Basic purpose selection and placement of personnel is the timely and high-quality replacement of vacant positions in the private security units (VO).

The organization of this work includes three main elements:

planning of the need for personnel;

selection of citizens for service (work);

Formation of a reserve of leading personnel.

For service (work) in private security units are accepted in voluntary okay citizens RF regardless of nationality, gender, social origin, attitude to religion and membership in public associations.

Persons accepted for service in positions of rank and file and commanding staff must satisfy the following requirements:

age - not younger than 18 and not older than 35 years;

· able to fulfill their business, personal and moral qualities, education (not below average) job responsibilities;

Have not had or do not have a criminal record;

· have not been recognized (by a court decision that has entered into force) as incapable or with limited capacity.

Employees and employees of VO units can be citizens of the Russian Federation who have reached the age of 18, fit for health reasons and business qualities to perform official duties. Citizen can not be hired if:

recognition of him as incapable or partially capable by a court decision that has entered into legal force;

the presence of a confirmed conclusion medical organization disease that prevents them from performing their official duties;

Deprivation of his right to hold office public service, in organs local government or engage in security activities by a court verdict that has entered into force;

the presence of an unexpunged or outstanding criminal record;

Lack of registration at the place of residence.

For a citizen entering the service of the internal affairs bodies, a personal guarantee is issued, which consists in a written obligation of an employee of the internal affairs bodies with at least three years of service that he vouches for the observance by the specified citizen of the restrictions and prohibitions established for employees this Federal Law and other federal laws. The order and categories of positions, upon appointment to which a personal guarantee is issued, are determined by the federal executive body in the field of internal affairs.

The main areas of activity for the selection of candidates are:

Informing the population about the procedure for admission to the service (work) in the internal affairs bodies and the conditions of service (work);

Vocational orientation activities with the population on issues of service (work) in the internal affairs bodies;

Direct search for candidates;

Initial explanatory interviews (consultations) with the candidate.

The selection of citizens is carried out in four stage: identifying candidates; study of candidates; screening candidates; evaluation of the results and decision-making on the admission of candidates for the service (work).

Candidate Identification. The main areas of activity for identifying candidates are:

1) informing the population about the procedure for admission and conditions of service (work). It is carried out, as a rule, on the basis of special targeted programs that bear complex character, using radio, television, periodicals. Their development and implementation are carried out by employees of the personnel apparatus with the participation of interested structural divisions of the HE;

2) holding professional orientation events with certain groups of the population on issues of service (work) in the subdivisions of VO. They are held with students, military personnel, members of youth organizations and sports societies, employees of enterprises (institutions, organizations);

3) direct search for candidates. It provides:

Purposeful work on the selection of candidates in educational institutions of secondary and higher vocational education, military units and military commissariats, labor collectives, employment centers;

Publication of announcements of job vacancies in a specific VO subdivision, sending inquiries to educational institutions secondary and higher professional education, to youth and sports organizations (societies), to the command of military units regarding candidates for filling vacant positions in military units;

4) initial explanatory and familiarization interviews (consultations) with the candidate.

Candidate Study. It is carried out in two stages: preliminary study; study in the process of medical examination, psychodiagnostic examination, passing standards for physical training.

A preliminary study of a candidate for a service (job) is carried out by the head structural unit The in which the candidate is supposed to be used. In the process of preliminary study of the personality of the candidate, the state of his health, the compliance of his education and special training with the requirements for the position for which he is accepted, business, personal and moral qualities are ascertained.

Based on the results of the preliminary study, the head of the structural unit draws up a certificate on the results of the study of the candidate and sends it to the head who has the right to appoint him to the position. The latter examines the received documents and transfers them to the appropriate personnel department for carrying out special check candidate and referral to military medical commission(VVK) to determine the suitability for service in the Department of Internal Affairs.

The head of the personnel apparatus, having received an instruction from the head, who has the right to be appointed to the position, to continue studying the candidate (the possibility of hiring), sends him for a medical examination of the VVK, a psychodiagnostic examination in the centers of psychological diagnostics (CPD), organizes the delivery of standards for physical training, conducts verification of operating accounts. It should be noted that the conclusion of the JRC on the advisability of using the candidate in the proposed position is advisory in nature. If candidates in the past have suicidal behavior (suicide attempts), a tendency to conflict forms of resolving disputes, the presence of pronounced manifestations of negative character traits, as well as the presence of close relatives suffering from neuropsychiatric diseases, alcoholism or drug addiction, these information are reflected in the conclusions VVK and TsPD. This category belongs to the high-risk group and the issue of their employment is considered after they have passed a mandatory probationary period and repeated psychodiagnostic examination.

Checking candidates for operational records and place of residence. It aims to clarify the episodes of the candidate's biography, the qualities of his personality, environment and connections, the presence of which limits the degree of his suitability for service or prevents him from being hired. The verification is carried out by using the operational capabilities of the Internal Affairs Directorate, counterintelligence agencies of the Russian Federation. For persons hired for service (work) in VO units, four kinds checks: full, incomplete, local and additional.

