incentives;
Organization of working conditions and social package;
Following legal and labor relations.

Most often, the description of the business process of personnel management occurs in the main blocks - “Planning of personnel” and “Personnel development”, thus forming a model for personnel management.

The main factors necessary for workforce planning are: a strategic plan for the entire enterprise; available vacancies; future layoffs or transfers of employees.

The following economic indicators characterize the business management process:

Necessary specialists of a certain profile;
Number of candidates per available seat;
Time spent searching for personnel;
Financial expenses.

When conducting the selection process, it is important to check and analyze the business abilities and qualities of the applicant, and the ability to cope with the job. Such verification is carried out for its further distribution and assignment of a qualified level. Selection also involves checking mandatory documents (work book, passport and document confirming education) and application forms. The facts indicated in the application form and the requirements for the available vacancy are compared. Afterwards, computer testing and a direct interview are carried out. If the candidate for the available seat is suitable, he is included in the staff. All described processes constitute one business process - “Planning of personnel”.

Another key business process of personnel management, which receives maximum attention, is “Personnel Development”. It consists of such subprocesses as: personnel training, retraining and advanced training, which is very important for production. This business process allows not only to raise the professional level of the employee, but also helps to adapt to the work process. This issue is dealt with by the personnel management service, which develops an individual career plan for the employee.

Personnel management in a small or large business is a must for every enterprise. Proper and efficient organization of personnel work allows you to streamline all processes in production.

When hiring or transferring an employee to another department, it is often necessary to organize timely provision of resources necessary to perform job duties.

What is important here is both the efficiency of provision of resources and the security issue that arises when distributing rights to various resources. Also important is the history of changes in the resources provided to the employee.

If you think about it, there are quite a lot of resources and they can be grouped according to certain criteria:

• The company's shared resources are the same for all employees (Example: domain account, Internet access account, DIRECTUM EDMS account, etc.)
• resources by type of position (Example: personal mailbox, certain network resources, access to websites, etc.)
• resources by department (Example: access to programs, databases, etc.)

These questions are “closed” by the “Employees” directory, slightly modified in connection with the task at hand.

Note that the directory records the date of connection and disconnection of the resource (in case the employee moves to another department or is fired), as well as the person responsible for the connection.

This is what the “Resources by Department” directory looks like:

And this is the “Resources by Position” directory:

Of course, to fill out the “Resources...” directories, you must first agree on a list of all resources by position and department and only after that proceed to filling out the directories.

And the “Employees” directory is filled out in the process of going through the standard route “Reception/Transfer/Dismissal of an employee.”

Adding entries to the directory is permitted only to the responsible employee and only after appropriate approval.

The “Fill ALL” button is active if there are no entries in the directory, this allows you to initially fill out resources based on the filled fields Job title And Subdivision, of course, if the corresponding fields are not empty, otherwise this filter is not processed. In order to fill out the tabular part of the “Employees” directory, there is an “Update” button.

How it works?

• After completing personnel documents, the HR manager enters data about him in the “Persons” and “Employees” directories in the DIRECTUM EDMS.
• Next, the “Employees” directory entry is sent as an attachment along the standard route “Admission/Transfer/Dismissal of an employee.”
• The next step is to open access to resources to responsible persons (technical department, accounting, business department)
• Familiarization with local regulations of the company.
• Making a decision to undergo a probationary period. 7 (seven) working days before the end of the employee’s probationary period, the head of the department in which he works receives a task for the completion of which, a decision is made on whether the employee will pass or fail the probationary period. (It is possible to specify a specific end date for the probationary period or to terminate the employee.)
• If necessary, it is possible to change access rights to resources.

Scheme of a typical route “Reception/Transfer/Dismissal of an employee.”

Let us illustrate the connection between the methodology of business processes and personnel management. To ensure successful operation, an enterprise must organize, train and manage the human resources available in at its disposal so that they implement the strategy and execute the business processes that shape the organization's activities. The main objectives of human resource management are:

Organizing the effective work of employees through the creation of an effective organizational structure, distribution of responsibilities and appointment of capable people to responsible positions.

Ensuring the required level of knowledge, skills and abilities through the selection and placement of employees with the necessary qualifications, as well as forecasting, in the face of constant changes, future demand for employees and the level of requirements placed on them.

Development of organizational culture through the definition and formation of values ​​and attitudes that form the basis of the organizational culture of the enterprise.

Managing the activities of employees and departments through leadership development, career motivation, business planning, goal setting and performance measurement.

Satisfying the interests and needs of the workforce, such as career advancement, achieving professional excellence and ensuring a decent standard of living.

Let us present the basic principles of organizing business processes in personnel management.

