Recruitment manager: criteria for quality of work. Important HR metrics of HR department Retention of key employees

Accordingly, an objective need arises that additional means are needed to measure the employee’s performance, which will show whether the established indicators have been achieved or not. As such a means, you can use generally accepted criteria for assessing labor productivity. However, when developing key performance indicators, you need to pay attention to the lack of wording itself, or the substantive component of the indicator.

Setting an indicator in the form of a process (staff turnover, % of profit, number of training hours) does not allow measuring the employee’s contribution to the company’s goals, since they do not contain a specific number, value, relative parameter of which one can accurately say that turnover for a given company is high, low , normal. Or that the % of profit is very high, since the % size for low and average profits is not established.

The same number of hours is enough, for example, for engineers to acquire skills in working in any program, but not enough for other categories of employees. How to determine that this is the “correct” indicator of the performance of a given employee in a given company? First of all, you need to proceed from the actual needs of the organization.

It should be noted that the characteristics (competencies) only give an idea that having them (competencies) the employee is able to achieve the expected result. That is, it seems impossible to measure the result of work based on competencies, since competencies characterize the knowledge, abilities, skills, personal and professional characteristics of an employee, but not the result itself.

For example, in the form for assessing the competencies of an HR manager, the parameter “deep knowledge of labor law” is set, opposite which the evaluator must give his rating “A,B,C,D”.

The question arises: For which parameter should the evaluator select the highest, average, below average, or lowest score?

That is, in any case, we need criteria, parameters, indicators that will allow us to measure the degree of depth of the mentioned knowledge. For example, as presented below, for seven selected key indicators.

1) Functional task - To provide the organization with qualified employees

Required characteristics:

• Knowledge of the labor market in this business sector.
• Knowledge of technology for searching, selecting, conducting interviews and interpreting information.
• Negotiation skills.
• Pleasant appearance.

• Staffing positions in accordance with received applications based on the business plan.
• Customer satisfaction.

1. Closing time for vacancies - the period from receipt of an application to the departure of a new employee
   (For example: administrative staff - from 3 to 7 days; specialist - 10 to 14 days;
   manager – from 15 to 20 days;
   director – from 20 to 30 days;
2. The difficulty of filling a vacancy is the position of the attracted employee in the staffing table. For example: administrator, specialist, junior manager, manager, senior manager, director, partner; recruiting method is a search method. For example: traditional search, direct search, Executive search, recruiting agencies, personal recommendations, internal selection; search source - universities, competing companies, social networks, job market, media, company staff).
3. The cost of employees returning to work is the organization’s expenses. For example: within the established budget, below planned expenses, above planned expenses.
4. Number of employees returning to work. For example: plan – 5 per month.

2) Functional task - Adapt new employees.

Required characteristics:

• Knowledge of organizational structure.
• Possession of mentoring skills.
• Skills in developing corporate documentation: “Employee Book” – introductory course, instructions.

Key Performance Indicator:

• Integration of the employee into the organization.
• Satisfaction of new employees.

Evaluation parameters (assigned high, medium, low)

1. The start date for independent activities is the date from which the manager transfers the employee to independently conduct business. For example: from the 5th day of work, from the 10th day of work, from the 30th day of work.
2. The number of people who quit during the probationary period is the percentage of those who successfully completed the probationary period/those who terminated their employment contract.
3. Orientation costs are the totality of time, material resources and the number of employees who completed orientation and specialists involved in mentoring.
4. Positive/Negative Feedback.

3) Functional task - Organize staff training

Required characteristics:

• Knowledge of the educational services market.
• Skills in organizing training and developing methodological documentation, drawing up training programs.
• The ability to choose a teaching method that corresponds to the learning goal.

Key Performance Indicator:

• Willingness of employees to use new knowledge and technologies.

Evaluation parameters (assigned high, medium, low)

1. Training period is the time spent by an employee to acquire the necessary knowledge and skills. For example: hours, days, weeks; distribution of training hours in the work process: two hours a day, two days a week, several weeks a month.
2. The cost of training costs is the total cost of organizing the process. For example: below the allocated budget, within, above; qualifications of teachers: Ph.D., practicing managers, experts.
3. The skills acquired by employees are a set of indicators for assessing learning outcomes. For example: 100/100, 70/100, 50/100 answers to the test; application in work: 1 out of 5; 2 out of 5; 5 out of 5.
4. The number of employees who began to use the acquired skills within the prescribed period is the ratio of those who attended training courses and took advantage of the acquired knowledge from the first days. For example: 30/70, 15/70, 5/70.

