Personnel policy. Attraction, selection, selection and hiring of personnel. Recruitment system: methods for selecting the best personnel Organization of recruitment work in the organization

In the modern world, not a single enterprise, not a single business, not a single business can do without human resources. The enterprise or organization itself is just a shell, which, in practice, cannot exist without human resources. And today, in order to earn money and at the same time have a positive image, being a brand you need to support the corporate spirit in every possible way, to be a team in the full sense of the word.

Not only the results of its activities, but also its existence depend on how the selection of personnel takes place, and how it will work in a company, firm, organization. That is why, when recruiting, no manager should forget that everything rests on human resources, whose work and time must be properly respected.

Recruitment is one of the most important activities.

Recruitment functions in HaloPolymer Kirovo-Chepetsk LLC are assigned to the recruitment manager. The purpose of personnel recruitment in HaloPolymer Kirovo-Chepetsk LLC is the timely provision of the enterprise with labor resources (personnel), in accordance with the required specialties and qualifications, in the required quantity to implement the Company's strategy. An indicator of the effectiveness of the process is 100% filling of vacancies by personnel that meets the requirements in a timely manner.

The main reasons for the emergence of a vacancy at HaloPolymer Kirovo-Chepetsk LLC include the following:

introduction of an additional unit in the staff list;

Dismissal of an employee

transfer of an employee to another position;

· maternity leave;

Recruitment of temporary employees.

Let's consider the main stages of the recruitment business process in HaloPolymer Kirovo-Chepetsk LLC. These include:

process preparation

search for candidates

· Recruitment

· decision-making.

Let's evaluate the effectiveness of the recruitment system in HaloPolymer Kirovo-Chepetsk LLC.

In 2013, 90 people were hired. During the interview, the question was necessarily asked about how they learned about the vacancy in order to have an idea about the sources of information and the calculation of their effectiveness. Consider in table 6 the effectiveness of the use of recruitment sources using the above methods.

Table 12 - Efficiency of recruitment sources for HaloPolymer Kirovo-Chepetsk LLC

Thus, the most effective source of selection of candidates is the selection of employees within the company. That is, first a competition is opened among the company's employees, and only then candidates "from outside" are considered. At the same time, not only employees who published ads participate in the competition, but also those whose experience meets the requirements of the open vacancy.

The rate of attracting employees through the company's Internet site is also high. This is also assessed as the recruitment of personnel who are aware of the activities of HaloPolymer Kirovo-Chepetsk LLC, and increases the significance and effectiveness of the personnel hired.

The company receives a large number of resumes based on the results of published advertisements in the press - 40%, however, the rate of acceptance of the offer among candidates is very low, since when finding out the details of the activities at HaloPolymer Kirovo-Chepetsk LLC, employees refuse to hire due to a mismatch in the qualifications declared.

If we compare the categories of employees, then most of them were working specialties - 64 people. Moreover, the source of information was either the recommendations of employees, or information in the press, and little information on the company's website. A less significant part of those hired are specialists - 26 people. For them, the source of information was publications on the Internet, the company's website and career advancement (recruitment within the company).

LLC "HaloPolymer Kirovo-Chepetsk" developed a competency model for positions in order to determine uniform requirements for the knowledge, skills, abilities and personal and business qualities of employees that affect the effective performance of work in society, significantly affect the implementation of strategic goals by the company and its competitiveness in the future.

The competency model was first introduced in 2007 with minor changes in subsequent years. It defines uniform requirements for employees working in various positions at HaloPolymer Kirovo-Chepetsk LLC, while taking into account the specifics and characteristics of a telecommunications company, as well as its corporate culture. Each branch of the company, including Kirovsky, has the same competency model.

The competency model is the basis for human resource management: the development of job descriptions and job requirements, employee assessment, personnel planning, recruitment and adaptation, training and development, personnel reserve management, non-material motivation. It is a practical management tool for managers and can be used to provide feedback, to form a training plan for employees of the company, to develop regulations on divisions and job descriptions of employees.

Based on the competency model, fundamental documents on human resource management are developed, called Orders:

Procedure "Monitoring of activities and development of job descriptions and requirements for the position";

The procedure "Selection of personnel";

Procedure "Assessment of competencies";

Procedure "Training and development of personnel";

Procedure "Formation and development of personnel reserve".

The competency model of HaloPolymer Kirovo-Chepetsk LLC is a document consisting of 191 pages and containing the structure and list of competencies, which defines and schematically describes typical sets of competencies and competency indicators corresponding to job levels.