Senior managers develop strategy, goals and standards, and personnel development programs. Middle and junior managers implement key personnel development programs, train their personnel and manage their work, using techniques and tools developed as part of a unified enterprise management strategy. At the center of modern views on management is the problem of flexibility and adaptability (adaptation) to constant changes in the external environment, which often dictate the strategy and tactics of organizations. Adaptability is a form of development of an organization in which its functions are preserved by flexible adaptation to changes in the external and internal environment.

When building the structure of business management processes, the following fundamental principles are taken into account: problem orientation; reducing hierarchy to a minimum; temporary assignment of functions to teams (teams); high level of horizontal integration between employees; orientation of the culture of relationships towards cooperation, mutual awareness, self-discipline, development and self-organization. Providing a breadth of ideas and approaches to problem solving, the new principles require a revision of many traditional provisions in the field of labor organization, remuneration and evaluation. As a result of the creation of group forms in companies, the management apparatus at the top and middle levels is being reduced, qualifications, interest in the development of intra-company market and economic relations and initiative are increasing, and the responsibility of employees is increasing. Ultimately, this leads to an increase in their potential and impact, allowing managers to work as a single team and be more actively involved in the decision-making process.

The main reasons for the need to improve human resource management business processes are:

Lack of focus on specific markets or customers;

unclear responsibility of individual organizational units (employees, departments or divisions) for the results of their work;

a large number of ineffective management processes, mainly aimed at compliance with formalities and procedures, and not at the interests of clients;

Optimization and management of the structure of business processes.

The introduction of business process management practices requires organizational changes at various levels of enterprise management: the upper level of senior management, the middle level of middle managers and the lower level of ordinary employees of the enterprise.

In most cases, the initiative for change comes from the top. To successfully implement change, leaders at this level require a new leadership style. Having a strong leader will ensure that changes are carried through despite intra-organizational resistance. It is important that they set an example for other employees. Employees must see that all company leaders are actively involved in the change process from the beginning of a project until its completion.

In the context of the transition to business process management, methods of communication with enterprise employees become of utmost importance. In order for employees to truly embrace the changes taking place in the organization, it is necessary that senior management provide them with sufficient information about these changes. All the values ​​that will be introduced by management as a result of the changes must be conveyed to the consciousness of the enterprise's employees.

The greatest changes occur at the middle management level. As a result of eliminating redundant levels of management - the so-called “vertical compression” - the organizational structure of the organization becomes flatter. As process management becomes part of the work of new teams of employees, the number of management levels may be reduced in some large enterprises from 15 to 3. As a result, many middle managers lose power over their subordinates, and many of them lose their jobs.

The role of the middle manager is changing from monitoring and controlling to collaborating and supporting, helping teams resolve issues and creating space for people across the enterprise to work more flexibly and take on more responsibility.

Another negative change in the eyes of a mid-level manager is the “abolition of his career.” In a flatter hierarchical structure, the middle manager has nowhere to climb - the career ladder in the usual sense no longer exists. Simultaneously with the process of loss of power by middle managers, another process is taking place: ordinary employees of the enterprise receive greater powers and responsibilities. Developing cross-functional, diverse teams is a core aspect of implementing business process management, providing decision-making responsibility, autonomy and flexibility at every point in the business process where it is needed. The transition period, when change occurs, is perhaps the most difficult for employees of the enterprise. Since management does not want to take risks, usually during this period all employees do double work (carrying out old and new processes), and work becomes much more difficult. It is at this point that leaders must ensure that change continues to move forward.

Description of business processes for maintaining personnel records

The business model of a construction company includes the following business processes:

• 1 Employee movement management:
• 1.1 Hiring an employee:
• 1.1.1 Entering personal data;
• 1.1.2 Definition of department;
• 1.2 Change of employee status;
• 1.2.1 Transfer to another department;
• 1.2.2 Transfer to another position;
• 1.2.3 Transfer to another department;
• 1.2.4 Transfer to leave;
• 1.2.5 Dismissal;
• 1.3 Reporting.

The first-level business process “Activities of the HR department” (Fig. 1) is divided into several second-level business processes (Fig. 2).

Figure 1. First level of business processes

Figure 2. Second level business processes

Formation of requirements for system design

Target: it is required to develop an automated system with which it will be possible to carry out the main work on personnel records.

Criterion: the goal is considered achieved if the main incoming and outgoing documents of the HR department are generated using an automated system based on a database.

Basis of development: assignment for course design

Feasibility and economic feasibility.

This task is quite feasible to complete, because in many enterprises a similar system in the personnel department works successfully. Our enterprise is fundamentally no different from other similar enterprises.

The implementation of this system will allow:

• - increase labor productivity (tens and hundreds of times)
• - improve the quality and reliability of personnel records
• - move from accounting to analysis of enterprise personnel
• - put the company’s personnel records in order and in accordance with the laws.

Some tasks (especially reporting) can be completed in a few minutes. The number of user errors will be reduced due to the fact that control functions are assigned to the program. The validity of decisions made by management based on reports from the HR department will increase, as the reliability and completeness of personnel records will increase.