4) Functional task - Organize the career movement of employees.

Required characteristics:

• Knowledge of career management techniques.
• Skills in developing procedures and regulations for the formation of a personnel reserve.
• Skills in constructing a system for evaluating personnel performance.

Key Performance Indicator:

• Positions filled by internal movement of employees.
• Schedule (ready plan) of job promotions.

Evaluation parameters (assigned high, medium, low)

1. The number of employees transferred to a more senior position - personnel reserve employees (For example: 50 out of 70, 30 out of 70, 10 out of 70; the number of those who resigned after assessment and appointment procedures; the number of vacancies that opened that require the involvement of external sources).
2. The cost of moving is the total costs of organization, payment and required expenses;
3. Level of position filled - positions in the staffing table For example: Directors - 2, senior managers - 5, managers - 4; number of employees who did not receive a promotion;
4. Promotion deadlines - the period of planned movement. For example, the deadlines for processing the relevant documents from the date of receipt of the application from line managers: up to 7 days, from 8 to 14 days, from 15 to 31.

5) Functional task - Ensure personnel records management

Required characteristics:

• Knowledge of labor legislation, HR standards.
• Skills in establishing labor standards.

Key Performance Indicator:

• Regulatory and legal compliance of personnel decisions.

Evaluation parameters (assigned high, medium, low)

1. Compliance of personnel documents with established requirements - a set of documents drawn up without errors. For example: out of 40 documents - 100%, 50%, 25% are drawn up without errors.
2. The number of documents processed is the total number of documents processed per month for each employee.
3. Document processing time – the period from submitting an application for processing or document execution to delivery to the customer. For example: on a set date, earlier, later.
4. Material costs for document management are the total costs of organizing the process. For example: the ratio of the number of HR specialists in the department, the amount of maintenance costs; cost of staff release: payments by court decision, amount of dismissal payments, amount of compensation by agreement of the parties.

6) Functional task - Develop a talent retention program

Required characteristics:

• Knowledge of material and non-material forms of motivation.
• Knowledge of talent management techniques.

Key Performance Indicator:

• Identified talent in the area of ​​activity required to achieve the organization's strategic goal.
• Availability of an individual employee development program.

Evaluation parameters (assigned high, medium, low)

1. The number of talent retention activities is the number of ready-made solutions for motivating and stimulating talent. For example: the required rate is 1 per quarter.
2. Methods used for retention - the quality of the impact of the selected methods on talents. For example: degree of change in performance.
3. Skills, abilities and knowledge possessed by identified talents - an identified list of characteristics of talented employees, the presence of which is necessary for the organization. For example: knowledge of automation programs..., ability to use automation programs, skills in developing automation programs.
4. Cost – expenses for material and non-material motivation.

7) Functional task - Build a system of interaction with subordinates

Required characteristics:

• Knowledge of management basics.
• Ability to prioritize.
• Planning, coordination and delegation skills.

Key Performance Indicator:

• Implemented functional tasks.

Evaluation parameters (assigned high, medium, low)

1. Deadlines for completing work by subordinates. For example: on time, earlier, late.
2. The quality of the work performed. For example: the percentage of errors per unit of work result.
3. Customer satisfaction. For example: the number of positive and negative reviews.
4. The cost of the HR department is the total amount of expenses. For example: the ratio of company expenses incurred by the activities of personnel department employees to the profit received as a result of their activities.

Professional, hardworking and loyal employees to the organization are something without which business development is impossible. And it is the task of the HR manager to select specialists who meet the company’s requirements and can effectively perform their work. An HR manager must understand people and be savvy in matters of labor law and psychology. The level of competence and development of professional skills of this specialist largely determines how successful the company’s activities will be.

What does the position of HR manager mean?

