Recruitment technology, selection and hiring of personnel. Recruitment and selection of personnel

Hiring– a series of actions aimed at attracting candidates with

professional personal qualities necessary to achieve the goal,

supplied by the enterprise.

The hiring scheme is twofold. On the one hand, we must take into account what is offered to us

labor market (specialists, their capabilities), specialist competencies. In this

a hierarchy of personnel must be built on this basis. On the other hand, we need to work

and within the enterprise: a set of positions, their characteristics, description (they

can be both created and modified). Therefore, this creates

hierarchy of personnel needs.

It is at this stage that candidates and needs are matched

enterprises.

Recruitment sources:

Interior

External

Pros and cons of different hiring methods.

Internal – pros.

1) In this case, the operating enterprise represents its

employees have opportunities for career growth.

3) Reducing the cost of attracting personnel

4) The applicant for the position knows the structure of the enterprise well

inconvenience, since competing enterprises can lure away your best

workers)

6) Horizontal control level

7) Speed ​​of filling vacancies

8) No long adaptation period is needed (there are 2 types in total)

adaptations – psychological and employee)

9) High degree of controllability

- minuses.

1) Possibility of competition - vertical advancement can cause

sharp intra-company conflicts (as opposed to horizontal ones). For

To avoid this negative effect, it is better not to start familiar

relationships with colleagues, adhere to efficiency and ethics in business.

2) Familiarity appears in making important economic decisions.

Why doesn't my friend consider my question first?

3) Limitation of the opportunity to select an applicant. But when increasing

status selection should be much more thorough.

4) It’s hard for a person who grew up in a team to refuse his teachers.

5) The activity of workers who also applied for this job is decreasing

job title.

External (recruitment agencies, friends, relatives) – pros

1) Wider possibilities for employee choice

2) The emergence of new employees is a new impetus to action. It's the young ones

and proactive managers are not afraid of such people.

3) It is easier for a new person in a team to achieve recognition in the team.

Some scientists suggest changing jobs once every 5 years. Since for this

period a person develops, difficulties cease to exist - a person

becomes more lazy.

4) Great wide opportunity in frame coverage.

5) Moving away from business ethics into super-personal relationships is an opportunity

the emergence of intrigue and vice versa

- minuses

1) Higher costs

2) High staff turnover - high possibility of error

3) Threat of worsening socio-economic climate

4) High degree of risk during the probationary period (if

absence of a trade union, probationary period – 3 months)

5) Long orientation period

6) Blocking opportunities for career growth of enterprise employees with

The quality of personnel is determined through selection. Personnel selection in market conditions

– an important factor determining survival and economic status

enterprises.

In the Russian Federation, the selection system consists of the following stages:

1) Development of job requirements (job descriptions) –

ensures the search for applicants of the required classification.

2) Attracting as many applicants as possible to participate,

with minimum requirements.

3) Verification of applicants using formal methods in order to

weeding out the worst.

4) Selection for the position from among the best candidates - Here is the solution

accepted directly by the manager.

Selection organization:

1. Preliminary conversation. An extremely important stage that precedes everything

selection process. It is important to understand that the employer wants to buy cheaper and

good, and you – naturally, a better paid job and to do

there was nothing.

2. Filling out the form of trust documents. Everything that concerns your life

plays a very important role: where you studied, what you can do. Statement -

the most important document. Different countries use different methods to do this.

fillings (compressed, detailed). The appearance of the application must be white

good paper, not wrinkled. Printed version required in most countries

document, in the Russian Federation - by hand. The content of the document should reflect

personal information, i.e. biographical data, employment relationships,

friends (tell me who your friend is and I will tell you who you are).

3. Hiring conversation - contact communication with a direct representative

In the first method, there may be many nuances. Questions

are not standardized, in some cases pressure methods may be used.

How to resist in such situations?

Listen carefully, it is advisable to get rid of trembling knees

Statements should be monitored

Remember the requirements for employees

Try to reduce the questions to those that are known to you.

4. Hiring tests - additional assessment of those hired. The essence of this assessment

consists in identifying the typical behavior of the employee and assessing

(forecast) of his future behavior in a particular team.

6. Medical examination - confirmation of psychological and

physical health. Therefore, doctors such as a neurologist are visited,

therapist, ENT, ophthalmologist, psychiatrist).

