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Criteria for selecting an applicant for a vacancy. Methods and procedures for the selection process of candidates for a vacant position

Application No. 3

to the methodology of the competition

to fill a vacant position

state civil

service on the affairs committee

archives of the Orenburg region

Table

criteria for evaluating a candidate for a vacant position

state civil service of the Orenburg region

FULL NAME. ___________________________________________________

		Special	Final interview
Candidate's professional competence
	Educational level
	Professional experience
	Special professional knowledge, skills, abilities
	General Instrumental Skills
2. Compliance with the culture of the civil service
	Professional motivation
	Civil position
	Activity professional position
	Readiness for self-development
Personal and business qualities of the candidate on vacant position public civil service
	Analytic skills
	Effective Communication Skills
	Responsibility
	Organizational skills

2 - unsatisfactory;

3 - satisfactory;

4 - good;

5 is excellent.

The rating "unsatisfactory" is put in case of receiving data about the candidate, indicating that he does not have special knowledge on the vacant position, as well as in case of incorrect answers to the questions asked or their complete absence;

the rating "satisfactory" is put in case of obtaining data about the candidate, indicating his superficial knowledge (without knowledge of their content) of regulatory legal acts, the possession of which is necessary for a vacant position; the candidate formally, in general terms, indicates or does not indicate at all the specific features of the civil service, does not specifically cover the forms and methods of work, etc.:

the assessment "good" implies that the candidate has meaningful information about the main regulatory legal acts those regulating activities in a vacant position, an idea of its most general features, orientation in the prevailing forms and methods of work, etc.;

an “excellent” rating in relation to a contestant implies an exhaustive knowledge of the necessary regulatory legal acts, the specifics of service activities in a vacant position, free orientation in the forms and methods of work, etc.

Criteria for evaluation:

Block 1. Compliance with the culture of the civil service

1.1. Professional motivation

The desire for professional self-realization in the public service, an orientation towards career growth in the field of public administration.

1.2. civil position

Following the principles of service to society and the state in activities, compliance with laws, rules of service ethics.

1.3. Activity of a professional position

The desire to take initiative in solving tasks, the willingness to make significant efforts to obtain the best result, the ability to act effectively in conditions of physical and emotional stress.

1.4. Readiness for self-development

The constant desire to improve their knowledge, skills, broaden their horizons, acquire knowledge and experience in related professional fields.

Block 2. Professional competence of a candidate for filling a vacant position in the state civil service of the Orenburg region

2.1. Educational level

Level, profile and quality of basic and additional professional education.

2.2. Professional experience

Duration and features of activity in the relevant professional field; achievement of concrete results in professional activity; career features.

2.3. Special professional knowledge, skills and abilities

The level of professional knowledge in the relevant field, allowing you to effectively perform job duties; knowledge of the legislation of the Russian Federation regulating professional activity; possession of modern professional technologies.

2.4. General Instrumental Skills

The level of proficiency in skills that increase the overall efficiency of professional activity (computer skills, general literacy, knowledge of foreign languages, etc.)

Block 3. Personal and business qualities of a candidate for filling a vacant position in the state civil service of the Orenburg region

Analytic skills

The level of consistency and flexibility of thinking, which allows solving complex problems that require analysis and structuring of information; ability to find new, non-standard solutions.

Effective Communication Skills

Compliance with the ethics of business communication; the ability to reasonably defend one's own point of view and convince opponents; business negotiation skills.

Responsibility

Validity and independence in decision-making; readiness to follow the undertaken obligations in order to achieve the result.

Organizational skills

The ability to achieve results through effective planning of one's own activities and the activities of subordinates, setting goals, distributing functions, powers and responsibilities.

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Interview

Testing

The second way to evaluate a candidate for a vacant position can be testing. The essence of this method is to assess the ability of a person to perform tasks related to his future work, as well as to evaluate his psychological characteristics(enthusiasm, self-confidence, level of motivation, mindfulness, etc.)

Assessment Center

Recently, such a method of evaluating candidates as assessment center(or assessment center). This method is the method integrated assessment personnel. A specially trained person assessor (appraiser) observes the behavior of employees in a real working environment, thereby selecting candidates. The assessment center is similar to testing, as it assumes the existence of certain standards and certain system assessments, i.e. standardization.

Socionics

Very modern method evaluation is a selection using socionics.

