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Knowledge of hr. HR specialist: duties, competencies, necessary qualities

In the light of recent economic transformations, the modern labor market has changed markedly. Therefore, there is a need for specialists who not only register people for work, but also select the most suitable employees, and also contribute to their effective work. It was then that HR-specialists ("eychers") appeared, who, unlike ordinary "personnel officers", have a wider range of responsibilities, which we will talk about today.

Each person, when applying for a job, goes through such an instance as the personnel department. From the Soviet times personnel officers"were filling work books, maintaining personal files, writing job descriptions, issuing passes, etc. It was enough for such a specialist to understand labor legislation and office work, while there was no question of finding and attracting personnel.

However, in the light of recent economic transformations, the modern labor market has changed markedly, which is why many organizations have changed the personnel management system. Therefore, there is a need for specialists who not only register people for work, but also select the most suitable employees, and also contribute to their effective work.

It was then that HR-specialists ("eychers") appeared, who, unlike ordinary "personnel officers", have a wider range of responsibilities, which we will talk about today.

Who is an HR Specialist?

The abbreviation "HR" stands for "human resources". Thus, it can be understood that - this is an employee of the company, in general, responsible for the human resources of the enterprise: the formation of personnel, its development and motivation.

The formation of this profession began in the first decades of the 20th century, when American specialists drew attention to the importance of the human factor in business development. Over time, a separate direction appeared, considering the methods effective organization work and motivation of employees. Gradually, this approach developed and had a significant impact on the views regarding the management of the company. By the 1970s, a general concept of personnel management had developed, and full-fledged HR specialists began to appear.

Foreign trends in personnel management came to us after perestroika, when foreign companies began to work in Russia.

A modern HR specialist can perform a wide range of duties:

search, selection and evaluation of personnel;
choice personnel policy For effective use personnel;
Ensuring the staffing of the organization with employees of the necessary professions;
organization of adaptation of new employees;
organization of training and advanced training of personnel;
tracking the socio-psychological microclimate in the team;
organization personnel records and maintaining/supervising personnel records management;
performance appraisal of employees;
staff development and training;
development of a system of incentives and penalties for employees.

Positive result of activity " eychera"is expressed in the sufficient provision of the organization with qualified and responsible specialists who are highly motivated to work. In addition, the efforts of this specialist help to minimize staff turnover by creating a favorable climate and providing employees with comfortable working conditions, which is a difficult task in our time.

Today, specialists of this profile are in demand in training centers, recruitment agencies ah and organizations of any profile.

What qualities should an HR specialist have?

Modern HR specialist The company must have the following knowledge and skills:

possession of methods of personnel management;
possession modern methods staff assessments;
knowledge of the basics of office work;
knowledge of business management principles;
knowledge of labor legislation;
knowledge of the ethics of business communication;
basics work motivation and personnel assessment systems;
understanding the foundations of sociology and psychology of management;
Confident PC skills (working with programs for personnel accounting at the enterprise);
the ability to assess the competence of the candidate;
the ability to plan your work;
ability to work with test materials;
ability to resolve conflict situations.

Perform quality work HR specialist job such personal qualities as:

active life position;
impartiality;
communication;
leadership skills;
personal motivation;
responsibility;
stress resistance and the ability to manage their emotions;
patience;
Ability to work in a team and manage conflicts.

An HR specialist should not just be someone who needs to be convinced that you are the right candidate for a certain position, but also someone who will be the mainstay of all hired employees.

Benefits of being an HR specialist

Based on the list of professional qualities and job titles duties of an HR specialist, we can conclude that the "eycher" must have both legal, economic, and psychological knowledge. A comprehensive development is always useful, both at work and in personal life.

Every entrepreneur is well aware that "Personnel decides everything!" Therefore, the presence of a specialist who can work effectively with them is very useful today. Therefore, the demand for smart HR specialists is steadily growing every year, and the profession itself belongs to the category professions of the future.

Good HR specialists are not only in demand, but also have good incomes. Depending on the work experience and the number of staff under their care, their salary can vary from 10,000 to 100,000 rubles.

It is impossible not to say that personnel officers are respected among the company's employees. They are also appreciated by the management, of course, provided that the "eycher" brings real benefits, and does not perform the work of an ordinary personnel officer of the Soviet era.

Disadvantages of being an HR professional

Daily interaction with people requires a lot of energy, patience and resistance to stress from the "eycher". Constant stress leads to neurosis and depression, which affects not only the general well-being of the specialist, but also reduces the efficiency of the HR specialist. But often you need to pay attention also to paperwork ...