Complete Persons subject to verification:

· recruited for service in positions of private and commanding staff, including for study at professional educational institutions of the Ministry of Internal Affairs of Russia;

· recruited for positions providing for registration of access to state secrets according to the first and second forms of admission.

incomplete Persons hired by the Internal Affairs Department as workers and employees in positions not related to access to secret works and documents are subject to verification.

local subject to verification are persons hired to positions of state civil servants and workers whose activities are not related to access to secret documents and work in the apparatus of security departments (departments) at the internal affairs department of the constituent entities of the Federation.

The list of activities carried out for the specified types of checks is given in Table 1.

Examination operational accounting bodies of counterintelligence of the Russian Federation is carried out in relation to persons who, in the event of admission (movement) to the service (work), will be admitted to information constituting a state secret, participation in operational-search activities or materials obtained as a result of their implementation, assistance in the preparation and conduct operational-search activities, the issuance of permits for private detective and security activities or work related to the protection of important state facilities, valuable cargo, the operation of facilities that pose an increased environmental hazard.

For persons transferred to the reserve from the Armed Forces (if no more than one year has passed since the moment of dismissal), motivated requests are sent to the departments and departments of military counterintelligence that promptly serve the military units where they served (are serving).

Table 1

Examination at the place of residence carried out in relation to the candidate himself by the local police department. The audit materials reflect information about his lifestyle, behavior at home, connections, relationships in the family and with others, character traits, inclinations, interests, reviews of the candidate by his relatives, neighbors, other persons, etc. IN without fail in the check at the place of residence, information is recorded on bringing the candidate to administrative responsibility, delivery to a medical sobering-up station. If the person being checked lives in the given area for less than a year, then the specified check is also carried out at the former place of residence.

All data obtained as a result of the verification must be carefully considered, compared and verified with the questionnaire, curriculum vitae and certificate of preliminary study of the candidate. If there are discrepancies, the data is clarified.

Additional verification of the candidate is carried out, if necessary, due to newly discovered circumstances related to the biography of the candidate (employee), as well as in the case of recruitment of persons who previously served in the internal affairs bodies, in other law enforcement agencies. The results of the additional check are reflected in the conclusion and attached to the main materials of the check.

Upon completion of the study and verification of the candidate, the staff of the personnel apparatus draw up a conclusion on his admission to the service, in which the possibility of admission (or refusal to accept) is justified in a motivated manner. The conclusion on the possibility of accepting a candidate for service contains a proposal for appointment to a position or an intern by position.

Making a decision on the admission of a candidate for service. Recruitment of citizens to the positions of ordinary and commanding staff of military units is carried out:

by concluding individual contracts;

by competition;

through appointment.

The decision to accept a candidate for service (work) in a VO subdivision is made by the head who has the right to appoint him to the position. It is drawn up by an order for admission to the service (work) indicating the position to which the candidate is appointed. When a candidate is appointed as an intern by position, the order indicates the duration of the probationary period, and the mentor is determined.

The order for admission to the service, appointment to the position is signed:

For persons of middle and senior commanding staff - by the head of the department (department) of the VO at the Department of Internal Affairs of the subject of the Federation;

· for workers and persons of ordinary, junior commanding staff - by the head of the corresponding division of the VO.

This order is announced to the citizen against receipt no later than three days from the date of its receipt by the unit.

If a candidate cannot currently be appointed to a position or an intern according to a position for reasons that do not prevent admission to the service, then he is included in the reserve. At the same time, the head of the internal affairs department may register him as a freelance police officer in the manner prescribed by the Temporary Instructions for organizing the work of freelance police officers. The materials of the study of this candidate are stored in the personnel apparatus along with the materials of the verification and are considered valid for six months.

The results of work on the selection of personnel for service in the Department of Internal Affairs are reflected in annual reports. The results of this work and ways to improve it are discussed annually at operational meetings.

Leadership reserve is a group of promising employees formed in accordance with the established procedure for their targeted training and subsequent promotion to managerial positions.

Main tasks formation of the reserve and work with it are:

1) streamlining the mechanism for planning the promotion of employees in the service (career);

2) improving the efficiency of training of management personnel;

3) timely filling of vacant positions with the most qualified employees;

4) strengthening and stabilization of leading personnel, ensuring their succession;

5) strengthening the democratic principles of solving personnel issues in the police department.

At selection candidates for enrollment in the reserve are taken into account:

the results of operational activities, personal and business qualities employee

The age of the employee (taking into account the maximum special rank for the intended position);

Compliance of the employee's education with the specialties provided for the position proposed for replacement;

· work experience in the proposed type of activity;

knowledge of normative legal acts regulating the activities of VO subdivisions;

his state of health.

The number of employees considered for enrollment and enrolled (with the consent of the employee) in the personnel reserve for the relevant position is not limited. An employee may be in the talent pool to fill several positions.