The elements of the competence model of HaloPolymer Kirovo-Chepetsk LLC are:

Position levels;

Competences (corporate and special); name of competencies, their codes and definitions;

Behavioral indicators;

Functional blocks for determining the competence of "professionalism";

Typical competency models;

Scale for assessing the development of the indicator of competence;

Position profiles.

The competency model of HaloPolymer Kirovo-Chepetsk LLC was developed and intended for positions in the General Directorate, the regional branch and structural divisions (JV) of the company. Due to the fact that the model covers a fairly large volume of positions, it becomes necessary to structure them, for which it was decided to group positions by levels based on the following criteria:

Position position in the organizational structure;

The significance of the impact of work in this position and their quality on the final result;

- "the price of a mistake" in making a decision, its impact on the final result of the whole society or only in a narrow part of its activity;

The specifics of the work itself in terms of work situations (recurring familiar work situations or situations that require a new assessment and interpretation);

Type of action (strategic management of the whole society and all functions or performance of a specific type of work within one function).

The competency model highlights corporate and special competencies.

Corporate competencies - a set of knowledge, skills, abilities and personal and business qualities, reflecting the necessary standard of working behavior in society, which is the same for all positions. Special competencies - a set of specific knowledge, skills and personal and business qualities necessary for the effective performance of work at certain levels, or arising irregularly, or critically important for society.

For example, such a special competence as "strategic thinking" (C3) is not typical for all positions of the branch, but only for those that are characterized by strategic and tactical management of the company, respectively, for the levels of positions N-0 and N-1.

Rice. 3. - Types of competencies from the competency model of HaloPolymer Kirovo-Chepetsk LLC

For each position, there is an optimal level of development of each of the competencies, it is schematically represented as a profile of the position's competencies.

Position competency profile - the required standard for the level of development of competencies in a particular position. It is presented graphically in the form of a diagram and recorded in a special document - the Requirements for the position, which has the same meaning as the job description.

In order to determine the compliance of the employee with the position held, an assessment is carried out, as a result of which a profile of the employee's competencies is drawn up, which indicates the level of actual development of the employee's competencies.

Thus, the company has an effective competency model that contains all the main elements stated in the theoretical part. It imposes the same requirements on employees from different branches of the same company, thereby contributing to the targeted implementation of the company's strategic objectives. It fully covers all kinds of positions within the branch, ranking them and presenting different requirements for competencies for each level of positions. It combines previously disparate areas of work with personnel into a single mechanism.

During the analysis, the following shortcomings were identified in the recruitment process in the company HaloPolymer Kirovo-Chepetsk LLC:

1. Lack of a single standard for recruitment;

2. Position profiles have not been formed, which leads to the hiring of unsuitable employees and their subsequent dismissal at the initiative of the administration due to inconsistency with the position held;

3. The initial interview was organized inefficiently, since a list of optimal questions has not been developed.

4. The activity of the recruiter is inefficient, since only 70% pass the second interview, only 40% of candidates successfully pass the second interview, and about 10% of candidates who successfully pass all the tests refuse to work at the registration stage.

5. Due to inefficient recruitment, their adaptation lasts for several months, as a result, the company suffers significant economic damage due to the low labor productivity of hired workers.

NORTHWESTERN ACADEMY

PUBLIC SERVICE

GRADUATE WORK

Topic: "Formation and development of personnel"

Completed by: Timofeev K.V.

Scientific adviser: Danilov

Reviewer: Kitin E.A.