7. Decision making – presents a package of documents. If acceptance is refused

work must demand his return. When hired -

signing an employment contract.

If the selection of applicants has ended and you have been selected, then a conclusion is required

contract. It is signed by 1 manager, you. Seal. Do 2

copies: one goes to the employee, the second to the employer.

A contract is an agreement between an employee and an employer. It should contain

questions related to your specialty, qualifications,

position and internal regulations. Employer based

contract must pay wages and ensure working conditions in accordance with

the law and in accordance with the agreement of the parties (Article 15 of the Labor Code).

Unreasonable refusal to work is strictly prohibited (after all stages

checks). According to Art. 16 of the Labor Code, the employer must explain in writing

the reason for this decision. The main assistant to the employee in this situation

is a trade union (if you are a member).

“Term of the employment contract” - Art. 17 Labor Code:

1) for the duration of certain work

2) For a certain period (from 1 year to 5 years)

3) For an indefinite period

An employment contract is concluded in writing. But if

there is a trial, it can be proven that you are

an employee of this enterprise and without a contract. With absence

order, a written order is issued against receipt. Permission to work

begins from the moment of actual admission to work.

You cannot be refused work if you have agreed on a transfer (Article 18

Labor Code). The work book records which company you were fired from or

you quit and for what reason.

When hiring you, you are not entitled to require additional documents:

marriage certificate, children's birth certificate. But if desired

To obtain benefits, these documents may be required. Before proving that you

being the breadwinner was simple, such certificates were easily issued. Now

the process has become more complicated: you need to insist, contact employment services,

social security.

Relatives do not have the right to work together with or under the subordination of any of them.

them (these rules apply only to state and municipal

enterprises).

Art. 20 Labor Code - the contract must stipulate a pause between hiring and

selection. The test cannot be prescribed for:

· Persons under 18 years of age

· Young workers (graduates from vocational schools), young specialists

(graduates from a university) – valid for 2 years after graduation.

· When transferring

· Disabled people of the Great Patriotic War

The probationary period cannot exceed 3 months. But if you're sick, you can't

miss work beyond the probationary period. Otherwise, they have the right to fire you

without agreement with the trade union and without payment of social benefits, if not

passed the probationary period (Article 23 of the Labor Code). If there were no objections, then

unthinkable for this reason.

According to the contract, the administration does not have the right to involve you in work,

inconsistent with those specified in the contract. If the company needs

transfer you to another unit, then the administration can do this by

production necessity, but does not have the right to significantly change the conditions

ü Payment amount

ü Working hours

ü Labor management

The listed conditions are essential. If they are violated, the contract or

is terminated by mutual agreement, or these

essential working conditions.

When the enterprise is idle, people are transferred to lower-paid jobs, but

while maintaining a certain average minimum. But at the same time there is

restriction of transfer to unqualified positions (Article 28 of the Labor Code).

Department of Management

Faculty of Correspondence Studies

Test
in the discipline "Human Resources Management"
on the topic of: "Recruitment, selection and reception of personnel"

Completed:

Checked:

Chelyabinsk, 2011
CONTENT

WITH.

Introduction………………………………………………………………3
1. Recruitment - as an integral part of work with personnel……………..4
1.1.The essence and principles of the recruitment procedure………… …………………….4
1.2.Recruitment process………………………………………………………………..5
2. Personnel selection……………………………………………………… ……..12
2.1. Diagram of the selection procedure…………………………………………………………….12
2.2 Characteristics of personnel selection methods……………………………..18
Conclusion……………………………………………………………………...21
List literature……………………………………………………………..23

Introduction

Currently, there is a need for specialists and managers of a new type with a higher level of education, culture, and professionalism than before. In this case, the method of nomenclature, questionnaire selection, placement and evaluation of personnel is not suitable. Recently, attitudes towards this problem have begun to change dramatically, which has led to the emergence of new domestic and foreign approaches to resolving it. Against this background, the topic I have chosen for this work is quite relevant.
The purpose of writing this work is to reveal the essence of methods of professional recruitment, selection and employment of personnel.
The object of the study is personnel work. The subject of the study is the methods that are used in recruiting, selecting and accepting qualified personnel capable of fulfilling the tasks assigned to the organization, the solution of which will contribute to the implementation of the intended goals.
Tasks that are set when writing a course work:

Consider the nature, process and principles of the recruitment procedure.
Conduct an analysis of patterns and characteristics of selection methods.
Analyze the features of recruitment, transfer and dismissal of personnel.