Responsibility for the formation of the reserve, along with the staff of the personnel apparatus, is borne directly by the managers, who have the right to appoint employees to the appropriate positions.

Managers must possess certain skills and techniques that allow them to correctly judge candidates for a particular position. Each experienced leader in the process of work has developed his own "secrets", techniques, which, however, often take into account only the interests of the structural unit, department and are not always combined with the interests of private security as a whole. Some managers are reluctant to "outsource" grown, mature employees for more responsible work and keep them in their former positions, and less capable employees fall into vacant positions in the leadership. There are also managers who are more willing to nominate employees from their department instead of inviting them to vacancy a more capable person from another unit.

An order is issued on the enrollment of employees in the reserve for promotion. The term of stay of an employee in the reserve should not exceed three years.

Comprehensive work with the personnel reserve for promotion, control over this work should be the focus of attention of the head of the VO unit, to which it is planned to transfer employees enrolled in the reserve. These managers, together with the personnel apparatus, make up individual training programs employees.

An individual program is drawn up for the entire period of an employee's stay in the reserve, taking into account his theoretical and practical preparedness (Table 2).

Main forms of control work with the personnel reserve are:

hearing at the operational meeting of the heads and employees of the personnel apparatus on the progress of the formation of the reserve and work with it, including the implementation by the employees enrolled in the reserve of their individual training programs;

· an annual written report of the employee, submitted to the relevant supervisor, and, if necessary, hearing at the operational meeting on the implementation of the individual training program.

Recruitment, selection and recruitment

One of the most pressing problems of any company is the problem of recruitment: where to find adequate candidates with the right qualifications, experience and responsible attitude to work? Employees personnel service and the manager are jointly engaged in the search for candidates for vacant position. Recruitment and search of personnel, as a rule, is always on the agenda of any manager. Proper organization The process of selecting candidates can not only provide your business with the necessary personnel, but also increase efficiency, as well as reduce personnel costs. After all, one should always remember a simple truth - mistakes in the selection of employees ultimately cost both the company and the candidate dearly.

Free catalog of policies and procedures for the selection, recruitment and recruitment of personnel

Recruitment in the organization

Professional staff is the main resource of the company, necessary for its prosperity. No matter how strange it may sound, but everything is decided not by money, not by technology, not by resources, but by people. The prosperity of your business depends on the quality of your human capital. Modern recruitment methods are the backbone of your HR management system. The corporate culture, the level of productivity, and the degree of creativity depend on who and where you recruit. Companies don't have great ideas, the people who work in the company have great ideas.

What is the difference between recruitment and recruitment?

When a position is open in a company, it can be filled by both internal and external candidates. This process is called recruitment. Recruitment is aimed at creating a reserve of personnel for specific positions, on the basis of which a selection is made in favor of a person suitable for the performance of professional tasks.

Recruitment from external sources called hiring. In other words, recruitment is all the actions of the head and the management department aimed at finding and attracting specialists in the labor market who have the necessary experience, knowledge and qualifications, as well as the execution of all documentation related to labor relations.

Both external and internal applicants go through a selection process. Personnel selection is the process of examining and evaluating the suitability of professional and psychological characteristics candidate job responsibilities in the workplace. As a result of the selection, one employee is selected from the set, to whom an offer is made to fill a vacant position.

In large companies, the responsibility for recruiting can be divided between the recruitment department, which is responsible for recruitment, and the development and development department. career growth who deals with issues.

Recruitment and selection methods

The purpose of personnel selection is to assess the compliance of candidates with job requirements. Additionally, many companies also evaluate the personal and behavioral qualities of candidates, their compliance with the characteristics of the workplace, the dynamics of team life and the corporate culture of the company. Here they go various methods selection and evaluation of personnel:

• Chronological interview - when a prospective employee is asked to tell the story of their job in chronological order professional activity and describe your main responsibilities and accomplishments on previous places work;
• Structured interview - when all applicants are asked standard, pre-approved questions, asking them to provide examples of situations that would best illustrate that they have the most important competencies. And then they compare the answers of each of the candidates and select the strongest applicant for the vacant position;
• Business cases are a recruitment technique when the applicant is offered to get acquainted with a specific business situation and offer options for solving it. Thus, the employer simulates business reality and looks at how the candidate will behave in this or that case;
• Various psychological and sociometric tests;
• Gamification in recruitment - a method of selection personnel using games;
• Group interview - allows you to realize bulk methods recruitment in the organization. In this situation, several candidates are invited to a panel interview, who are given team tasks. With this method of active recruitment, the HR department monitors and evaluates the behavior of applicants during group tasks.

Some managers organize the recruitment process within the company. The advantages of an internal method of selecting employees for work - a person knows corporate specifics, has the qualifications, education and skills to perform job requirements. In addition, it gives employees the opportunity to grow and move up the career ladder within the company.