St. Petersburg

INTRODUCTION……………………………………………………………….3

CHAPTER 1. GENERAL PROVISIONS FOR FORMATION OF PERSONNEL

COMPOSITION…………………………………………………………..……5

5

1.2 Recruitment…………………………………………………… 6

1.3 Staff selection…………………………………………………… 11

1.4 Determination of wages……………………………………… 19

CHAPTER 2. WORKFORCE DEVELOPMENT…………………… 23

2.1 Some aspects of vocational guidance and adaptation in the team………………………………………………………………… 23

2.2 Staff training……………………………………………… 30

2.3 Performance evaluation………………………………… 37.

2.4 Leadership training…………………………………… 47

2.5 Promotion…………………………………………… 48

2.6 Factors affecting work with personnel…………………… 49

CHAPTER 3. FORMS AND METHODS OF IMPROVING QUALITY

WORKING LIFE………………………………………………………56

3.1 Issues of improving the quality of working life………………… 56

3.2 Issues of the company's need for innovation………………… 57

3.3 Issues of improving the organization of labor…………………59

CONCLUSION………………………………………………………… 62

REFERENCES……………………………………………… 64

INTRODUCTION

The problems of socio-economic transformations taking place in Russian society made it possible to understand and evaluate the tasks facing employees of the personnel services of enterprises. Without people, there is no organization. Without the right people, no organization can achieve its goals and survive. Undoubtedly, personnel management is one of the most important aspects of the theory and practice of management. Under the staff we will understand the totality of all human resources that the organization possesses. These are employees of the organization, partners, experts involved in the implementation of certain projects, research, etc.

Any organization is created to fulfill some goals and needs to be managed, and the achievement of the goals depends on how effectively it is managed. It is up to the manager to find the right methods for establishing links between the goals of the organization and the people who fulfill them. At the beginning of 2001, there were about 1 million registered small enterprises in Russia. Those. in the country, approximately 1 million people manage small and medium-sized businesses. Most of them have not been specifically trained in personnel management. In all this and in many other ways, the author sees the relevance of the topic of the work and the need to study this problem. Considering that personnel management includes several stages, such as:

1. Workforce planning: developing a plan to meet future human resource needs.

2. Recruitment: creating a pool of potential candidates for all positions.

3. Selection: evaluation of candidates for jobs and selection of the best from the reserve created during the recruitment.

4. Determining wages and benefits: Designing a wage and benefit structure to attract, hire and retain employees.

5. Career guidance and adaptation: the introduction of hired workers into the organization and its divisions, the development of employees' understanding of what the organization expects from them and what kind of work in it receives a well-deserved assessment.

6. Training: Designing programs to teach the job skills required to do the job effectively.

7. Assessment of labor activity: development of methods for assessing labor activity and bringing it to the attention of the employee.

8. Promotion, demotement, transfer, dismissal: development of methods for moving employees to positions of greater or lesser responsibility, developing their professional experience by moving to other positions or areas of work, as well as procedures for terminating an employment contract.

9. Leadership training, promotion management: development of programs aimed at developing the abilities and improving the efficiency of the work of managerial personnel. (2,11,15)

The author of this thesis project set a goal to explore and summarize all of these aspects, dividing them into sub-stages based on the need to take into account: a) the formation of personnel; b) development of labor resources; c) some methods of improving the quality of working life.

In the course of the study, it was supposed to analyze and generalize the practice of personnel services of St. Petersburg enterprises in stages, with the involvement of scientific, methodological and practical material. To achieve the goals of the study, the author attempted to solve the following problems:

Analysis and generalization of the position of the formation of the personnel potential of the enterprise;

Identification and research of problems of development of labor resources;

Consideration of issues related to the forms and methods of improving the quality of working life.

The work consists of an introduction, three chapters, thirteen paragraphs, a conclusion, a list of references.

CHAPTER 1. GENERAL PROVISIONS FOR THE FORMATION OF STAFF

1.1 HR planning

Personnel planning is defined as “the process of ensuring that an organization has the right number of qualified personnel hired in the right positions at the right time.” According to another definition, personnel planning is "a system for the selection of qualified personnel, using two types of sources - internal and external, with the aim of meeting the organization's needs for the required number of specialists in a specific time frame." Domestic specialists in the field of personnel planning use the following wording - "personnel planning - the directed activity of the organization to train personnel, ensure proportional and dynamic development of personnel, calculate its professionally qualified structure, determine the general and additional needs, and control its use."

In setting its organization's objectives, management must also determine the resources needed to achieve them. The need for funds, equipment and materials is quite obvious. Few leaders miss these moments when planning. The need for people also seems quite obvious. Unfortunately, human resources planning is often not done well or is not given the attention it deserves.

The workforce planning process includes three stages (Table 1.1.1):

1. Assessment of available resources.

2. Assessment of future needs.

3. Development of a program to meet future needs.

It is logical to start planning labor resources in an existing organization with an assessment of their availability. Management must determine how many people are involved in each activity required to achieve a specific goal. In addition, management must evaluate the quality of work of their employees.

Personnel planning
1. Assessment of available labor resources		2. Assessment of future needs		3. Development of a program for the development of labor resources

Tab. 1.1.1 Personnel planning.