So, socionics is a science that studies the mechanism by which a person perceives and evaluates the information coming to him. One of the basic concepts of socionics is the socionic type, there are 16 of them. Each type perceives and processes information in its own way.

The selection method based on socionics is the determination of the candidate's socionic type. Type identification occurs with the help of MBTI or BUNS tests, as well as by handwriting, used phrases, movements and gestures, or even facial features and facial expressions. One of the testing methods will not give an accurate result about the socionic type of a person, it is better to use all the methods together.

This method of selecting candidates will help you find the employee who is most suitable for the job assigned to him, who will be able to fit into the already formed team and help the company grow.

Hiring procedure:
1. Determining the need for personnel (quantitative and qualitative)
2.Selection of candidates
3.Selection
4. Hiring
Selection, selection of personnel who meet their professional business and personal qualities require integrated approach which consists of the following tasks:
- determination of the need for personnel, taking into account the main goals of the organization,
- obtaining information about what requirements the vacant position imposes on the employee,
- establishing qualification requirements necessary for the successful completion of the work,
- definition of personal and business qualities,
- search for possible sources of staff replenishment and selection of methods for attracting suitable candidates,
- determining the selection methods that best assess the suitability of candidates for work in this position,
- provision best conditions to adapt new employees to work in the organization.
A necessary prerequisite for effective recruitment and selection of personnel is the analysis of work, which allows:
1) develop job descriptions;
2) determine the requirements for the position;
3) determine the criteria used in the selection process.
Methods for attracting candidates:
search within the organization
self-declared candidates
media announcements
state employment agencies
private recruiting agencies
Personnel selection - the process of determining the skills, abilities and capabilities of the candidate necessary to perform a particular job.
The technology of personnel selection stages provides for a sequence of steps implemented in the personnel selection process.
The standard personnel selection procedure includes several stages:
1. Preliminary selection of applicants;
2. Conducting an initial interview;
3. Evaluation of applicants;
4. Verification of the provided documentation, collection and verification of recommendations;
5. Medical examination;
6. Conducting a final job interview;
7. Making the final hiring decision;
8. Discussion and design employment contract.
The list of stages and technologies for their implementation depend on the specifics of the enterprise. When developing a selection system, they are guided by recommendations developed on the basis of existing experience.
1. Preliminary selection.
Its goal is to reduce recruitment costs by reducing the number of applicants going through the evaluation stage. Primary screening is carried out according to the formally established minimum requirements imposed by the administration and vacant jobs for a potential employee. Such requirements are work experience, education, qualifications, skills (driving a car, computer skills, ability to work with certain programs), age (for positions related to liability).
Preliminary selection is carried out by an HR inspector or HR manager based on an analysis of the resume provided by the applicant. The purpose of the resume is to attract attention, interest the employer in this candidate and encourage them to invite you for an interview. Depending on the length of service, work experience, qualifications of the applicant, the following are distinguished: resume types:
- Chronological - sequentially provide information about the applicant, starting with the latest events of prof. activities;
- Functional - are applicants who have experience in a number of organizations specializing in certain areas of activity (a consistent presentation of qualification development in each of the areas of the career company is given);
- Professional - focus on professional achievements applicant in a certain field of activity, important for this vacant position.
In practice, a combination of these types is usually used.
The resume structure includes:
1. Personal information (about marital status, age, health), if additional requirements were specifically stipulated in the information about the vacancy;
2. Purpose, i.e. what is the purpose of the applicant by sending a resume to this organization (usually getting a certain position);
3. Work experience - the description is given in reverse chronological order in the context of positions, attention is focused on acquired skills, experience, skills;
4. Interests - indicate those that contribute to the growth of qualifications in the functional specifics of the vacant position.
If there is no resume, then the preliminary selection is carried out at the stage of analysis of the primary questionnaire filled out by the applicant during the first visit to the organization. The questionnaire is being developed personnel service taking into account the specifics of the position, contains biographical information about education, seniority, work experience. Based on the information from the resume and questionnaires, applicants who do not meet the requirements are screened out and preparations are made for the initial interview.
2. Primary interview.
Its purpose is a detailed acquaintance with the applicant to determine his suitability for implementation. future work. During the interview, the applicant must receive information about the company and future activities that will determine the degree of his interest in the proposed job. The main part of the interview is interviewing the applicant. The interview involves a preliminary acquaintance with the nature and conditions of the future work (usually there is an acquaintance with the job description or the position of the unit). As a result, the applicant may come to the conclusion that this job does not suit him. The interviewer may conclude that hiring this person is inappropriate. The selected composition of applicants is admitted to the next stage.
3.Evaluation of applicants.
The goal is to identify the potential of applicants, their ability to adapt to work in this team. Conducted according to a pre-designed program. Including description of models, methods, evaluation procedures.
The most common assessment methods are:
- Testing
- Selection exam
- Estimated description
- Role-playing game
- Interview
When selecting tests, great attention is paid to checking their reliability and objectivity. To do this, the organization creates a data bank in which they accumulate information about which of the tests used made it possible to accurately determine the qualities of the applicant necessary for future successful activity.