Hiring Process Risks

Selection, search and recruitment procedures involve a number of risks. HR managers and staff should consider the following:

1. As they say, “we are all people, we are all people”, and therefore we tend to perceive reality through the prism of our beliefs and prejudices. Our prejudices can be especially pronounced in the process of selecting candidates. We all tend to project our understanding and previous experiences onto the people around us and jump to conclusions. For example, if we used to have an employee who smoked and spent a lot of time smoking breaks, this does not mean that all smoking job seekers suffer from laziness and low labor productivity. The threat of bias and stereotyping during recruitment can be significantly reduced by involving more interviewers in the assessment process and by making hiring decisions collaborative.
2. The reputation of the company plays an important role in the success of hiring staff. If your company is highly rated in the labor market and has a reputation as a good employer with decent pay, it will not be difficult to attract the candidates you need, and you will select from whom.
3. Recruitment timing will dictate which recruitment methods you can use. If you are pressed for time and a position needs to be filled urgently, it is likely that you will have to spend a larger budget on recruiting staff or offer more high level wages.

You can get rid of the risks of recruiting by attracting an experienced HR specialist, developing personnel reserve and long-term headcount planning.

Recruitment system in the organization

The modern technology of personnel selection consists in the coherence of the processes of planning the staffing number, the use of modern methods recruitment, an effective system of adaptation, a reasonable policy for the development and promotion of the personnel reserve and an adequate system of remuneration and motivation. Here is important A complex approach: one without the other will not work. Each time, evaluating applicants, you should think about:

• what are the long-term prospects for the demand for the candidate's experience and knowledge in the company;
• what is the growth potential of this candidate;
• what is his level of competence and how salary expectations correlate with the level of knowledge and experience of already recruited employees, as well as the system of motivation and remuneration by the company;
• what will be the level of adaptation of a new employee during the probationary period;
• whether this person is ours, based on his values, way of thinking and behavior.

Only an integrated approach to personnel management and recruitment criteria according to professional, business and personal characteristics will ensure the high efficiency and sustainability of your company's human capital.

Recruitment principles

There are two fundamental principles for the selection and selection of personnel in terms of legislation:

• objectivity;
• absence of any form of discrimination.

Everything else is determined in the company by its strategic and tactical priorities, personnel management system and type of activity. As a rule, a business seeks to select employees based on the following principles:

• employee motivation and its compatibility with corporate philosophy;
• level professional knowledge and experience;
• leadership skills;
• assessment of hidden reserves, strengths applicant and forecasts in terms of its future growth;
• level - how quickly an employee can get up to speed and start building relationships with suppliers, colleagues, customers, and a manager;
• taking into account legislative standards and an equal approach to applicants for a vacant position.

Stages of recruitment

The best practices for the recruitment process involve a phased selection process. The purpose of the procedure is to evaluate applicants and identify an employee who meets the requirements of the position. The practical implementation of the selection method is carried out as follows:

1. Resume scanning or prefetching. It occurs in the mode of viewing all applications of applicants for a vacancy and filtering according to basic criteria or in telephone mode using a pre-prepared interview form. For mass vacancies, some companies use call center employees or an automatic call service.
2. Phone interview. At this stage, personnel officers seek to obtain information about the experience and education of the candidate, learn more about his achievements and motives for finding a new job.
3. Personal interview. Target this stage- evaluate the candidate for his compliance with the vacant position, better understand his personal qualities and motivation.
4. Conducting additional testing. This stage gives the head and employee of the personnel department additional information either about the professional skills and intelligence, or personal or leadership qualities of the applicant.
5. Recommendation review process. An employee of the personnel department checks with the previous employer or former colleagues the accuracy of the information provided by the applicant, asks about who and how could characterize the candidate.
6. If necessary, a medical examination procedure. Inspection is mandatory for employees of catering, production, civil servants and a number of persons specified in Article 213 Labor Code RF.
7. Employment decision.
8. Conclusion employment contract with the applicant and clarification of the period and conditions for the probationary period.

Fundamentals of recruiting in an organization

Analysis of the organization of recruitment and selection of personnel at the enterprise allows you to identify the level of efficiency of personnel processes and establish the causes of turnover. Here are a few examples of key recruiting, recruiting, and recruiting performance metrics that companies use:

All this data allows you to constantly optimize the recruitment process, reduce the cost of searching for candidates and improve the company's reputation in the labor market.

Improving the recruitment system

The labor market does not stand still. Job seekers' expectations are changing, new methods of evaluating candidates are emerging, and businesses are changing their search priorities. Among the modern trends in the field of recruitment and staff assessment are:

• Active involvement social networks in the recruitment process. Some studies claim that up to 80% of job seekers nowadays use social media to search for jobs. And these numbers will only grow.
• Personal recommendations continue to play a huge role. On the one hand, candidates try to find a job through their circle of acquaintances, using the entire networking resource. On the other hand, many companies promote recruitment programs based on the recommendation of employees (referral).
• Gamification of recruitment methods. Many companies, especially in the technology industry, offer their applicants to play games during the hiring process and, as a result, find a job according to their skills, qualities and ability to be a leader.