The next stage of planning is forecasting the number of personnel required to achieve short-term and long-term goals. Naturally, with major organizational changes, such as the creation of a new plant, assessing the future need for labor is a complex and important task. In these cases, it is necessary to assess the external labor market and determine the labor force available on it. Having identified its future needs, management must develop a program to meet them. Needs are the goal, the program is the means to achieve it. The program should include a specific schedule and activities for attracting, hiring, training and promoting the people required to achieve the goals of the organization. In order to hire the right workers, it is necessary to know in detail what tasks they will perform during the work and what are the personal and social characteristics of these jobs. This knowledge is obtained through job content analysis, which is the cornerstone of workforce management. Without it, it is difficult to implement all other control functions. Comprehensive assessment of all specialties provides a sound basis for future hiring, selection, salary, performance appraisal and promotion decisions.

There are several methods for analyzing the content of a work. One of them is to observe the worker and formally define and record all the tasks and activities performed by him. Another method involves collecting such information through an interview with the employee or his immediate supervisor. This method may be less accurate due to the distortions introduced by the respondent's or interviewer's perceptions. The third method is that the worker is asked to complete a questionnaire or describe his job and the requirements for it. The information obtained from the analysis of the scope of work is the basis for most of the subsequent planning, recruitment activities. Based on it, a officialinstruction, which is a list of the main duties, required knowledge and skills, as well as the rights of the employee.

The work of personnel services of any enterprise is inevitably associated with the need to search and select personnel. The recruitment system is one of the central in the management structure of the entire organization. Since the economic performance and competitiveness of the enterprise ultimately depend on the human resource.

From the article you will learn:

But usually, after reviewing the resume, recruiters prefer to talk to the candidate at a personal meeting. Some steps may be omitted or additional screening measures added if necessary. But in general the system recruitment as follows:

1. Analysis of documents provided by candidates (diplomas, resumes, certificates, etc.).
2. Preliminary conversation (possibly by phone) to get acquainted with the applicant. At this stage, it turns out in more detail about the education, experience of a specialist, an initial idea of ​​\u200b\u200bhis communication skills is drawn up.
3. Completing the application form by the applicant. As a rule, the questionnaire contains questions of a personal nature: date and place of birth, address of residence, marital status, education, etc. It makes sense to include questions about previous places of work, hobbies. It also often determines the level of self-esteem, attitude to crisis situations, etc.
4. Checking recommendations. At this stage, the veracity of the information provided by the candidate is clarified and additional information is collected, mainly about the previous place of work. However, when making inquiries about the applicant from his previous manager or former colleagues, it is worth remembering the possible bias of their assessments.
5. The interview is the main interview of the applicant. It can be carried out in written or oral form, be structured and formalized.
6. Testing is the most significant stage of testing a candidate. It can be psychological, intellectual, psychophysiological, professional. Depending on the vacancy, a special testing program is being developed. Testing is often done as part of a group, but in rare cases it can be done individually. The test can be carried out in one day or several - with breaks.
7. Analysis of the results obtained during the tests.
8. Making a decision on the suitability of the applicant for the vacancy and presenting it to the manager. In the event of a positive decision on hiring, the candidate is informed of the list of documents required for execution under the Labor Code, and the date of conclusion of the employment contract is agreed upon.
9. Conclusion of an employment contract and execution of necessary documents.

The best result in determining the required candidate is achieved, as a rule, when the selection methods are interconnected and represent an integrated system. The most reliable results of the evaluation of candidates can be achieved if applicants are tested in conditions as close as possible to the working ones.

As evaluation methods, in addition to testing, you can use:

Interview, interview of a HR manager or an employer with a job seeker. It is desirable for him to pre-develop and compile a questionnaire to determine the desired qualities of the applicant.

The matrix method is a summary assessment according to a specially developed matrix table, which lists all candidates for one position and provides a list of necessary personal and business qualities. Against each applicant, the expert puts an assessment according to one or another criterion. The candidate with the highest score is selected for the position.

The method of evaluation centers is used for the selection of middle and senior managers. With its help, you can identify the managerial abilities of the candidate. The subject is offered exercises or tests, and the answers evaluate the correctness of the choice and the adequacy of his decisions.

In conclusion, it should be emphasized that when selecting personnel in the management system, it is important for a recruiter to give an objective assessment of the qualities of applicants, to indicate how they meet the requirements for them. It is easier to make the right decision when choosing the right candidate for that manager who, on the one hand, has an ideal model of requirements for a certain position, and on the other hand, well-compiled characteristics of applicants in accordance with it.