It is worth remembering that this specialist has a great responsibility for work with human resources. The further success of the company largely depends on how the team is formed, which means that the HR specialist will be responsible for the performance of all employees.

Sometimes you need to be torn between the needs of the staff and the loyalty of the management. Typical example: "Acher" sees the need to stimulate employees, and the boss says that there are no funds for this.

The first person with whom the applicant meets at the interview stage in the company is the HR manager. Depending on the structure of the company, this can be an ordinary recruiter, a researcher or a real manager.

What is the difference between a recruiter and HR?

Almost every HR manager will consider it an insult to be called an HR officer. If they call him a recruiter, he will smirk a little. And if they ask what is the difference, he will give a lecture on what HR is and what its functions are.

HR stands for Human Resource. Not Research, as most people think. Search is just a small part of what an HR manager does. And search and selection are also two big differences.

Rersource is the main word in this abbreviation. It is work with by human resourses, high-quality personnel management, prioritization, development of employees, drawing goals for them are the main tasks of a manager.

HR role

The role of the HR manager in most companies is unfairly relegated to the background. It is generally accepted that a business is built CEO, profits come from sales, and the staff comes from ads, by itself.

In fact, in advanced corporations, it has long been realized that the HR department should be on the same line with the CEO and operations departments. This is due to the fact that the HR manager must clearly understand the company's strategy, know what kind of people are needed for work, what tasks are required to perform.

The climate in the team, the mood at the workplace - things that seem insignificant, but take away up to 30% of the efficiency of departments.

Attitude to business

Almost 85% of employers ask candidates for the role of HR manager the question: HR - who is the manager? And many hear the answer that this is an employee who should do good to people and help them find work. No matter how rude it may sound, the employer should not hire such employees.

The HR position is clear and understandable, he is the right hand of the business. Without a clear understanding of what the company wants to achieve, what are the development plans and the strategy for their implementation, there will be no quality selection.

A real HR manager is a tough, sometimes arbitrary businessman. It is necessary to be able to combine humanity with rigidity. In an attempt to be nice and kind, afraid to reject a candidate, many recruiters never grow beyond the average recruiter. In order to learn how to develop people and help the company achieve global goals, you must have the will and determination, and consider the company's goals as your own.

Responsibilities

An HR manager must perform duties by 120% or more. In his position, there is no concept of a normalized work schedule, thoughts are always busy looking for the best solution.

Job description Every company has its own HR manager. However, the main points will always be about the same. The HR manager must:

Study the labor market to find candidates for the required vacancies.
Navigate the regional market if necessary.
Establish relationships with vocational schools and universities to conclude agreements on attracting students to practice with subsequent employment.
notify the central lock, educational institutions about available vacancies and staffing needs.
Evaluate candidates based on the qualifications, business and personal qualities of the applicant.
Organize appraisal events for company employees.
Conduct assessments and analyze their results.
work on shaping personnel reserve. The basis for the formation of a reserve can be the results of attestations, selection, analysis of responses to resumes, staff rotation, the results of training of individual employees or internships in relevant positions.
Participate in the reorganization and personnel reshuffle of the personnel, organizational structure of the company.
Develop and implement various events aimed at managing the number of employees.
Analyze the work of staff, suggest ways to improve the quality of staff work.
Develop and implement incentive programs for staff at all levels.
Develop career maps for employees, implement them together with management and staff.
Carry out long-term planning of employee development, analyze the results and recommend to management measures to improve the quality of personnel.
Provide advisory support to management on HR matters.

Interaction with employees

The HR manager is a multitasking position, in addition to the duties described above, he has a list of additional important functions:

help employees by answering their questions about the prospects for their personal and professional development within the company;
select personnel within the terms agreed with the customer (direct supervisor or head of a department or subdivision);
use modern and non-standard methods of search, selection of personnel;
adapt new employees to work in the company, accompany them throughout the probationary period;
receive periodic feedback from the manager on the passage of the probationary period by employees;
receive feedback from management on the work of employees, their interaction with the team;
maintain contact with all employees of the company to implement feedback with management, informing about the tasks set, the objectivity of the attitude of direct supervisors;
develop a system for assessing personal and business qualities employees;
Submit reports to management within the stipulated time;
obey the laws Russian Federation and adhere to them in matters of search and selection of personnel, drafting job advertisements, conducting interviews.