Methods that allow the use of artificial intelligence to improve the quality of selection are gaining more and more popularity. For example, there are already programs on the market using AI (Arificial Intelligence), which, with enviable accuracy, not only evaluate the candidate’s profile, but also the behavioral model in social networks and predict the likelihood of a candidate being fired for probationary period. And this is just a special case in a series of revolutionary changes that await the labor market with the advent of “Big Data” (Big Data).

What will remain unchanged even in an age of universal transparency, artificial intelligence and robotization is the fact that the quality of human capital will determine the viability and success of any business strategy. Therefore, the issue of effective recruitment, selection and selection of personnel will continue to be relevant in the list of leadership and managerial tasks of managers and human resource management departments.

In practice, you usually meet with managers who vaguely imagine the issue of recruitment. They have already done this out of necessity on the basis of everyday ideas about the selection of personnel and have gained skills. But these skills and perceptions do not allow for effective selection of managers for enterprises. Hope, in fact, on "maybe". Thus, such skills put up a barrier.

However, it is clear that it is not possible to know everything. However, this circumstance does not mean that such an important aspect of corporate work should be left to chance. But the question arises: Who will select the leaders and key specialists? - Of course, the director is in charge of the selection. Zn. This is a matter of director's competence.

In connection with the presence of the problem, a way to eliminate it is proposed - a system of corporate recruitment. Its peculiarity is that it allows solving the problems of both the selection of managers and specialists and workers of mass professions. Its content will be determined by your needs for personnel and requirements for them.

Selection of leaders

A few basic requirements for the selection of these positions.

• it is unacceptable to solve the problem in an emergency, high-speed order. This is a guarantee of failure, the reasons for which are many.
• the requirements for the vacancy and the identity of the candidate, which are recorded in the Application for search, must be set out. There are many of them and therefore it is impossible to keep them all in your head. This is necessary for heads of departments, personnel officer and for pre-selection.
• availability is enough professional personnel officer who will conduct preliminary work on the search and study of candidates. And there may be dozens of candidates or only a few.
• Application for search and selection of candidates. The application form is developed and agreed with the director. Its benefit is the need to focus and formulate requirements. These positions will also be included in the Summary.

Selection Toolkit

• Candidate resume, extended.
• Proficiency test.
• Candidate materials.
• Feedback from the environment.
• Interviews with candidates.

An extended resume can be considered The best option for selection. Such a summary should include answers to the questions of the forthcoming work. The CV form, in which the answers fit, is developed by the personnel officer and approved by the director. A well-researched CV provides good information for pre-selection. In addition, the structure and questions of the Resume provide topics for conversation.

Proficiency test. It is necessary if you need to choose from a multitude. But it needs to be developed. (see below)

Materials about the candidate - his various works, developments, reviews about them, etc.

Feedback from the environment. At the same time, it is unlikely that reviews from friends and comrades will be objective. There may be doubts about the recommendation from m / work. But feedback received orally can be objective.

Interviews with candidates. They are carried out by a personnel officer, deputies and a director. A summary can serve as a guide in assessing professional competencies and personal characteristics. It is important that in the atmosphere of the conversation there is less officialdom, there is no tension and distancing, but more interest in the person and his professionalism, an atmosphere of relaxedness and trust. When evaluating personality traits, it is important to feel that the candidate is sincere and feels more or less normal. But understanding and evaluating a person is not only knowledge, but also experience and art. (A.F. Losev said: Man is an eternal problem that is always being solved.)

The test for proficiency can be in 2 versions: 1) professional terms and formulations of specialized concepts (the candidate himself writes answers to them on the form, approximately 1-1.5 hours); 2) professional terms and formulations of specialized concepts, to which 4 answers are given. The last option requires a minimum of time for answers (20-30 minutes), but it is laborious to develop and requires testing to assess erudition on 40-50 candidates. Therefore, if the search for personnel is carried out regularly, then in the initial period you can run a test according to 1) option, and in parallel bring it to 2) option, but without fail with the participation of employees. Indeed, if the test structure consists of 4 sections, 4 positions are allocated in each section, then with 4 answers for each, you need to come up with 64 answers in total, and this is the minimum. This can be done in 1-1.5 weeks with many accomplices. Then "run in" on the candidates and get the number of correct answers corresponding to the scores on a 5-point system.

Selection of specialists

It is advisable to select specialists for the following positions:

• general requirements - education, experience, areas of work, citizenship, etc.
• professional competencies - knowledge, level of training, work experience, their specificity, specific skills.
• personal requirements - vitality, desirable / undesirable qualities, features of manners, habits, professional and human qualities ...

Selection tool:

• documents and materials of the candidate;
• an informal resume or a/biography;
• proficiency test;
• conversations with a freelancer and immediate supervisor.

Conversation and qualitative assessment candidates are made on the basis of the Candidate Evaluation Sheet for the vacancy. (The assessment sheet is also the Job Description.) The candidate's assessment sheet is developed by the personnel officer together with the head of the unit.