The work of an HR manager is important for the functioning of the organization, since he is in charge of a key business resource - employees. Among the tasks he performs are recruiting personnel, working with documents, developing personnel policies, participating in the formation of corporate culture and company management strategy. The goal of the HR manager is to create optimal staffing in terms of quantity and quality and maintain a healthy atmosphere and interaction in the team.

If a company employs few people, personnel management is entrusted to one manager. In large companies, an entire department is created to optimize work with personnel. Each of the department employees performs a specific task related to personnel management: one of them may be responsible only for searching for new employees, the other for professional training, etc. The head of such a department is the HR director, or personnel director.

Job responsibilities of a HR manager

The competence of the HR manager includes a range of issues that contribute to the correct selection of employees and coordination of their work. It includes:

• searching for workers with the necessary professional skills;
• development of employee evaluation criteria;
• organizing and conducting interviews, tests and other activities to select the most suitable candidates for each position;
• ensuring full staffing levels;
• work on adaptation of new specialists;
• coordination of interaction between newcomers and mentors;
• monitoring staff turnover and initiating changes aimed at reducing it;
• preparation of employment documents;
• maintaining personnel document flow, if this is not handled by a separate specialist.

As you can see from this list, an HR manager performs a wide range of tasks that require a variety of skills. In HR, there are also a number of narrower specialties related to managing employees or ensuring their professional growth. Below is a list of responsibilities specific to the position of Recruiting Manager.

Working with internal customers- heads of departments:

• assisting management in preparing applications for employee searches, compiling a list of requirements and setting deadlines for completing tasks;
• negotiations and correspondence on personnel issues, informing about the progress of the search for specialists;
• Presenting candidates to management, organizing interviews.

It is important that the HR manager does not simply receive an “order” on what positions need to be filled and how many employees to hire. The HR specialist must clearly understand for what purposes the employee is needed and what relevant skills he must have. In any case, department heads or other management representatives should formulate tasks related to personnel selection as specifically as possible.

Working with the labor market:

• finding candidates through job search sites, groups on social networks, the media and other channels;
• selection of candidate search methods appropriate to the situation;
• analysis of wage levels;
• studying the labor market to determine the number of workers in the required profile;
• finalization of search requests to optimize the requirements put forward.

Working with applicants:

• proofreading of resumes, initial selection according to formal criteria;
• communication with candidates: correspondence, telephone conversations, interviews, as well as evaluation of the information received;
• determination of professional and personal qualities of candidates (including through testing);
• maintaining the company’s image in the eyes of job seekers even if employment is refused;
• informing about refusal to hire orally or in writing.

Working with new employees:

• paperwork;
• getting to know the team, employee adaptation.

When drawing up a job description for an HR manager, it is worth clearly defining the employee’s field of activity and describing in detail what you expect from this specialist. This is necessary so that a person clearly understands his place in the organization and the list of functions that are assigned to him. Well-developed instructions will not allow you to neglect your responsibilities and refer to the fact that this or that activity is beyond the manager’s competence.

Selecting an HR manager in 10 minutes using the DISC method

The DISC model is based on clinical and sociological research conducted in the 1920s. William Marston (who is also the inventor of the lie detector) observed the behavior of people in various situations, after which he identified four basic types. Essentially, Marston applied the theory of emotional intelligence.

Most often, one emotion manifests itself in a particular person brighter and more stable than others. The external manifestations of a person depend on this “primary” emotion, which we can observe, evaluate and assign to one or another category of the DISC model. Since the founders did not legally protect the method, the materials and tools became available to a wide range of users. Find out how to apply them in practice from the article in the electronic magazine “General Director”.

Professional skills of an HR manager

There is no single correct list of skills required to work in this position. The powers, rights and responsibilities of a specialist vary depending on what functions he must perform.

1. In a company that often interacts with foreign partners, he will need:

• competent speech, communication skills, communication experience;
• knowledge of laws in the field of employment, relating, in particular, to foreign citizens, and other official documents.

2. If the task is to conduct certification in order to form an internal personnel market, it must:

• have experience in organizing certification events;
• manage paperwork correctly;
• Feel free to use the software you need.