Download blank form >>>
Download completed sample >>>

• What is recruiting.
• Why is recruitment so important for a company?
• What does the recruitment system include?
• What are the recruitment methods.
• What recruiting methods are relevant today.
• How the organization of the recruitment system depends on the specifics of the company.

Recruitment(recruiting) is a business process involving the search and identification of suitable candidates for vacant positions. This work is one of the main tasks HR managers and recruiters. In addition, recruitment agencies and specialized portals can take on these functions.

Why companies need a recruitment system

Personnel is one of the most important resources of the company and an effective tool competition. A properly selected team, as well as competent and productive employees, can make a company a leader in its market, increase its profitability and create a positive image of the employer among staff and customers.

In this case, the wrong choice of candidates can lead to staff turnover decrease in performance of departments and the company as a whole. The business reputation of the company, the quality of its goods and services can also suffer from mistakes in recruiting.

12 Common Recruiting Mistakes

The editors of the magazine "CEO" prepared the top 12 mistakes that managers make in the recruitment process, and made an action plan to retain valuable talent.

What does the recruitment process include?

The recruitment system is a set of recruiting activities, which includes several stages:

• General analysis of the company's staffing and staffing needs. Based on this data, HR specialists form a vacancy plan, which, in turn, must comply with the company's strategic plans.
• Candidate search planning. At this stage, recruiters must determine the main criteria for the selection of specialists, prepare and agree on the requirements for candidates and the terms and conditions for recruiting applicants, as well as select channels for searching and attracting employees.
• The choice of methods for assessing and selecting personnel. What can be the methods of selection of employees, read below.
• Implementation of the recruiting process. At this stage, HR managers post information about vacancies, conduct an initial selection of candidates based on resumes, interview and test candidates, collect the necessary recommendations about employees, and organize a final interview with the vacancy customer.
• Conclusion of an employment contract and adaptation support of the new employee.

Recruitment methods and their principles

The recruiting methods chosen by the company may differ depending on the specific vacancy and the requirements of the employer. In the HR services market, methods have been used for a long time that have proven their effectiveness through many years of practice and high results. We will consider the most famous recruitment methods.

Tests to help identify the best employees

The editors of the magazine "General Director" has developed 3 tests for you, with the help of which you will find the best employees in the company's staff. 8 out of 10 candidates who successfully pass these tests save companies up to 10% of the budget by the end of the year.

Internal recruitment

With this approach, an internal reserve of personnel is used. If an organization decides enter a new position or expand its operations, its management shifts its focus to full-time employees. This campaign does not require additional funding and makes the transition more psychologically comfortable for the employee. However, HR services in such cases are often limited in choice. In addition, this method does not contribute to the influx of fresh forces into the company.

Preliminary

Preliminaring (preliminaring) method, when an organization selects new personnel, involving internship and work of pupils and students of educational institutions. As a result, the employer gets the opportunity to form a staff of young professionals “for themselves”. University graduates master the intricacies of the work of a particular enterprise in a particular position, it is easier to adapt to the corporate culture and rules of the company.

Candidate Assessment Methods

The most common methods for assessing the professional and personal qualities of candidates are traditional interviews, professional and psychological tests, detailed recommendations from previous jobs and an assessment center for top specialists.

Traditional Interviews

Interviews with a clear structure allow you to assess the professional qualities of the interlocutor, find out his character and evaluate the communication skills of the applicant. One of the main disadvantages of this approach is its low reliability: often candidates who are not suitable for the position but know how to present themselves are often interviewed.

Professional and psychological tests

When using professional tests, it should be borne in mind that they must be developed for each specific position. It is noticeably easier to prepare a task for programmers and designers, it is more difficult to assess the professional level of marketers and sales managers.

Psychological tests help predict the candidate's behavior based on his psychological portrait. In such cases, both intellectual development in general and the verbal or analytical abilities of a person can be assessed.

Assessment Center

This method is the most qualitative and expensive for customer. Often, third-party consultants and specialists from recruitment agencies are involved in such work, while several HR managers work with groups of tested applicants at once. All these conditions minimize the opportunities for fraud on the part of candidates.

Non-standard methods for evaluating candidates

Much less often, HR specialists use methods such as diagnosing an applicant using information technology, assessing by voice, photo, behavior in an informal setting, medical examination results, and even by handwriting and zodiac sign.