Recruitment for mass vacancies

Selection for mass vacancies, it is advisable to build on general requirements(education, experience, areas of work, citizenship, etc.) combined with the necessary professional skills (knowledge of a particular job, technology, etc.).

To work on these positions, you can use the following tools:

• relevant documents - certificates, passport, labor, TIN, PFR, etc.
• resume (any kind)
• interview/briefing with the personnel officer and immediate supervisor.

As a result of the implementation of these types of selection, a system for selecting any personnel will function. If we continue to work on the description of positions, then a system will appear for describing key positions according to professional competencies and personal requirements/features. This will put the work of managers with personnel on a specific, corporate-oriented basis, including issues of incentives, performance evaluation, development, etc.

Applications

Manager's resume.

• FULL NAME.
• Date of birth
• Area of ​​residence
• Cont. tel.
• E-mail

1. Your preparation.

• University, year of graduation, specialty
• Additional education, postgraduate studies, courses
• Self-education (regions)

2. Labor activity starting from the last job.

	Company, organization	Job title	Responsibilities

3. Professional experience.

• What projects have you implemented
• Describe the tasks that had to be solved
• What professional and managerial tasks were of the greatest interest
• Describe your other knowledge and skills

4. Professional development.

• What jobs and people have contributed to your professional growth?
• What areas of management and profession would you like to delve into?
• What prompted you to additional education and self-education

5. Teamwork.

• What challenges did you face in working with teams or when forming them?
• What teams are attractive to you

	Knowledge level		Professional skills		Implementation of innovations		Attitude to work
	know my tasks		I can teach many				initiative
	deep professional knowledge		varied experience		Satisfied with innovative work		purposeful
	various professional knowledge		know the job		I study novelties		control is not needed
	have related knowledge		implemented innovations		burdened by backwardness		confident
	well erudite		I'll do everything myself		regularly implement something		careful
	know management concepts				working on ideas		systematic
	I develop ways to effect. management		influential		I can implement new		interested
	familiar with the methods of effect interaction		I can do a lot		fighting irrationality		solid
	reality is always systemic		I set myself tasks		immutability is the exception		punctual
	The task requires the development and solution program		I see problems				partial
			I will always find a way				business - time, fun - hour
	Features as an administrator and leader		Development, self-education		Activity style		social relations
	democratic methods		head and shoulders above others		responsibility		tactful
	demanding		many are just shadows for a specialist		initiative		not prone to bullshit
	operates according to plan		know the nuances of work		purposefulness		convivial
	I delegate authority		erudition		control is not needed		confident
	strive for efficient work		interested in new products		I can do everything myself		communicative
	I force on business		often post ideas		accuracy		frank
	I prefer to convince		working with literature		democracy		friendly
	rarely apply sanctions		operate with new knowledge		endurance		emotional
	I can encourage		teaching comrades		punctuality		sincere
	interact with colleagues		developing work organization		exactingness		truthful
	I know how to interest		study the specifics of management		working locomotive		fair
	I can mobilize				effective
	interact with colleagues				I don't go into the shadows
	good organizer				charismatic		active

7. Adaptation in a new position

• What do you want to learn or learn additionally in a new position?
• What support is needed from the company when mastering the position

8. New Job Orientation

• What are your plans for your new position?
• What strategic tasks will you face?
• What current tasks would you prioritize?

9. Are there any factors of your health that it is desirable to level

10. Describe, if possible, your life plans

11. What would you like to add or ask

Issues of remuneration are negotiated at a meeting with management.

All information contained in the SUMMARY can be opened only to the customer of the vacancy.

Trader competency assessment sheet ____________________ "___" ____ 2014

The corporate value of the positions and the evaluation of the candidate is expressed by 1 - 3 points.

Positions being assessed	Their value	Expert evaluation
1. General requirements
Education.
Courses, sales trainings. What is remembered.
Experience as a trader ____ years
Areas of work. Sale of hardware.
Work on PC in Word, Excel, e-mail. Using formulas.
What is the current salary
Reasons for layoffs.
2. Professional competencies and job procedures.
The maximum number of clients in the work ___.
Number of customers acquired ___
Knowledge of the document management system: invoice, waybill, billing, contracts
Working in Customer Relationship Management (CRM) programs or using Excel programs, Outlook, 1C...
Sales process management:
Search and work with responsible person, difficulties
Preparation commercial offer, invoices, contracts
Dealing with objections: main objections and ways to eliminate them
Payment and shipment control
Maintaining relationships with clients
Purposefulness in obtaining results, when concluding contracts, establishing normal work with clients.
Ability to convince and negotiate when concluding a deal. What you might be interested in: price, services, personal manager, personal relationships. Examples.
Ability to tactfully and business-like advise the client, strengthen cooperation. Examples.
Ability to prepare customer profiles, customer segmentation.
Expectations in professional area, aspirations.
3. Personal characteristics and competencies.
Enterprise. Examples of solving new issues.
Independence. Forms of self-assessment of results of work.
Working capacity. The ability to systematic efforts, force majeure.
Organization at work. Work planning. For how long, in what form?
Control. On what basis is it implemented - self-control, program, leader
Learnability, what is mastered new and useful mastered.
Tact in dealing with clients and employees.
Ability to communicate effectively with clients.
Honesty at work
Integrity in dealing with colleagues
Unwanted traits:
4. Candidate's expectations.
Career (position, salary)
Professional (development of areas of work)
Preparation (courses, self-education, …)
Wishes for work