To summarize, we can highlight an approximate list of skills required by an HR manager:

• knowledge of regulations that make up the country’s labor legislation;
• basic sociological knowledge;
• experience in drawing up various documents necessary for employment, ability to manage personnel paperwork, knowledge of established laws and regulations related to labor safety;
• practical skills in the field of social psychology, the ability to competently build business communication;
• Correct oral and written language;
• understanding the laws of market functioning;
• possession of an arsenal of methods and techniques for assessing professional competence;
• the ability to analyze applicants’ resumes, mastery of techniques for testing various skills in test form and the ability to draw correct conclusions about a candidate’s professional suitability;
• knowledge of management basics;
• the ability to determine the main directions of the company’s work and formulate appropriate principles of interaction with employees;
• presence of management skills;
• ability to manage your time.

An HR worker is a multitasking specialist. In large organizations, work with a large staff is provided by entire departments, whose activities include personnel search, documentation support, certification, and organization of professional training. The varied functions of an HR manager require a range of abilities from the employee.

The HR specialist is required to:

• be able to establish relationships with management, colleagues and applicants;
• be sociable;
• know legal regulations;
• have basic knowledge in the field of psychology and sociology;
• be able to organize the work of staff.

When searching for a personnel manager, the head of the organization pays attention to the candidates’ education, as well as skills in the field of office work and organizing certification events. In each company, depending on its specifics, the requirements for this employee will be different.

Professional standard of an HR manager: requirements for length of service and experience of a specialist

The professional standard establishes a number of job titles that are associated with a certain range of responsibilities. Each manager decides for himself what the name of a particular position and its functionality will be. But as a guideline it is worth using professional standard 559 “Human Resources Management Specialist”.

Personal and professional qualities of an HR manager

The professional qualities of an employee mean those generalized traits that are necessary for successful activities in the field of personnel management and the performance of various job responsibilities. They may relate to the characteristics of a person’s activity, behavior and character.

1. Organizational skills require the ability to find employees, correctly distribute responsibilities and monitor their implementation.
2. Determination is the ability to set goals and organize activities to achieve them.
3. Flexibility is a quality that allows you to adjust your actions according to circumstances.
4. Competence presupposes the presence of professional knowledge and experience that helps to find the right solution.
5. Communication skills are necessary to interact effectively with others.
6. A sense of humor helps to defuse a tense atmosphere, an indispensable quality for working in a team.
7. Self-control is necessary for an HR manager because he has to deal with a lot of different people.
8. Impartiality makes it possible to maintain initiative in solving problems.
9. Self-confidence is necessary for creating an image and contributes to career growth.
10. Assertiveness presupposes that a person can confidently and openly express his judgments and justify them.
11. Adaptability allows an employee to respond to changes in external conditions and organize work in accordance with them.
12. Creativity is a quality that helps to find unusual approaches to solving current problems.
13. Integrity and care ensure that the employee will act appropriately based on reliable information.
14. Non-conflict, or social tolerance, will help to avoid conflict situations during communication with the team.

How does HR manager training work?

Higher education in the field of personnel management can be obtained:

• at faculties of the relevant field at universities and institutes with socio-economic specifics (economic, pedagogical, language, etc.).
• at the faculties of economics and management in universities involved in training personnel for a specific industrial sector (construction, chemical, logging, etc.).

HR managers are also trained in secondary specialized educational institutions. This profession can be obtained at a school or college, with the emphasis being on work in a particular field. For example, a specialty may be called “Organization of services in public catering.”

We can say that the educational process in this area is standardized and regulated by the state, which sets educational and professional criteria for this specialty.

The HR manager is expected to regularly participate in professional development activities. This is necessary so that the HR person has a clear understanding of the current situation in the professional environment, increases the amount of professional knowledge, and studies new methods and technologies of work. Sometimes development within a profession allows you to climb the career ladder or get another specialty, for example, a personnel development manager.

An HR manager can improve his skills at seminars on management activities for representatives of top management, attend courses under the MBA (Master of Business Administration - an international program for training high-quality professional managers) and mini-MBA programs. In such courses, the HR director develops a variety of skills, including:

• HR strategy;
• HR budgeting;
• rationing of labor and establishing the optimal size of staff;
• development of an effective organizational structure of the enterprise;
• assessing the quality of employee work and conducting certification activities;
• searching for candidates, conducting interviews, hiring new employees;
• adaptation of newcomers to the team;
• development of principles for the formation of wages;
• activities to improve staff qualifications;
• formation and maintenance of the principles of corporate culture.