This system will allow you to move from simple personnel accounting to a higher level. It will be possible to analyze the movement of personnel in various aspects; based on the initial data, it will be easy to obtain the necessary management information.

Functions of the automated system that are automated:

• 1. Maintaining a database of employees;
• 2. Hiring new employees;
• 3. Dismissal of employees;
• 4. Personnel transfer;
• 5. Registration of vacations;
• 6. Registration of sick leave;
• 7. Maintaining staffing;
• 8. Information and reference services;
• 9. Reporting
• - before accounting;
• - before the Pension Fund;
• - before statistical authorities;
• - before management.

Choosing a development tool

The system will be developed on the basis of the object-oriented DBMS 1C: Enterprise 8.3, since this DBMS is capable of fully solving the assigned tasks and is affordable.

Functional requirements

Functional requirements are given in Table 1.

The table shows the requirements for the main entities of the system being developed, basic user functions for maintaining personnel records at the enterprise, and generating reporting documentation.

Table 1 - Functional requirements for development

	Requirement	Requirement details
	The “Employee Profile” directory must contain the specified values	Directory values: Full name of the employee; Identity document; Series and document number; Subdivision; Family status; Date of Birth; Education; Date of receipt; Reprimands; Phone number; Date of dismissal; Reason for dismissal; Employee status; Probation; Working conditions; Schedule.
	The attribute “Identity document” must be selected from the directory “Types of identity documents”	Directory values:
		Foreign passport of the Russian Federation
		Birth certificate
		Identity card
		Certificate of release
		Foreign passport MMF
		Military ID card
		Migration passport
		Diplomatic passport
		Foreign passport
		Certificate (refugees)
		Refugee ID
		Temporary identity card of a citizen of the Russian Federation
		Passport model 1997
		Other documents issued by the Ministry of Internal Affairs
	The Gender attribute must be selected from a list of possible values	Possible values:
	The “Division” attribute must be selected from the “Divisions” directory
	The “Marital status” attribute must be selected from the list of possible values	Possible values: Single; Divorced; Divorced;
	The “Position” attribute must be selected from the “Positions” directory
	The “Discharge” attribute must be selected from the “Digits” directory
	The Education attribute must be selected from a list of possible values	Possible values: Without education Primary School Lower secondary Average total Initial professional Secondary vocational Postgraduate
	The “Reprimands” attribute must be selected from the list of possible values	Possible values:
	The “Reason for dismissal” attribute must be selected from the “Grounds for dismissal” directory	Possible values:
	Disability care	Art. 33 Labor Code clause 2
	Committing theft at the place of work	Art. 33 Labor Code, clause 8
	Retirement	Art. 31 Labor Code
	Full-time study	Art. 31 Labor Code
	By staff reduction	Art. 33 Labor Code, clause 1
	By agreement of the parties	Art. 29 Labor Code, clause 1
	Leaving for military service	Art. 29 Labor Code, clause 3
	At the request of the trade union body	Art. 37 Labor Code
	For absenteeism	Art. 33 Labor Code, clause 4
	Caring for the disabled	Art. 32 Labor Code
	Child care up to 14 years old	Art. 32 Labor Code
	At your own request	Art. 31 Labor Code
	Showing up to work while intoxicated	Art. 33 Labor Code, clause 7
		Art. 29 Labor Code, clause 5
	End of work period	Art. 29 Labor Code, clause 2
	Inconsistency with the position held	Art. 33 Labor Code, clause 2
	Systematic failure to perform service oblig.	Art. 33 Labor Code, clause 3
	Unsatisfactory end of test deadline	Art. 23 Labor Code
	The “Employee Status” attribute must be selected from the list of possible values	Possible values: Works
	The “Probationary period” attribute must be selected from the list of possible values	Possible values: 1 month; 3 months; 6 months;
	The “Working conditions” attribute must be selected from the list of possible values	Possible values: Normal Heavy/harmful Particularly heavy/particularly harmful
	The “Work Schedule” attribute must be selected from the “Work Schedules” directory	Possible values: Timesheet 8 hours Timesheet 7 hours Timesheet 6 hours. Time sheet 4 hours.
	The “Positions” directory must contain the specified values	Directory values: Name;
	The directory “Types of identification documents” must contain the specified values	Directory values: Name;
	The “Divisions” directory must contain the specified values	Directory values: Name;
	The “Digits” directory must contain the specified values	Directory values: Name; Tariff rate
	The “Work Schedules” directory must contain the specified values	Directory values: Name; Opening hours
		Directory values: Name Directory data: General disease For child care For pregnancy and childbirth Work injury Trauma at home Injury on the way from/to work
	The directory “Types of sick leave” must contain the specified values	Directory values: Name of sick leave type
		Directory values: Name;
	The “Grounds for dismissal” directory must contain the specified values	Directory values: Name; Article of the Labor Code
	In the system being developed, the user creates a document: Hiring	Document structure: Date of receipt; Division - selected from the “Divisions” directory.
	In the system being developed, the user generates a document: Dismissal	Document structure: Full name of the employee - selected from the directory “Employee Profile”; Position - selected from the “Positions” directory; Date of dismissal; Grounds for dismissal - selected from the “Grounds for dismissal” directory.