Personal and professional competencies

Many employers believe that HR is a personnel officer. The functions of filling are shifted to it personnel documentation and the issuance of certificates, and in the load they give out a pack of vacancies that need to be closed.

Unfortunately, most HR employees do not know the tools that professional manager by staff. Approaching the question of finding an employee on vacant position, the personnel officer, most often, misses personal moments - whether the candidate will fit into the department, whether he will be able to work in a team. Do their career goals align with the values of the company?

Core competencies

HR manager competencies:

Understanding the goals of the company, sharing them.
Empathy (the ability to empathize). It must be present in a dosed manner, otherwise the HR will not be able to refuse unsuitable candidates and will quickly “burn out”.
Result orientation.
Ability to provide only necessary information.
The ability to see and hear a person. Often this competence is confused with the ability to "read like a book" of your counterpart. As practice shows, in this case, the judgment about a person is more based on stereotypes.
Stress resistance.
Analytical thinking.
Strategic thinking.
Ability to manage talent.

Personal qualities

The personal qualities of the personnel manager should help him in working with people. Too much sensitivity, weakness, short-sightedness will not allow the employee to qualitatively fulfill the duties assigned to him.

Qualities of an HR manager useful in his work:

sociability;
impartiality;
active life position;
adaptability;
strategic thinking;
ethics;
self-control;
self confidence;
stress resistance;
attentiveness;
conscientiousness;
creativity.

HR rights

An HR manager's duties and rights are equally important. The HR manager has the right to:

receive information from senior management about plans for the development of the company in order to form a reserve and a strategy for finding personnel in advance;
attend management meetings related to changes in personnel policy;
participate in discussions of issues related to the personnel management system;
make suggestions for talent management;
interact with all employees, request the necessary information to perform their direct duties;
manage the document flow related to its direct activities;
inform the head of the structural unit or your direct supervisor about the difficulties that arise in the process of selecting an employee for a position;
track changes in the labor market.

Required skills and knowledge

In the work of HR, it is necessary to use a large number of modern progressive tools. Considering what an HR manager does, this knowledge must be constantly updated and supplemented.

Important Skills:

knowledge of labor legislation, the basics of sociology;
ability to conduct business negotiations;
literacy;
possession of tools and methods for assessing personnel, the ability to analyze their effectiveness;
ability to organize;
planning, quality time management skills.

Where to apply talents?

Let's see what the actual work is. An HR manager most often operates in an office and meeting room. Most companies need such employees. Functionally, it can refer to both the personnel department (department) and the operations department. Companies in which the cooperation between the operational and HR departments is established, estimate the growth of their profitability and efficiency by 12% (the data refers only to the performance indicators of employees as a human resource).

Also, HR specialists attend conferences and meetings in universities. Such meetings take place regularly, but the frequency is regulated by the holding of job fairs in the institution itself and the need for young staff in the company.

People management

An HR manager is first and foremost a huge responsibility. Responsibility to the business, to the staff. professional employee will never leave a half-finished map of employee potential development. The desire to improve not only himself, but also the employees of his company is inherent in HR to the fullest.

The HR manager is the engine of the company. Understanding his goals and objectives, he delivers quality staff capable of accomplishing the tasks set by higher management. If the manager does not understand what kind of employee is needed, focuses only on the requirements, not taking into account the specific culture of the company or the wishes for the personality of the employee, then the vacancy will be formally closed. The time interval between the submission of an application from the head of the department to the end of the internship and the acceptance of the employee into the ranks of the organization is reduced if the HR manager is able to capture the characteristics of the candidate's personality and compare them with the personality of the manager.

An HR manager is an obligatory link in the structure of a large organization.

It does not matter what the position will be called - personnel manager, HR, recruiter. The main thing is how the management understands this position and what powers it gives to the employee.

Job seekers often see unfamiliar job titles in ads. And it becomes unclear what needs to be done, what are his duties and whether this option is suitable. Over the past 20 years, many such positions have appeared. One of the newest is the ichar manager. Who it is, what it does and what it is responsible for, we will consider below.

The origin of the profession and basic concepts

In fact, "ichar" ("eychar") came from the English abbreviation HR ( Human Resources - human resources. Accordingly, an HR manager is a person who deals with human resources in an enterprise.

But it is a mistake to compare it with the “personnel officer” familiar to us. HR is the definition of a specialty that combines work in the HR department and HR manager. That is, his duties are much broader than just accepting a new employee and processing the relevant documents.

Experts evaluate this type of activity, as one of the administrative .