There is a separate category of personnel managers who are mainly involved in the training and professional growth of employees. The position in this case may be called “training manager”. HR employees receive the skills necessary to work in this field in special advanced training courses. They use programs focused on the job responsibilities of a narrow specialist, which are associated with the planning and implementation of personnel development activities. While HR directors are usually trained in business schools, the knowledge and skills of a people development manager are acquired through courses and seminars.

Let's talk about what responsibilities the job description of this specialist includes.

The main responsibility of a training manager is to think through and implement educational programs that will help employees work more effectively. When choosing courses, you should pay attention to what core competencies they develop. It is necessary for the future personnel education manager to learn:

• find out which company employees need additional education;
• plan and conduct educational events;
• calculate the costs of organizing training;
• form groups of employees for subsequent training;
• evaluate the effectiveness of educational programs.

When organizing trainings, the manager is also involved in preparing teaching aids and materials necessary for the event. He also studies the educational services market and selects programs suitable for the company. A more complete list of the responsibilities of a personnel development manager can be seen in the job description, an example of which can be downloaded at the end of the article.

How to evaluate the effectiveness of a recruiting manager

Companies do not always make the right conclusions regarding the effectiveness of employee selection. Most often, problems arise due to the fact that the skills of an HR manager are assessed, which do not directly affect the result of his work. To prevent this from happening, the organization must have clear standards and criteria for assessing the work of a personnel manager. The staff turnover rate is often used as such an indicator. However, its use is also not always justified, since many external and internal factors influence the departure of employees from the organization. It is not always possible to blame a high percentage of layoffs on the recruiter. A more correct criterion can be considered the timely selection of highly professional personnel for vacant positions. With this quality of work, the business will not suffer from staff turnover, which seems most important.

Time criterion helps managers determine whether a manager is completing his or her task on time. Corporate documents must indicate what period of time is allocated to the recruiter to search for a specialist of a particular level.

Example

Let’s say the established time for selecting an employee for a vacant position is from 10 to 14 days. If an employee is found after two weeks, it means the manager met the deadline. The HR specialist's evaluation sheet should include points for completing the task. The number of points depends on which rating scale the manager chose. The simplest option is one if the time criterion is met, and zero if not. But the scale can be differentiated. For example, 0.9 points are given if an employee is present for the minimum specified period (10 days). Then every day the manager will receive 0.2 points less: 0.7 for 11 days; 0.5 for 12 days, etc. If the position is closed in two weeks, 0.1 points are given. When the upper time limit is exceeded, negative points are entered on the sheet.

Quality criterion measured:

1.Professionalism in the field of personnel selection that new employees possess. The test determines the employee's competence in this area: excellent, good, average or poor.

2. Difficulty in finding a specialist: by position - the highest positions in the organization; in terms of uniqueness - rare specialists; by the method of searching for employees - whether a simple search, Executive or headhunting was used; by source - whether the employee was found on the free market, within the company itself, or “stolen” from competitors.

Example

Finding administrative workers is not a difficult task. The points on an HR manager's evaluation sheet may depend on how the employee is found. The search method should be simple and require minimal costs. Let’s say finding an administrator through paid job posting is 0.1 points, and effective use of free resources is 0.9 points. Finding a manager is a little more difficult, and the points also depend on the chosen search method. If the recruiter used professional publications - 0.5 points, and if he monitored the forums - 0.9 points. Also, the score will be higher depending on how well the qualifications of the found specialist meet the requirements of the organization. The most difficult task is to find a person for the position of director. If the HR team was helped in this by the sites hh.ru or superjob.ru, you can give 0.5 points, for Executive - 0.8 and 1 point - for headhunting without the participation of third-party personnel officers. The highest score here can be given to the employee who acted independently and used an original search method.