Fedotov Alexander Vasilievich

Independent HR Expert

An example is such a competence as communication skills, which is indicated in most vacancies: this is not only the ability to quickly establish contact with strangers, but also the ability to speak in public, the presence of a well-trained voice, the ability to convince, knowledge of the basics non-verbal communication.

In most traditional enterprises, the main document defining duties, rights and responsibilities is job description. It reflects the requirements for the level of education, knowledge, skills and abilities of the candidate for the position.

1.2.4 Personnel search

Any enterprise that has long-term development plans inevitably faces the need to rationally use its human resources, their development and replenishment.

Personnel search is the first of the tasks facing the HR manager. There are several ways to close a job. These methods differ in complexity and cost. Each of them can be suitable for one position and be completely unacceptable for another. In order to choose the most correct one from the whole variety of ways to search for personnel, it is necessary to know the technology of personnel selection.

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

choice of selection criteria;

approval of selection criteria;

qualifying conversation;

work with applications and questionnaires on biographical data;

conversation about hiring;

testing;

final selection decision .

There are two possible sources of recruitment: internal (from the organization's internal talent pool) and external (from people previously unrelated to the organization).

There are several options for externally searching for the right employee.

1. Through acquaintances, this is a reliable and cheap source, but not always professional. It is best, taking into account the recommendations of acquaintances, to consider candidates for common grounds.

2. Use the services of recruitment agencies, preferably a few. It will be fast, quite professional, but expensive. They will help to formulate exactly who is needed, orient the cost of a specialist, conduct a preliminary selection and submit more than one candidate for consideration.

If all the candidates are more or less suitable, then the work of recruiters is done professionally. If applicants are not suitable, it is better to refuse the services of such an agency. But the success of cooperation cannot be guaranteed by the duration of work on the market. this agency, neither the volume of the database, nor the list of reputable clients, nor the cost of services. In this case, you should look for another recruitment agency.

3. The easiest and cheapest way to find a specialist is the Internet (placement of an ad on one of the employment sites). By e-mail you can conduct the first interview by asking the candidate to answer some questions. In addition, the necessary candidates can be selected by viewing the resumes posted on the sites. But in small towns this method does not always work.

4. Placement of advertisements in newspapers for employment, preferably in several, in order to reach a wide and diverse audience of job seekers. It must be like a local periodicals(including those that are delivered to every home for free every week) and business publications that are guaranteed to hit the desks of most executives. The involvement of professional publications and the business press makes it possible to select the right specialist who is thinking about changing jobs. The job posting must contain the title of the position, requirements and terms of reference. Well, if it is a module containing the name and logo of the enterprise. At the same time, announcements can be given on radio and television.

5. Willingly cooperate educational establishments, providing information about the best students and alumni. It is difficult to work with training companies, because they do not have the right to disclose information about people attending trainings without their consent. But if personnel worker will attend various trainings and meet potential candidates there, then this method of selecting specialists can also be used.

6. You can also find the right specialists at specialized exhibitions, usually on the second or third day good managers and specialists. Posing as a client, you can see them in the process.

7. You can contact representatives of other enterprises that recruit staff for themselves, and offer to exchange information about candidates.

Since in our country recruitment technologies were not sufficiently developed until recently, it was used and adapted to the Russian reality Foreign experience. Terminology has also been transferred from foreign literature.

IN contemporary practice For external selection of candidates, the following technologies are mainly used: screening, recruiting and headhunting. Lower vacancies are usually closed by screening, mid-level specialists are selected through recruiting, and top managers and highly qualified narrow specialists are selected by headhunting.

Screening - "superficial selection", it is carried out on formal grounds: education, age, gender, approximate work experience. As a result, having received a lot of resumes, the selection is carried out by the customer himself, and the recruitment agency acts as a supplier of suitable candidates.

Recruiting - "in-depth selection", which takes into account the personal characteristics and business qualities of the applicant, is carried out by a recruiting agency based on the database of candidates and response to advertisements in the media. The result of the selection depends on the experience of the recruiter and the content of the database of candidates.

Headhunting is a "quality search", a search for top managers, taking into account the specifics of the customer's business, work environment, business and personal qualities of the candidate, organized in a direct way - without advertising a vacancy in the media. Most of the candidates are employed and have a high salary. For comparison: if screening and recruiting are "wholesale", then headhunting is "retail".

The Association of Recruitment Consultants (AKPP) has been established in Russia, which indicates the transition of the recruitment process to a qualitatively new level.