HR- assistant to the head of the organization, who equally with the director shares responsibility for decisions made and develops an enterprise management strategy based on the available human resources and their capabilities.

Today, more and more companies are replacing the "HR department" with "HR departments", as their capabilities are much wider.

HR manager competencies

To make it clearer, let's put it on the shelves, what qualities and knowledge are needed here in order to solve production problems:

Knowledge in the following areas: marketing and sales, information Technology, activity labor resources;
Professionalism, one must be able to: develop a wage system, attract suitable employees, write clear messages for employees;
It is necessary to understand how to manage change: encourage creativity in others, identify problems that hinder business development, build trust, play an active role in the process of implementing changes;
You need to know how to become a leader in a team, inspire personal trust: make fair remarks, offer ideas for solving problems, take risks, get along with stakeholders.

And that's not it. An HR specialist must be able to manage the culture in the enterprise and aim it at customer satisfaction. Thus, it turns out that the modern "personnel officer" should not only lead the staff, but also fully participate in all the affairs of the organization take responsibility for possible risks.

What qualities should a candidate for the position of HR specialist have?

In modern universities, they do not yet teach HR. How then to get a job, what do employers focus on? You must be a person of a certain warehouse, have the necessary data:

Be able to understand people. You should understand at a glance who came to get a job, whether this candidate is suitable. Or feel what behavioral line to choose when communicating with a particular employee, partner, competitor. You don't have to be a psychologist or get a college degree to do this, some people are naturally perceptive;
Important communication and flexibility. It is important to understand how to behave in internal and external conflict situations to solve them with minimal damage to all;
benevolence- one of the main features of such a specialist. A competent "personnel officer" should be able to take care of his employees within reason.

And, of course, you just need to be stress-resistant, because you have to constantly "be between two fires."

HR Manager: Responsibilities

To achieve the goals set by the organization, each employee must know their responsibilities. Their implementation helps to move the common cause forward.

The HR manager should also know their responsibilities, although on different enterprises they may differ:

Personnel search;
Maintaining relevant documentation: registration of contracts, agreements;
Evaluation of the work of employees and their certification;
Development of a payment system;
Organization of events related to the introduction of new employees to the position;
Calculation of the need for personnel;
Study of the labor market;
Carrying out activities designed to determine the qualifications of an employee, professionalism and psychological qualities;
Organization of workplaces.

Among other things, specialists who are legally “savvy” and know foreign languages are more valued.

Area of responsibility

There is also HR manager's area of responsibility. The personnel officer must follow:

Compliance with the rules of the schedule;
The quality of performance of duties;
Execution of instructions, orders and assignments;
spread trade secret and company confidential information.

Ichar (HR manager) is a versatile specialist, he has many responsibilities. But the salary will be corresponding. A person without experience receives a little, on average from 35,000 rubles. However, after gaining experience in this area, you can earn from 50,000 and more. And if you have additional skills and communication skills, the desire to study further, earnings increase significantly.

Today on large enterprises preference is given to HR departments. It is more profitable and efficient. Therefore, the demand for specialists in this field is growing and there are many vacancies where an ichar manager is required. Who it is, what it does, it has now become a little clearer, and you can assess whether such a position suits you.

Video about HR managers

In this video, Elena Vlasova (HR manager) at Sanita will tell you why she chose a profession related to the recruitment and management of personnel, which is part of her duties:

A bit of history and a little bit about HR terminology

The word "personnel officer" came to us from Soviet times. Then the main functions of these specialists were reduced to filling out work books, maintaining personal files, writing job descriptions, issuing passes, and so on. This work was not dusty and did not require much effort. A specialist of this profile had to be well versed in office work and labor legislation.

Thus, personnel service was an auxiliary structure that controlled mainly the working document flow. And although the modern situation has changed radically, in some companies, to a greater extent state form property, and in our country there are more than 7 thousand of them with about 2 million employees, the “Soviet” idea of the profession still lives on. A feature of the planned economy of the USSR was that graduates of universities and colleges were automatically distributed among enterprises, so there was no need to look for, let alone attract new personnel. Conditions and wages were almost the same everywhere, so they did not think about additional motivations. The only bonus for employees long years the premium remained.

Now, in most organizations, HR specialists have replaced pure personnel officers.

The responsibilities of an HR, or human resources specialist, look very different from those of an HR officer.

The term "HR-specialist" is an English abbreviation - Human Resources, which is translated into Russian as "human resources". Simply put, HR primarily works with people (with these same human resources), and not with pieces of paper.