So, we found out that the effectiveness of the HR manager’s work is, to a certain extent, evidenced by the timely filling of vacancies and low staff turnover. But it is impossible to evaluate an employee only by these criteria, since you can miss the most important factor, namely, the correspondence of the professionalism of new employees to their job responsibilities. There are several other points that should be taken into account when assessing the work of a recruiter: whether he met the budget allocated for personnel, whether he adhered to the established recruitment policy, or whether he violated prohibitions (for example, on hiring relatives). All this is worth checking and marking the results on the score sheet.

Quantity criterion necessary to track whether the manager is fulfilling the stated plan to find new employees. Let's say a monthly plan instructs a specialist to find five ordinary workers and two managers. If after a month these seven employees are employed in the organization, we can consider that the recruiter’s task is completed. For each employee he failed to find, 0.1 points are deducted.

Cost criterion check whether the HR manager used the funds allocated to him correctly:

• how much money was spent on the services of recruitment agencies, and whether this was justified by a real need;
• what is the salary of new employees compared to the average in the labor market;
• whether negotiations were held with candidates aimed at establishing the optimal level of remuneration (if a payment range is provided).

The manager's actions are considered correct if they allow him to stay within the given budget. Other budget related responsibilities can be found in the job description.

Example

If all new employees have agreed to the predetermined salary level, then expenses are in line with the budget. In this case, the HR manager’s work is assessed at 0 points. If a specialist was able to save money, he deserves a higher rating (for example, 0.2 points higher for every 10 percent of savings). When employees are found, but the salary budget is exceeded, deduct 0.1 points.

It happens that the HR manager conducts many more interviews than he hires employees. Let’s say that out of ten candidates for ordinary positions with whom the conversation took place, only two got the job. The remaining eight meetings did not bring results, and time was wasted. This may be due to the low quality of the primary selection. This situation indicates that the recruiter does not know how to correctly evaluate a resume and conduct interviews over the phone. It is necessary to work on developing these skills so that the elimination of unsuitable candidates occurs at earlier stages and the HR work is more effective.

The work evaluation sheet for the recruiting manager must be completed correctly.

The basis of this document is a list of requirements that the manager places on the employee. It is necessary to indicate which employees the HR manager should find, how many vacancies he will have to fill within a month, how long it will take to find a specialist of a particular level, what recruiting techniques and methods will need to be used. That is, it is necessary to describe in detail all the main aspects related to the search for personnel for the company. The work of the HR manager will be assessed against each of these criteria.

Typically, the evaluation sheet includes a “comments” column. It is needed in order to clarify important details not specified in the criteria. Factors that in one way or another affected the employee selection process, regardless of the quality of the recruiter’s work, can be noted here. For example, if there are very few representatives of a certain profession in the labor market, this could prevent HR from quickly filling the corresponding position. Or the manager used tests that do not allow objective assessment of candidates. Tests are incorrect if their results do not correspond to the real level of applicants (for example, the test result of several strong specialists is assessed as average).

The document can also indicate what conclusions you came to or what actions you recommend regarding the specialist. For example, note that the HR manager successfully completed all tasks, and, if possible, it is worth giving him a bonus. If problems with competence in certain issues are identified, it is reasonable to send the employee to advanced training courses.

KPI (key performance indicators) for assessing the performance of an HR manager

KPI 1 is an indicator that allows you to understand how quickly the HR manager finds an employee for a vacant position. Business in modern realities must maintain a certain dynamics of development, and vacancies must be filled as quickly as possible.

KPI 2 is an assessment of the number of employees whose qualifications and experience correspond to the position held. Tests are used to determine competence. It is necessary to understand what knowledge and skills the staff actually possess, so you should not limit yourself to checking diplomas. This indicator depends on internal movements in the organization. The result in this case is not always of high quality. In this regard, certain restrictions are often placed on such processes.

KPI 3 - this criterion is designed to take into account shortcomings in the work of specialists. Problems are discovered during inspections at the enterprise. The number of fines is also estimated here. It's best when there is neither one nor the other.

KPI 4 is an indicator of labor efficiency related to its payment. The point is that funds spent on employee salaries should be returned as profit to the organization.