1.3 Organization of the selection of applicants for a vacant position

The final selection decision is usually formed at several stages that applicants have to go through. At each stage, a part of the applicants is eliminated or they refuse the procedure, accepting other offers. The sequence of these stages can be traced in Appendix 1.

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

Filling out the application form and application form for the position. Applicants who have passed the preliminary selection interview must fill out an application form and a questionnaire. The same sequence is commonly used by recruiters. The number of questionnaire items should be minimal, and with their help it is necessary to request information that most of all characterizes the applicant's labor productivity. Questions may be related to past work and mindset so that a psychometric assessment of the applicant can be made on their basis. Questionnaire items should be worded in a neutral style and suggest any possible answers, including the possibility of refusing to answer.

Questioning is an important procedure for assessing and selecting applicants. The purpose of the method is twofold. Along with solving the problems of screening out less suitable candidates, a range of factors is identified that need particularly close study based on subsequent methods, as well as sources from which one can obtain necessary information. Any distortion of it in the questionnaire is the basis for the dismissal of the employee at any time when it turns out (the text of the questionnaire usually includes a corresponding indication).

Analysis of personal data in combination with other selection methods reveals the following:

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

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

3) the presence of restrictions of a different kind on the performance of official duties;

4) readiness to accept additional loads (overtime work, business trips);

» Personnel selection

Personnel Management
Dictionary-reference

Recruitment

Recruitment- determination of the psychological and professional qualities of people in order to determine their suitability for a particular job. When selecting personnel, the following are taken into account: the desire or unwillingness of the candidate to engage in this activity, the ability to perform effectively this activity and the company's need for these workers. When recruiting, the moral, ethical, gender, age and psychological characteristics of a particular person (temperament, character, abilities, personality orientation) are also taken into account. In general, the selection of personnel should combine social maturity, moral qualities, professional competence and special diagnostics of the psychological characteristics of a person.

Selection criteria

In many cases, employees are selected primarily on the basis of their education. But this does not always allow you to achieve the desired result. The level, nature and quality of education should be taken into account along with other requirements for a specific position, specific job. Important criteria are: social status and age of the candidate, his professional experience, professionally important qualities and personality traits. In order for the choice to be correct, first of all, it is necessary to take into account the validity of the adopted criteria. The validity of the criterion is understood as the accuracy with which the assessment obtained with its help corresponds to the actual characteristics of the candidate.

recruitment methods

The best result is usually achieved when the selection methods are integrated system. One of the most effective ways is to test candidates in conditions that are as close as possible to workers.

Methods must be valid. In order to increase the reliability of conclusions (judgments), a method is used to compare the results of several alternative selection procedures (for example, testing, interviews and obtaining information from "third" parties - those who know the candidate well enough). If the results are the same or similar, the conclusions can be considered reliable. Otherwise, you need to analyze the data obtained more deeply and carefully. In some cases, a polygraph examination - “barking detection” is appropriate. It is used, as a rule, for selection for especially significant positions related to security, financial and other important commercial information).

The recruitment process usually consists of several steps (stages). Moreover, the stages themselves can line up in different sequences: for example, first the employer can get to know the candidate by phone and only then will be able to see his documents or, conversely, first read the resume and then talk to him in person. Some steps may be omitted.

The main stages of personnel selection:

1. Determining the need for personnel, opening relevant vacancies.
2. Analysis of documents submitted by applicants.
3. Preliminary conversation (by phone or at a meeting) in order to get acquainted with the candidate. At this stage, you can learn more about his education, work experience, get an idea of ​​​​communication skills.
4. Familiarization with the resume of the candidate and / or filling out the questionnaire. Usually, the questionnaire includes questions of a personal nature (date and place of birth, address of residence, education, etc.) related to previous places of work, education, hobbies. Often there are questions aimed at determining the level of self-esteem, attitudes towards various phenomena social life and etc.
5. Interview . Interviewing a candidate, to some extent structured and formalized, can be conducted orally or in writing.
6. Testing (psychological, psychophysiological, professional, intellectual), tests. In each case, a special testing program (the so-called “test battery”) is developed, corresponding to a specific vacancy. Testing can be individual or as part of a group, carried out on one day or over several.
7. Checking recommendations. Often, from the previous manager or colleagues of the candidate, you can not only find out some information about the applicant, but also get useful information about what this person is strong in or what problems there may be with him. However, the previous leader or one of the former colleagues of the candidate may be biased in his assessment, especially if he "did not agree with him in his views."
8. Analysis of results.
9. Making a decision on the suitability of a candidate for employment and presenting him to his manager.
10. Preparation of a draft employment contract. In case of a positive decision on hiring, the employee is informed of the list of necessary documents, the date of discussion of the draft employment contract is agreed with him. By this date, on the basis of a standard employment contract, a project is drawn up, taking into account all the features of a particular position, which receives the approval of the head of the unit.
11. Conclusion of an employment contract and execution of necessary documents.