Current recruitment methods

Modern Interview Techniques

The main types of interviews are:

• case interview evaluates the communication skills and intelligence of the employee; ;
• projective interview reveals the applicant's individual perception of a specific task and ways to solve it;
• structured interview classic interview in the form of "question-answer";
• provocative interview the employer refuses the candidate to work and evaluates his further behavior;
• brainteaser-interview solving a difficult logical problem;
• stress interview is conducted in uncomfortable conditions for the applicant and involves answers to unexpected, provocative questions of the interviewer.

Search for personnel through social networks

New opportunities for recruiters are opened up by working with online communities and social networks. Find the right employee companies can apply for the desired vacancy in the social networks Facebook, Linkedln.com, Professionali.ru, Odnoklassniki, VKontakte. To do this, the employer can post a vacancy announcement in his personal account or thematic group, or try to find the accounts of potential employees in social networks directly.

Recruiting automation

An important role in the development of recruiting systems continues to be played by information technologies and services that help to select employees correctly. According to analysts, in 2018 the global recruiting software market will grow to $ 2 billion.

Today, HR managers are assisted by artificial intelligence technologies, chat bots, platforms for automating and optimizing the recruitment process, services for conducting video interviews, online games to test intelligence, and ERP systems that solve several tasks at once. management, as well as special mobile applications.

Remote recruitment of personnel

One of the topical areas of recruitment is the remote method of searching and hiring employees in companies. If earlier HR services remotely searched mainly for programmers, designers, journalists and accountants, today this method is suitable for any field.

The main advantages of remote recruitment:

• a candidate who lives almost anywhere in the world can be selected to work in the company;
• saving time for interviews;
• recruiters can simultaneously organize interviews for several branches located at a distance from each other.

How the organization of the recruitment system depends on the specifics of the company

The choice of recruiting methods depends on the scope of the company and other features of the business.

External search for candidates can be divided into 3 large areas according to the level of positions for search:

• mass selection (workers and low-skilled specialists);
• search for line specialists (middle managers, highly qualified specialists and managers);
• exclusive search (senior managers).

Mass recruiting is often used in hypermarkets, supermarkets, large warehouse companies and for professions that do not require special knowledge. Such companies are in search of sellers, cashiers, security guards, movers, handymen. This is where screening technology comes into play. This is an approach in which for the selection of workers it is enough only to study summary and conduct an interview by phone.

The selection of line specialists and middle managers involves choosing between a variety of candidates whose level of education is approximately equal. In this case, the HR manager must make a "screening" to select the most suitable specialists. Screening criteria may include age, experience, qualification, character traits and other parameters that are important to the employer. In order to correctly assess all the requirements of the customer, the recruiter must study the specifics of the profession for the ordered vacancy.

The third and most difficult area of ​​recruitment is an exclusive search. This method is used when a company is looking for a specialist in a rare profession or a high-class manager.

The pinnacle of headhunting recruiting. In this case, the customer asks HR specialists to lure a specific person from competitor.

Expert opinion

Daria Smirnova,
Leading Consultant for Recruitment of A.N.T Group of Companies

Modern recruiting trends that HR professionals need to know

One of the most current trends in the selection of a person is the departure from traditional search on specialized portals. Today, many sites, even quite reputable ones, almost completely duplicate the resumes of their competitors. Other portals remain in demand only due to the large database of profiles, but even these profiles are often out of date. This is when a specialist updated his resume a couple of years ago, and the company finds it only now. Today, completely different search methods are coming to the fore - social networks, personal recommendations, forums, digital tools - everything that valuable specialists live on a daily basis and where they can be caught in a “natural state”.

Another important trend is speed. Modern recruiting is becoming much faster, and the customer expects results from recruiters within the first week. Our agency, of course, even today regularly posts vacancies online to announce itself, to talk about vacancies, but we are increasingly trying to stay ahead of events and start the search first.

The competitive environment of the market also dictates its conditions. Recruiting agencies need to work harder on themselves. We become even more communicative, open, immersed in the specifics of the customer's business and the trends of the market in which he operates.

Another important trend in recruitment is the blurring of the concept of "position". Many specialists now have more opportunities to combine several tasks at once, which previously could only be solved with two positions in the company, and employers themselves are gradually moving to a team game, replacing outdated clumsy structures.

These conditions, in turn, complicate the work of the recruiter, since he is now presented not only with a set of requirements for the applicant, but also with a set of tasks that the employee must solve. As a result, the concept of “position profile” may often not work.