KPI 5 is a criterion for staff stability. This evaluates how quickly employees change in a company. This is important because frequent layoffs lead to the need to find and train new specialists, which can be associated with serious costs. It is important to timely calculate the reasons for staff turnover and reduce them to a minimum. For this purpose, material and non-material ways of motivating employees, improving working conditions, and measures to create a positive environment in the team can be used. How to implement KPIs in a company

17 golden principles for an HR manager

1. The competence of the HR manager includes a range of issues that contribute to the correct selection of employees and coordination of their work. It includes The principle of the "gold standard". We are talking about the famous saying “Treat others the way you want to be treated.” The company's HR manager must integrate into the team and build positive relationships with colleagues. To do this, he must be sociable, polite, treat others with respect, and not exceed his authority.

2. The principle of justice. In the course of his work, the HR manager has to make management decisions related to coordinating the activities of employees, setting deadlines for completing tasks, etc. These decisions must be made objectively, taking into account the real situation, and all responsibility for them falls on the shoulders of the manager. However, he must act only within the framework of his rights and obligations, which end where the sphere of responsibility of other specialists begins.

3. The principle of fairness in the transfer of funds, resources, rights. The personnel manager must distribute available resources, rights and responsibilities, guided by rational necessity. The redistribution of both powers and benefits must occur on a voluntary basis. Putting pressure on staff, provoking, or intimidating employees is unacceptable. It is especially important that the actions of the manager himself, as well as his orders, are consistent with the corporate culture and principles established in the organization. In his activities, an HR specialist must be guided by both legal and ethical standards. It is not permissible to go beyond the established authority, as well as to shift your direct responsibilities to others.

4. The principle of correction. The activities of an organization are greatly influenced by the human factor, and people tend to make mistakes. The task of the HR manager is to promptly notice mistakes made in the work and correct them.

5. Maximum principle. The work of the entire organization, each of its employees, including the HR manager, makes sense only when it contributes to the development of the company. The responsibilities of this specialist, among other things, include the formation of ethical standards within the team, as well as advising department heads regarding the organization of staff work.

6. The principle of minimum progress. The correct actions of a personnel manager will always comply with the established ethical standards of the organization. A specialist must efficiently perform tasks within his competence, without going beyond his rights and obligations.

7. The principle of tolerance. For a specialist working with personnel, an important feature is the ability to be tolerant of the principles and norms of behavior that exist in domestic or foreign companies.

8. The combination of individual and collective in the organization. Personal and corporate principles are two equally important factors that a manager combines in the process of making management decisions. The HR manager is the person who must find common ground between the interests of the organization and its employees. One of his tasks is to inform staff about corporate values ​​and cultivate them in the team. Only then is it possible for the company to prosper and at the same time satisfy the needs and desires of employees. To understand in which direction it is necessary to move and what needs of employees to pay attention to, the manager must establish two-way communication in the format of meetings, appointments, etc.

9. The manager follows his principles and values. An HR manager can pursue his own policy in the field of regulating the work of personnel, guided by logic and trying to avoid contradictions. He will have to explain to employees the reasons for his actions, and this must be done taking into account the rules of collective communication.

10. Inadmissibility of pressure. A manager has no right to exert psychological pressure on his subordinates. The method of strict orders and ultimatums is also unacceptable when communicating with candidates.

11. The principle of constant impact. Only the constant activity of the HR manager, aimed at developing ethical standards, can be successful. As a counterbalance to this, one can consider the forced introduction of certain rules, which does not contribute to their acceptance by the team. All personnel activities must be organized in accordance with the developed concept for the development of the company and work with employees. The goal will be maximum efficiency in the exploitation of labor resources, professional growth of specialists and the consolidation of moral principles. As methods, a personnel manager can use meetings or personal interaction with subordinates and managers.

12. When making an impact, take into account the strength of possible resistance. When trying to somehow influence an employee or change a client’s opinion, you need to understand that the interlocutor may not always agree with the proposed solution. In this sense, a manager working with a team?

The main criterion when recruiting personnel is the efficiency of the HR department, which determines which methods are best to use and how to reduce the budget for personnel recruitment in the future. In this article we will talk about methods for assessing the work of the HR department.