It can be said that this profession is closely connected with the market economy - that is why there were no HRs in the USSR, and that is why this profession came to us from abroad in the 90s of the last century. During these years, a serious economic revolution took place, the market economy began its development, and the people management system changed at enterprises. The HR specialist has become a "bridge" between the company's management, its staff and the labor market.

Despite this, modern HR professionals cannot move away from the concepts of the traditional HR department and believe that their duties are limited only to recruitment (and often line managers actually do this) and administrative, “paper” work.

Whereas the activity of an HR manager involves the assumption of much broader powers and responsibilities. Unfortunately, even among the heads of organizations and top management, there is often ignorance, misunderstanding or unwillingness to understand what HR management as a business function actually is, what functional and managerial elements it includes, what its essence, purpose and objectives are. . What then to say about the HR-specialists themselves?

In reality, everything should happen exactly the opposite. Personnel management is a complex functionality with its own tools, methods, rules and patterns, ignorance or misunderstanding of the specifics of which can cause irreparable harm to any business.

As long as there is a myth about the insignificance and secondary importance of HR as a business function, talk about an adequate perception official duties any specialist in personnel management is not accounted for by others. After all, the main purpose and function of a professional HR manager is to become a business partner of his manager and owner. I would like the top officials of the company to see in HR a partner who shares all the responsibility for the decisions made with other managers, develops the strategy and tactics of the business together with them, and together with them is responsible for the result. The key task of an HR manager is to achieve the main goals of the company with the help of its employees!

The range of duties of HR specialists is very wide: they are engaged in the selection of personnel, its adaptation, assessment, and training. They also (most often together with the heads of departments) develop a system of motivation in the company, evaluate the effectiveness of the work of the company's personnel. They also have to find out the causes of "churn" and deal with it - if the company is faced with this unpleasant problem. Of course, this does not mean that the same person is doing all this. Usually in large companies whole departments and departments of personnel work, and each employee has his own specialization. In small companies, the amount of work is significantly less (and not all of these tasks are in demand).

What should an HR specialist do in a company?

The answer to this question is key in understanding the role, place and significance of the HRM (human resources management) system in an organization, which, unfortunately, most not only HR specialists, but also the heads of organizations, do not have. To a greater extent, this is due to the lack and, as a result, misunderstanding of the functional relationship between the business strategy and the HRM strategy of the organization.

Very briefly, the essence is as follows.

To achieve the strategy of any business (regardless of the size of the business, industry, crisis, etc.), it is necessary to implement only two target functions: to have the resources necessary for the business and to use them effectively.

Under resources that a company or organization should have are understood as:

√ material resources (land, buildings, premises, equipment, office equipment, transport, communications, etc.);

√ financial resources(bank accounts, cash, securities, loans, etc.);

√ relationship resources (with customers, suppliers and partners, government agencies, etc.);

√ structural resources (business processes, organizational structure, IT infrastructure);

√ human resources (employees who create the main value in the company - key employees of the company and support staff);

√ informational resources(external and internal, electronic and paper databases);

√ temporary resources.

From the point of view of efficiency, in the very general view under the efficiency of the use of resources of the organization is understood the ratio end result business to the costs that provided it. That is, in order for a business to be effective, it must increase the efficiency of resource use while reducing the cost of their use.

With regard to the HRM functionality, everything is the same, but only in relation to a specific resource of the company - personnel! So too two goals:

1) have human resources;

2) effectively manage human resources.

From these two HR goals of any company, absolutely clear four HR tasks .

The first goal of “own” forms two HR tasks:

1) Attract the most talented, professional and efficient human resources of the company.

2) Retain key and effective employees in company.

The second goal of “managing effectively” predetermines the solution of two more HR tasks:

3) Increase the effectiveness of the staff.

4) Optimize personnel costs.

Everything and nothing else! This is the essence of the professional purpose of HR. These are the goals and objectives of the activities of HR and the company's personnel management service. They are the ones that bring together the goals of the business, as a customer, and the HR department, as a performer.

Everything seems to be simple and logical, but, unfortunately, the vast majority of HR and top managers of companies do not know or do not understand this and are not able to explain to each other, on the one hand, the role and importance, and on the other hand, the goals and tasks of the HR function in the company.

This is where all the obvious and implicit problems with the company's personnel lie, and, I will say more, the presence or absence of a crisis in the country has absolutely nothing to do with it!