Irina Andrianova,
HR Director of the pharmaceutical company "AVVA RUS"

Key challenges faced by HR departments

One of the problems that HR departments face when recruiting is the “preparedness” of applicants. Now many candidates, ranging from specialists and middle managers, can be assisted by "advisers". More often, these are just experienced interviewers who have nothing to do with the HR market. They spoil everything. Such "assistants" compose resumes for candidates and prepare them for the "correct" answers. An experienced recruiter will immediately see that the applicant has been worked on.

The second problem in recruitment can be called a shortage of working specialties, which is associated with the low level of training of such workers since the late 1990s. This, in turn, led to a decline in the prestige of labor specialties and a shortage of skilled workers.

The third problem is fake diplomas. Not all companies can afford to maintain a security service that will detect fraud. And not every recruiter is able to identify such a “specialist”. This mistake is not immediately clear. But the more time passes, the higher its price becomes.

In addition, HR managers often face the problem of inadequate perception of recruiting staff. For most candidates, this is a “girl recruiter” who does not understand the profession. Sometimes even valuable candidates for the employer cannot get rid of these clichés during the interview and reveal their skills and knowledge to the fullest.

Conclusion

The recruitment system at the enterprise must comply with the basic principles and rules work of HR services. Recruiting in a company should take into account the specifics of the organization's activities and modern market requirements for such business processes.

The experience and qualifications of the company's HR managers play an important role in recruitment. However, it is impossible to build an effective work of the personnel department without clear goals set by the employer for the contractor.

People management is the basis of effective management of any organization. Personnel policy is necessary for the organization, knowledge of the principles and methods of personnel management and the ability to use them in practice are the key to the survival and development of the enterprise.

Personnel work is currently understood as the unity of two main measures:

• ? providing all departments of the organization with the necessary and high-quality workforce;
• ? ensuring the motivation of employees to achieve high results of labor activity.

People are the engine of any organization, and recruiting mistakes - especially when it comes to selecting candidates for leadership positions - are too costly. The losses incurred by enterprises from accidents, injuries and marriage as a result of the fact that mistakes were made in the selection of new employees are only part of the costs that organizations have to bear. Miscalculations in recruitment and selection of new employees often cost dearly. So, poorly organized recruitment can lead to high staff turnover, poor morale and psychological climate (conflicts, squabbles, negligence in the task assigned, etc.), low labor and executive discipline (poor quality of work, low efficiency in the use of working time , failure to comply with the orders of the leadership and even sabotage).

Personnel management began to develop into a strategic function of the organization's management, retaining, however, the classic tools for working with personnel: quantitative and qualitative personnel planning; attracting labor force; training; personnel control, etc.

To attract, select and evaluate the personnel necessary for the enterprise, it is advisable to carry out the following activities:

• - optimize the ratio of internal (within the enterprise) and external (recruitment of new employees) recruitment of personnel;
• - develop criteria for personnel selection;
• - allocate new employees to jobs.

After that, the process of search, selection and selection of personnel begins, which is divided into several stages:

First stage- detailing the requirements for the workplace and for the candidate for its replacement.

Second stage- Recruitment of candidates wishing to fill a vacant position.

Third stage - selection of the necessary personnel.

Fourth stage - employment of persons who have passed the stage of selection and conclusion of an employment contract.

The personnel of the enterprise can be replenished at the expense of external and internal sources. Replenishment of personnel from external sources provides for the attraction of candidates for vacant positions from outside, i.e. attracting new employees who were not previously associated with labor relations with this enterprise. The use of internal sources to address personnel issues involves the rotation of employees of this enterprise. Each of these sources has its own advantages and disadvantages.

Attracting personnel from outside begins with the announcement of the admission of workers through the media. When solving personnel problems at the expense of internal sources, an advertisement is also given for hiring in the internal media.

Source	Advantages	Flaws
Interior	The employee already has a certain reputation and values ​​it	Using only this source can lead to stagnation in the organization, i.e. to the lack of new ideas and methods of work
The capabilities of the employee are known to the administration	Deterioration of attitude towards the employee from his former colleagues
Promotion of an employee can be a good example for his colleagues and encourage them to increase their business activity.	Accumulation of complex interpersonal relationships that worsens the psychological climate
Secondary adaptation is usually faster and easier than primary adaptation.
	Selection from a large number of candidates	Long period of adaptation
New employees bring new ideas and ways of working, which enriches the organization	Deterioration of the moral climate in the team due to the "grievances" of veterans
Less threat of intrigue within the enterprise	Opportunities for new hires are not exactly known

The ad states a request to write a resume and submit it to the employer. A resume is information about an employee that is submitted to an employer. The summary must meet certain requirements: the summary must be concise, but at the same time as informative as possible, it should not contain long sentences, passive forms. In addition, it is possible to use the reserve of personnel for promotion, as well as intracompany combination of positions.