A well-functioning selection system allows you to:

1. Reduce time spent on downtime for open vacancies
2. Increase the professionalism of candidates
3. Reduce turnover
4. Reduce the time it takes to complete the onboarding process for newcomers to the organization
5. Save valuable management time interviewing poorly qualified applicants
6. Increase management satisfaction by recruiting valuable employees

Methods for assessing the performance of the HR department

To evaluate the performance of HR department employees, you can use the following methods: KPI, benchmarking, report And satisfaction level.

KPI (key performance indicator)

To evaluate the effectiveness of a department, measurable indicators should be established that must be achieved by a certain date.

KPI indicators reflect the level of staff performance. Indicators must be measurable, thereby helping to determine who is a leader and who is not in the company. KPI can be tied to a bonus, this will motivate staff to achieve indicators, and employees can also earn more due to high work results.

As mentioned above, indicators must have a measurability criterion and must not contradict.

When developing KPIs, determine:

1. Clear Name indicator
2. Target value
3. Method indicator measurements
4. Frequency measurements
5. Who responsible per indicator

But remember that KPI should not be fixed, the indicator should be flexible. Depending on the company's goals, any changes in the criterion may change.

Let's consider 3 KPI indicators for recruitment:

1. Costs of finding an employee (C).

C= Total recruitment costs/number of filled vacancies per year

To reduce recruitment costs, use the following techniques:

• Use the Internet and social networks more often. Posting a job on the Internet is often free, unlike posting in newspapers and magazines
• Participate in employment exhibitions and conferences at universities
• Interview employees to see if they can suggest candidates interested in the open position.
• Maintain a personnel reserve. By identifying candidates among “their own”, the organization saves valuable time for selection, improves staff productivity, showing career opportunities.

Do not forget that the applicant evaluates the company primarily by the work of the recruitment department; therefore, pay great attention to achieving KPI indicators.

1. Job closure time. Establish the average number of working days from posting a vacancy to hiring an employee. This indicator can be used to evaluate not only the HR department, but also specific employees. Maintain a rating where you can determine which HR manager works more efficiently, i.e. finds staff faster.
2. Recruiting qualities (Q).

Q= Onboarding applicants/Hired employees*100%

The time when a candidate's performance is assessed may vary, but generally after completion of the probationary period. If all newcomers have undergone adaptation, the quality of recruiting will be 100%. For example, the quality turned out to be below the established standard, then it would be more correct to terminate the employment contract in order to avoid time costs and waste of the budget.

Benchmarking

The tool involves assessing the performance of the HR department and then comparing the performance of the HR department of a reference company. The use of benchmarking allows you to see ways of improvement to increase the efficiency of personnel selection

Types of HR benchmarking:

• Subjective indicators. For example, the level of satisfaction (to obtain reliable results, use the standards of the level of satisfaction for different structural divisions. Comparison will help to identify “lagging” areas and prioritize the importance for working with personnel);
• Objective indicators.

Based on the data obtained after conducting a survey aimed at assessing the level of satisfaction, it is possible to evaluate the indicator of staff motivation. But the results of the questionnaire are based on absolute values, but in order to make informed decisions, relative values ​​must also be taken into account.

Companies whose main activity is personnel selection evaluate the effectiveness of personnel selection using a variety of indicators: personnel budget, motivation, training, % of open vacancies, recruitment costs, staff turnover, time to fill a vacancy and others.

Report

The report is prepared for the director of the company and contains information about the dynamics of the HR department. The report should contain up-to-date information and be provided monthly.

Satisfaction level

To assess the level of satisfaction, use questionnaires or a simple questionnaire to determine the level of satisfaction of internal customers.

An example of a questionnaire to assess the level of satisfaction with the work of the HR department:

Department__________________________

Full name of the head of the department___________________________

Questionnaire date_____________________

1. Indicate the number of open vacancies in your department
2. Are you satisfied with the work of new employees who are on probation?
3. How many employees quit during the probationary period? Reasons for dismissal.
4. Are you satisfied with the professional knowledge of newcomers?
5. Do you have any suggestions for improving the recruitment process?

Tell me, please, what indicators and criteria exist for assessing the performance of a HR employee (not a recruitment manager, but rather an employee of the HR service of a budgetary institution who conducts all HR work)? Thank you in advance. Galina.

Answer

Development of KPIs for personnel services.

Answer