Purpose of the qualifying exams - checking the level of knowledge of the applicant. They preliminarily develop a list of questions that may be of a general theoretical nature, require knowledge of the current legislation, the necessary methods and rules (the seller - knowledge of certain rules for the sale of certain types of goods, their assortment, consumer properties, the basics of merchandising; storekeeper - the rules of warehousing, accounting and storage products, packaging and labeling standards).
Evaluation tests are used to test the ability and skills of performing operations, the speed and quality of their execution. Often this method determines the level of work with certain computer programs. For example, a cashier is tested for the ability to work on cash registers of a certain type. The speed of work and the number of errors are estimated. Often used to identify communication skills role-playing games. During the game, by observing the challengers, you can analyze the behavior of the challengers in certain non-standard situations. In order to reduce the cost of the selection procedure, an interview is used. Specialists of departments are involved in this procedure, interaction with which is provided for with a vacant position. A personal interview is conducted with one candidate according to a specially designed program. A group interview is conducted with several candidates. The interviewer observes the behavior of the participants in the process of discussing the topic, assesses the degree of their activity, the argumentativeness of statements. The ability to control the course of a conversation, clarity of expression of thoughts, literacy of speech and vocabulary, literacy and correctness in a dispute, the ability to listen to an interlocutor. Usually attract several observers with evaluation sheets.
4. Checking documentation, collecting and checking recommendations.
This stage involves the analysis and verification of personal data by making inquiries from managers at the previous place of work or from other persons who know the applicant well.
To do this, in the primary questionnaire, a column is provided in which the applicant is asked to indicate who can be contacted for a recommendation. This procedure is time consuming, carried out at subsequent stages of selection, information must be obtained before the final interview.
5. Medical checkup.
A formal approach to this stage can cause great damage to the organization. Given the specifics of work in trade, the task of honey. inspection is not only the identification of hidden diseases that are dangerous to the population, but also the assessment of predisposition to allergic diseases, the ability to endure physical and psychological stress.
6. Final interview.
They are usually carried out "eye to eye" directly with the head. When hiring a specialist for high leadership positions this interview is special commission from several people. The purpose of the interview is to obtain information on issues that were not reflected in the previous stages or in clarifying the information received earlier.
7. Final hiring decision.
The decision is made official or a group of persons authorized to do so. On this stage use the regulatory document "Regulations on employment". To make a hiring decision, the entire amount of information collected during the selection stage is analyzed.
8. Negotiation and execution of an employment contract.
After making a hiring decision this employee he is invited to discuss the employment contract. The discussion takes place taking into account the issues raised in the process of conducting a final interview for employment. The content and procedure for drawing up an employment contract is developed taking into account the requirements of the current legislation (Labor Code of the Russian Federation, section 3, articles 56-67), the specifics and working conditions of this organization.
Employment is issued by order - the order of the employer. Published on the basis of a concluded employment contract (its content must comply with the terms of the contract).
The main provisions of the recruitment system are reflected in the following internal documents:
 - Regulations on the recruitment of personnel of the organization;
 - Provisions for concluding an employment contract;
 - Regulations on the assessment of applicants for the position;
 - Position in structural unit;
 - Job description;
 - Internal labor regulations.
Evidence-based recruitment is usually carried out on the basis of job models. In the 90s. a formal approach to the description of the workplace is proposed management personnel. This model includes 15 elements, it is quantitative and qualitative characteristics of the workplace:
1. Personnel data (autobiography, summary, characteristics with previous place work-study, personnel record sheet, work book);
2. Experience of the employee (industrial, social, life);
3. Professional knowledge (in the field of management, economics, pedagogy, psychology, jurisprudence);
4. Professional Skill(technology, technology, information);
5. Personal qualities(business and moral);
6. Personality psychology (personality type, intelligence level, temperament, motivation);
7. Health and performance (healthy, practically healthy, sick);
8. Qualification level (professional education, advanced training, retraining, post-graduate education);
9. Service career (model of service career);
10. Hobbies (sports, hobbies, hunting, etc.);
11. Bad habits and disabilities (physical disabilities, smoking, alcohol, drug addiction);
12. Organization of labor (office equipment, premises, transport);
13. Remuneration (salary, bonuses, rewards);
14. Social benefits (apartment, vouchers, credits, loans, special clothing);
15. Social guarantees (insurance, allowances, pensions, scholarships).
basis correct selection personnel is the availability of objective information about the employee and formal requirements for a vacant position. In order to reasonably make their connection. The selection of employees should be carried out on a scientific basis.
First, based on specific features of the enterprise and its divisions, employees are selected who can solve the tasks.
Secondly, the selection of personnel is carried out taking into account vocational training. Production experience, personal qualities of the employee.
Thirdly, for highly qualified workers and employees, jobs are selected with a change in the existing distribution of functions.
For other positions, the selection of personnel is carried out on the basis of the regulatory requirements of workplaces. Recruitment is the process of selecting suitable candidates for vacant jobs. Based on the existing reserve of personnel at the enterprise, at the labor exchange.
The calculation of the need for workers and employees, as a rule, is carried out on the basis of the standard method according to the aggregated headcount standards for 1 million rubles. This method was developed in the 80s on the basis of industry standards National economy. IN modern conditions it is used by applying adjustment factors for inflation.