At each stage of the selection, some applicants may be excluded from further participation in the competition due to non-compliance with certain requirements or voluntary refusal from the procedures for further participation in the competition. Based on the analysis, the most suitable candidate for the vacant position (workplace) is selected, the final decision on hiring him is made and all necessary documents (contract, order, etc.) are drawn up. Recruitment is the final phase of its search and selection.

Professional selection and recruitment are essential components of personnel management. Recruitment involves a series of actions taken by an organization to attract candidates for vacant jobs. When selecting and hiring employees, the main task is to staff the staff with applicants whose business, moral, psychological and other qualities could contribute to the achievement of the organization's goals. Recruitment is a single complex and should be supported by scientific, methodological, organizational, personnel, material and technical and software.

Selection- part of the recruitment process associated with the selection of one or more candidates for a vacant position among the total number of people applying for this position.

Recruitment and selection of personnel is traditionally seen as a function of personnel services. However, an effective personnel selection process always requires the participation of the heads of those departments in which new employees are selected. This presupposes that managers know the basic principles and procedures used in the selection of personnel, and possess the necessary skills for this. This is especially true for small organizations, where recruitment is carried out mainly by the first head or heads of departments. The quality of human resources, their contribution to the achievement of the organization's goals and the quality of the products or services provided largely depend on how effectively the work on personnel selection is set.

The selection of personnel must be linked to all other functions of personnel management, so as not to turn into a function that is carried out for its own sake to the detriment of other forms of work with personnel.

The main prerequisites that determine the effectiveness of the selection, selection and recruitment of personnel are:

• - a clear formulation of the goals facing the organization (subdivision);
• - development of an effective organizational management structure that would ensure a high level of interaction between different departments, contributing to the achievement of these goals;
• - Interested attitude of management to the problem of personnel planning, which is the link between the goals of the organization and the organizational structure of management.

Human resources planning is the foundation of the personnel policy, providing an approach to the selection and selection of personnel that is clearly linked to the goals and strategy of the company. Personnel planning provides information about the needs of the organization (enterprise) in the labor force and the availability of vacancies.

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

In the process of hiring, the final clarification of the upcoming relationship between the employer and the employee takes place. It involves strict observance of the laws of the Russian Federation, decrees of the Government of the Russian Federation, departmental and other acts relating to labor relations. In addition, it should be borne in mind that enterprises and organizations of various forms of ownership operate in market conditions and that the status of an employee in them may be different. He can be a shareholder of the company and at the same time work here, i.e. be either a working owner or an employee.

Hiring of personnel is formalized in accordance with the Labor Code of the Russian Federation, which provides for the conclusion of an employment contract.

An employment contract is an agreement between an employer and an employee, according to which the employer undertakes to provide working conditions, pay wages in a timely manner and in full, and the employee undertakes to personally perform the labor function determined by this agreement, to comply with the internal regulations in force in the organization.

Employment contracts in accordance with Article 58 of the Labor Code of the Russian Federation can be concluded: for an indefinite period and for a fixed period of not more than five years (fixed-term employment contract).

Each organization, in order to establish its own labor regime, clearly regulate the relationship between the employee and the employer, improve its image in the labor market, develops internal labor regulations with the following sections:

• - general provisions;
• - the procedure for hiring and dismissing employees;
• - rights and obligations of the employer and employees;
• - working time and rest time;
• - rewards for success in work;
• - disciplinary sanctions for violations of labor discipline;
• - responsibility of the employer and employees, etc.

The final stage of registration of relations is the signing of an employment agreement (contract) and the issuance of an order (disposition) for the persons who signed the employment agreement (contract).

New employees hired (or employees of the enterprise transferred to positions) are going through a period of adaptation. At the same time, labor and social adaptation are distinguished. In the process of labor adaptation, the employee learns the specifics of work at a given enterprise (or position), and in the course of social adaptation, a new employee declares himself as a person and takes his place in the system of informal groups operating here. The problem of adaptation is one of the main problems in personnel management.