	In the system being developed, the user creates a document: Employees on vacation	Document structure: Employee - selected from the “Employee Profile” directory; Position - selected from the “Positions” directory; Division - selected from the “Divisions” directory; Table part: Period C (beginning of the vacation period... - name of the precedent; - short description; - actors involved in the precedent; - the main flow of the precedent. Precedent: dismissal of an employee; Short description: hiring a new employee based on a submitted application, recording data about a dismissed employee of the enterprise Actors: HR employee Main thread: 1. The HR department employee opens the “Dismissal” table; 2. The HR department employee initiates the creation of a new entry in the “Dismissal” table; 3. The HR department employee enters the attributes of a new entry in the “Dismissal” table - data about the dismissed employee; 5. A new record appears in the table with data about the dismissed employee. 6. The employee’s status changes to “Dismissed” in the “Employee Profile” directory Precedent: employee movement; Short description: movement of an employee based on a submitted application, recording data on the employee’s movement Actors: HR employee Main thread: 1. The HR department employee opens the “Employee Movement” table; 2. The HR department employee initiates the creation of a new record in the “Employee Transfer” table; 3. The HR department employee enters the attributes of a new entry in the “Employee Transfer” table - data about the transferred employee; 4. The HR department employee records the entered attributes of the new entry; 5. A new record appears in the table with data about the transferred employee. 6. The employee’s data in the “Employee Questionnaire” directory is changed in accordance with the data entered in the “Employee Movement” table Precedent: vacation registration; Short description: registration of employee leave based on a submitted application, recording data on the employee’s registered leave Actors: HR employee Main thread: 1. An HR department employee opens the “Employees on Vacation” table; 2. The HR department employee initiates the creation of a new record in the “Employees on Vacation” table; 3. The HR department employee enters the attributes of a new table entry “Employees on Vacation” - data on the employee’s vacation in accordance with the submitted application; 4. The HR department employee records the entered attributes of the new entry; 5. A new record appears in the table with data about the employee’s vacation. 6. The employee’s status changes to “On vacation” in the “Employee Profile” directory Precedent: registration of sick leave; Short description: registration of an employee’s sick leave based on the sick leave data, recording data on the employee’s sick leave Actors: HR employee Main thread: 1. The HR department employee opens the “Sick Leave” table; 2. The HR department employee initiates the creation of a new entry in the “Sick Leave” table; 3. The HR department employee enters the attributes of a new entry in the “Sick Leave” table - data on the employee’s sick leave in accordance with the sick leave data; 4. The HR department employee records the entered attributes of the new entry; 5. A new record appears in the table with data about the employee’s sick leave. Precedent: maintaining staffing Short description: maintaining the staffing table, recording data on changes in the staffing table at the enterprise Actors: HR employee Main thread: 1. The HR department employee opens the “Staffing table” table; 2. An HR department employee initiates the creation of a new entry in the “Staffing table” table or adjusts an existing entry in the staffing table; 3. An employee of the HR department enters the attributes of a new entry in the “Staffing table” table or edits an existing entry in the staffing table; 4. An employee of the HR department records the changes made in the staffing table; 5. A new record about the company’s staffing table appears in the table or the details of an existing staffing table record are changed. Precedent: maintaining military records Short description: maintaining military records, recording data on changes in military records of personnel at the enterprise Actors: HR employee Main thread: 6. The HR department employee opens the “Military registration” table; 7. The HR department employee initiates the creation of a new entry in the “Military Records” table or adjusts an existing entry in the military records; 8. The HR department employee enters the attributes of a new entry in the “Military Records” table or edits an existing entry; 9. An employee of the personnel department records the changes made in military registration; 10. A new record about military registration at the enterprise appears in the table or the details of an existing record about military registration are changed. Precedent: maintaining responsible persons Short description: maintaining responsible persons, recording data on responsible persons at the enterprise Actors: HR employee Main thread: 1. The HR department employee opens the “Responsible Persons” table; 2. The HR department employee initiates the creation of a new entry in the “Responsible Persons” table or adjusts an existing entry in the specified table; 3. The HR department employee enters the attributes of a new entry in the “Responsible Persons” table or edits an existing entry in the specified table; 4. The HR department employee records the changes made in the table; 5. A new entry about the responsible person for the enterprise appears in the table or the details of an existing entry in the “Responsible Persons” table are changed.

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