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Evaluation of employees is the establishment of their parameters to the requirements of the position. Hiring must precede the prospective employee. Pre-determined criteria for assessing personnel when hiring will simplify the process and will help to make a better decision.

Main Requirements

Requirements that are important to the employer may be different. As a rule, among them:

There is no doubt that different employers in the first place can put forward different qualities, including specific ones, and not mandatory for everyone. It all depends on the content of the work.

The most important thing is the interest to work and earn. Without this, there can be no successful work. All personnel assessment methods should be based on certain principles-criteria:

objectivity,
reliability
authenticity,
predictability,
complexity,
clarity of presentation
opportunity further development team.

Qualities of character for a successful job search

There are certain personal qualities when applying for a job that help you get it faster. They are not related to professionalism and experience, they depend only on the personality of the applicant.

Activity. In this case, it means the ability not to succumb to panic or just despondency and mobilize by setting yourself new goals.
Patience is the ability to not give up at the first setbacks.
Flexibility - for a successful result, it is worth taking less irreconcilable positions.
Self confidence. This quality implies the ability to present yourself and charm.
Sociability. The more diverse connections and acquaintances a person has, the better it is for finding a job, because not everyone is looking for workers through recruitment agencies.

The list for each specific situation may turn out to be wider and also include such properties as the ability to work in a team, organizational skills, initiative, a sense of humor, etc. Positive, work-enhancing qualities become a strong competitive advantage.

If the conformity of the personal qualities declared during the placement of reality remains on the conscience of the applicant himself, then the professional qualities for employment may be subject to verification in accordance with the law. The Labor Code of the Russian Federation provided for a trial period of three months, when the employer checks the employee, and in case of unsatisfactory professional qualities He may be fired for failing probation.

What is 360-degree personnel assessment: Video

Stages of hiring

These principles should be taken into account at each of the following stages of pre-screening:

Selection interview.
Filling out a job application.
Interview or conversation in the prescribed form.
Professional test.
Establishing the reliability of recommendations.
Medical preventive examination.
Announcement of the final decision.

Only with the successful completion of all these stages, observing the criteria for assessing and hiring employees, it is possible to replenish the staff with reliable and professional staff perfect for this job.

Candidate Assessment Methods

Job applicants are assessed by considering their business qualities using different methods:

We must strive to ensure that it is not subjective. A lot depends on the mental and physical condition of the examiner and the subject. Therefore, the final analysis should be done only by carrying out several evaluation methods, based on the results of the entire complex of methods used.

Quite often, the HR manager cannot assess the level of training of a narrow specialist. To save time and make the right decision, the interview is conducted with the immediate supervisor or specialist. An informative assessment of the work performed by the applicant can be obtained by using specialized tests and analytical tasks.