The reasons for this situation are: the lack of a business strategy in most organizations in the country (by the way, the main reason for this is the lack of a business strategy in the country itself), as a result, the lack of functional strategies, including the HR strategy; the lack of an elementary set of systematized knowledge in the field of human resource management among top managers of companies (often there is an opinion among them: if I can talk to people, then I can easily manage personnel); lack of a formed HR school (traditions, exchange of opinions, discussion platforms, successful practices, success stories, popularization of experience, etc.); lack of a systematic and practice-oriented system of training, retraining and advanced training of HR specialists.

The work of HR can be assessed by the quality of movement towards the two HR goals indicated above and the effectiveness of solving four HR tasks. Moreover, it is very important that both goals and objectives are invariable and mandatory in any organization, regardless of the form of ownership, scale of activity, number of personnel or industry. I would like to emphasize that the crisis is also not a limiter in the scope and quality of their solution.

We can talk about all this further, delving into the technologies and methods of assessment (and they really work), but within the framework of this article, this cannot be done briefly. And it doesn’t make much sense until the top management itself learns to set clear and transparent goals and objectives in the field of human resource management, and HR specialists begin to think like effective owners and managers of the company’s most expensive resource ...

What is the reason for the inefficiency of HR functionality and how to improve the situation

First of all, and this is the most important thing, so that the owner of the company, its top managers, HR specialists, and together with them all line managers understand and feel deeply the answer to the most important question: what distinguishes the human resource from all other resources of the company and makes it unique in comparison with them?

We all know how to talk about this topic with pathos, quoting famous personalities in history, talking about how to take care of the staff, but at the first sign economic crisis, mindlessly grasping the sword and cutting, first of all, this particular resource ...

Always, throughout our history, we have treated and still treat a person as a cog, as a consumables, like cannon fodder, but at the same time, in public statements, we choke on words of love and awe ...

For all the time that I have been asking this question to managers of any rank and HR with various experience in the profession, I have not heard a clear and intelligible answer that excludes uncertainty in the interpretation of the meaning - and this is sad. And the answer to the question about the uniqueness of the human resource in comparison with the rest lies on the surface and is an axiom.

So, the first sign of uniqueness . Only the human resource of all other resources determines the competitiveness of any organization. You can copy any other resource - buildings, equipment, technologies, products, business processes, financial schemes, promotion methods, and so on. People, the staff of the organization cannot be copied, and it is only they who determine the competitiveness of any company.

AND second sign of uniqueness . The human resource is the only one of all company resources that does not belong to the company.

Only after understanding this, having passed through the basic HR goals and HR tasks, having developed an HR strategy based on a sound business strategy, you can begin to analyze the effectiveness of the company's HRM work and correct the situation.

Without these fundamental positions, all HRM work in the organization will be chaotic, unsystematic, work not to prevent problems, but to “put out fires”, and evaluating its effectiveness will be a profanation of a good and necessary idea.

The meaning and necessity of such work is zero, since it is not related to business goals and does not solve business problems. Unfortunately, it is precisely the “imitation of violent HR activities” that is characteristic of the work of most HR companies and organizations in our country. It is this “work” that is one of the main barriers to the growth of business efficiency.

And also as an addition. The presence of an HR strategy, HR goals and objectives still does not guarantee success, since in this situation the question of the competence of the company's HR manager becomes acute. And here, an unplowed field! And the most serious problem is the inability, misunderstanding, and sometimes even unwillingness of HR specialists to delve into the company's business issues, to speak the language of business, the language of numbers and specific economic indicators.

HR of most companies do not understand the main business functions of the company (marketing, logistics, production, finance, etc.) - and a misunderstanding of this leads to a misunderstanding of cross-functional relationships and conflicts, which should be the main vector of attention of an HR specialist. And this means that such a specialist is not able to solve the HR goals and objectives of the business, and all the work comes down to simulating “heavy activity”, which discredits not only the HR specialist himself in the eyes of managers and staff, but also the role that is really important for business , place and value of the HRM-functional.

Lord top managers of companies! If in your company management does not represent the area of responsibility of an HR specialist, and all his work is perceived at the level of issuing personnel orders, “team-buildings”, unsystematic trainings and useless seminars (i.e. direct release of money earned by the company for the wind), invite your HR specialist to your office and ask him the right questions.

Maybe it is you who will have a chance to change the situation of dangerous stagnation for the better. Be especially professionally demanding to candidates for this position! After all, the main purpose and function of a professional HR manager is to become a business partner of his manager and owner.

I would like the top officials of the company to see in HR a partner who shares all the responsibility for the decisions made with other managers, develops the strategy and tactics of the business together with them, and together with them is responsible for the result.

What to do with all this, especially in a crisis?

In a crisis, you need to save on everything, and HR functionality is no exception. But as in everything related to cost optimization in a crisis, and not in a crisis, too, it is necessary to approach it reasonably and balancedly. Before reducing personnel costs, and in them 95%, for most companies, this is the wage fund, it is necessary to carefully calculate the consequences of reducing the number of personnel: how much real cost savings will it give in total revenue and how will this affect the reduction and so falling revenue.

This is an optimization problem, but it must be solved before making a decision to reduce staff by a certain amount. Such a calculation, perhaps, will reveal a more optimal solution - reducing the working day or week by a certain amount ...

Why am I talking about this? The fact is that crises tend to both begin and end. Will it turn out that having reduced the staff now, after the crisis there will be serious problems with its recruitment? After all, if the staff sees that the company is in a difficult situation, but does not throw them out on the street, realizing that it will be difficult for them to find work and feed their families, but reduces the size of the payroll by reducing working hours, then they are ready to reduce their income but be sure of tomorrow. This greatly increases the loyalty of the staff to their company and the company will only benefit from this both in a crisis and when it ends. Everything must be considered, taken into account and predicted. And this should be done by an HR specialist.

Given that the coming year will be difficult in terms of the economic situation in the country and in most companies, I would suggest a number of necessary, in my opinion, measures that will reduce personnel costs without reducing its effectiveness. The main vector for the efforts of HR this year should be to increase the effectiveness of personnel while reducing the cost of managing them:

√ selection of personnel in the least costly ways (in in social networks, advisory recruiting, work with students and graduates of universities and colleges; internal recruiting);

√ high-quality adaptation of newcomers, widespread use of mentoring and internal coaching by the staff of the company itself;

√ non-standard methods of intangible retention key personnel in company. Indeed, in most companies in all sectors of the economy, salaries will either be frozen or reduced. Under such conditions, the HR specialist will be required to be as creative as possible in the field of material motivation;

√ building an effective internal system staff training in the company, own distance learning and staff development;

√ strengthening the role of internal communications and the internal corporate system for informing personnel, strengthening the internal HR brand of the company;

√ introduction of simple and effective systems of material motivation, aimed primarily at the effectiveness of revenue and cost reduction;

√ rallying the company's team through the holding of low-budget events with active participation in their preparation and holding only the company's employees;

√ maximum possible use of personnel outsourcing schemes for auxiliary and support departments of the company.

These are the main areas that should be present in the work of HR-specialists of companies in a crisis. Naturally, we should not forget about other HR functions, but these are anti-crisis functions and they need to be dealt with immediately.

I am sure that this period will give a lot of understanding to both top managers of companies and HR specialists themselves about the goals, tasks, role, place and importance of HR functionality in the business system of companies. The most important thing is not to delay this process of understanding by referring to the crisis. Now there is a unique opportunity to get rid of everything unnecessary in HRM, build the right human resource management system in your company, get through this difficult period with dignity and start effectively after it is over. And the crisis will help you all!

An HR manager belongs to the category of leaders.
The position of HR manager is assigned to a person with a higher professional education and additional training in the field of management, experience personnel work at least in the specialty
The HR manager must know:
1. 3.1. Legislative and regulatory legal documents on personnel management.
2. 3.2. Labor law.
3. 3.3. Basics market economy, entrepreneurship and doing business.
4. 3.4. The conjuncture of the labor market, labor force and educational services.
5. 3.5. Methods of professional selection and the technique of compiling tests for professional suitability.
6. 3.6. Modern concepts and methods of personnel management using automated subsystems "ACS-personnel" and automated workplaces of employees of personnel and other departments of the enterprise.
7. 3.7. Fundamentals of labor motivation and personnel assessment systems.
8. 3.8. Forms and methods of training and advanced training of personnel.
9. 3.9. The procedure for the development of labor agreements (contracts).
10. 3.10. Methods and organization of management.
11. 3.11. Methods for accounting for the movement of personnel.
12. 3.12. Fundamentals of production technology and prospects for the development of the enterprise, the management structure and its personnel.
13. 3.13. Fundamentals of general and special psychology, sociology and psychology of work.
14. 3.14. Ethics of business communication.
15. 3.15. Fundamentals of office work organization, incl. personnel.
16. 3.16. Information processing methods using modern technical means communications and connections, computers.
17. 3.17. Internal labor regulations.
18. 3.18. Rules and norms of labor protection.
Appointment to the position of an HR manager and dismissal from the position is carried out by order of the head of the enterprise.
The HR manager reports directly.
During the absence of an HR manager (vacation, illness, etc.), his duties are performed by a duly appointed person. This person acquires the appropriate rights and is responsible for the proper performance of the duties assigned to him.

II. Job Responsibilities

HR manager:

Creates an effective personnel management system and social processes at the enterprise, providing conditions for initiative and creative activity employees, taking into account their individual characteristics and professional skills, effectively building relationships in the team.
Determines the company's need for personnel; develops a system for filling positions and jobs; studies the labor market in order to determine possible sources of providing the necessary personnel; organizes the search for candidates using various sources (mass media, the Internet, recruitment agencies and job centers, etc.).
Conducts a selection from among candidates who meet the requirements of the developed programs or are most acceptable from the point of view of the company's management; conducting job interviews; studies business and professional quality employees in the selection, placement and planning of their activities and professional growth; ensures staffing of the enterprise.
Takes part in the development organizational structure enterprises (compilation staffing tables, regulations on structural divisions, job descriptions, draft labor agreements (contracts), etc.).
prepares employment contracts(contracts) concluded with managers and specialists top level; ensures the fulfillment of the terms of the contracts.
Provides high-quality formation and rational use of the personnel potential of the enterprise, taking into account the prospects for development and increase in production volumes (sales, provision of services, performance of work, etc.).
Creates the necessary conditions and real opportunities for development and meeting the needs of each employee.
Plans the need for retraining and advanced training of personnel; organizes training, internships, advanced training of personnel by sending employees to educational establishments, attracting highly professional training specialists to enterprises for training, training, etc.
Develops systems for evaluating business and personal qualities employees, organizes attestations, competitions for filling vacant positions.
Determines and analyzes the reasons for the turnover and turnover of employees, the state of labor and professional discipline at the enterprise; takes part in the activities carried out by the personnel division of the enterprise to strengthen labor discipline and retain personnel; studies the social needs of the personnel and develops proposals for their implementation and protection of the enterprise's labor resources from staff turnover.
Develops and implements systems for motivating employees of the enterprise (development of systems for material and moral incentives for employees that contribute to the achievement of high economic, technical and social performance indicators of the enterprise; development of programs social security workers; development of proposals for the provision of material and moral advantages to individual specialists, etc.).
Prepares reports on salaries, bonuses to employees, indicators of the number of employees, the structure and turnover of personnel, the situation on the labor market for the reporting period.
Studying the results of scientific research, normative, methodological and legal literature, scientific publications, other sources on the problems of personnel management and social security of employees.
Analyzes the state of personnel work at the enterprise and develops measures and proposals to improve the level of its implementation.
Exercises control over correct application labor legislation at the enterprise - in terms of hiring, moving, dismissing employees; encouragement of distinguished employees; imposing penalties on employees who violate the requirements of job descriptions, labor discipline; promotions, demotions.
prepares guidelines on the development and improvement of forms of work with the personnel of departments, personnel management and brings them to the attention of managers structural divisions enterprises.
Communicates information on HR issues and key HR decisions to all employees.
Reception of citizens on personal matters, develops individual career development programs.
Takes part in planning social development team, permission labor disputes and conflicts.

III. Rights

The HR manager has the right:

Get acquainted with the draft decisions of the management of the enterprise relating to its activities.
Submit proposals for the improvement of work related to the duties provided for in this job description for consideration by the management of the enterprise.
Request from the heads of structural divisions of the enterprise, specialists and other employees the necessary information, give them binding instructions on personnel management.
Report to the management of the enterprise about all the shortcomings in the production and commercial activities enterprises and make proposals for their elimination.
Require from the head of the enterprise: providing the necessary powers to attract HR specialists from third-party organizations (training specialists, personnel training specialists, etc.); ensuring organizational and technical conditions and execution of established documents necessary for the performance of official duties.
Sign and endorse documents within their competence.

IV. Responsibility

The HR manager is responsible for:

For improper performance or non-performance of their official duties provided for by this job description - within the limits established by the current labor law Russian Federation.
For offenses committed in the course of their activities - within the limits established by the current administrative, criminal and civil legislation of the Russian Federation.
For causing material damage to the enterprise - within the limits established by the current labor legislation of the Russian Federation.