1. Recruitment - as an integral part of work with personnel
1.1.The essence and principles of the recruitment procedure

Hiring is a series of actions taken by an organization to attract candidates who have the qualities necessary to achieve the goals set by the organization.
Based on a comparison of the human resource plan with the number of personnel already working in the organization, the HR function identifies vacant jobs that need to be filled. If such positions exist, the hiring process begins, consisting of several stages: detailing the requirements for the vacant job and the candidate for its occupation, selecting candidates, selecting candidates and actually hiring.
Having determined the requirements for the candidate (in the form of a job description, qualification card, competency card or other document), the human resources department can proceed to the next stage - attracting candidates - the main task of which is to create a sufficiently representative list of qualified candidates for subsequent selection. The main limitations at this stage are the budget that the organization can spend and the human resources it has for the subsequent selection of candidates.
Hiring (dismissal) is an important part of working with personnel. This work is extremely multifaceted, complex and is practically a system that includes several stages:
1) identification of candidates capable of performing certain functions of production or management activities;
2) the procedure for hiring (enrolling) an employee in accordance with his functional purpose;
3) the procedure, reasons and conditions for the dismissal of an employee;
4) state support and social protection of dismissed or unemployed employees.
When carrying out the reception, the following principles must be observed:

comprehensiveness - a comprehensive study and assessment of the candidate’s personality (study of biographical data, professional career, level of professional knowledge and skills, business and personal qualities, health status, colleagues’ opinions about him);
objectivity - repeatability of the results of assessing the specified qualities of a candidate during repeated selections, as well as minimizing the influence of the subjective opinion of the consultant making the final decision;
continuity - constant work on the recruitment and selection of the best specialists, the formation of a personnel reserve for leadership positions;
scientific character - the use of the latest scientific achievements and the latest technologies in the process of preparing and conducting the selection.

1.2. Hiring process

Before direct hiring and registration, there are several stages that are provided for by law, such as a medical examination, election to a position, or selection of an applicant for a position on a competitive basis, etc.
An individual can be hired only under a civil law or employment contract. A civil contract provides a number of advantages: contributions to the Social Insurance Fund are not mandatory, as are vacation pay and sick leave. But, this type of contract is provided only for the final result of labor, otherwise the contract will be recognized as an employment contract.
1. Medical examination. It is necessary to undergo an examination before an employee begins to perform his duties:
2. Familiarization of the employee with job descriptions and other company standards
Job descriptions are drawn up and signed in two copies, one copy for the employee, the second for the employer.
3. Conclusion of an employment contract in accordance with the staffing table
A convention agreed upon by an employer and his employee expressed in writing is called an employment contract. This agreement contains a list of rights and obligations that do not contradict the Labor Code of the Russian Federation, otherwise the agreement may be declared invalid.
In accordance with Article 67 of the Labor Code of the Russian Federation, an agreement has the right to exist only in written form, drawn up and signed by the parties in two. When concluding employment contracts with certain categories of citizens, labor legislation and other regulatory legal acts that set out the norms of labor law may provide for coordination of the likelihood of concluding employment contracts or contractual terms with certain bodies or persons who are not employers under these contracts. Or drawing up an agreement in more than two copies.
The employment contract must include certain information: mandatory conditions (Part 1 and Part 2 of Article 57 of the Labor Code of the Russian Federation), or additional conditions (Part 4 of Article 57 of the Labor Code of the Russian Federation).
The following positions must certainly be reflected in the employment contract:
1. A probationary period can be specified in the employment contract. In case of unsatisfactory performance, you can fire an unsuitable employee.
2. It is imperative to indicate the employee’s place of work with the designated structural unit in the employment contract.
3. In the employment contract, the employee’s responsibilities must be specified specifically and clearly, or job descriptions reflect the responsibilities.
4. The amount of wages must be specified in the employment contract.
5. There is a reflection of the employee’s rest and work schedule.
The employee must sign the employment contract in two copies. One is for the employee, and another copy is for the employer.
If the working day is more or less a standard eight-hour day, then it is advisable to draw up a staffing table. In this situation, the employment contract states that wages are paid according to the staffing table.
4. Conclusion of a liability agreement
An optional step is to draw up and sign a full MO agreement. But, at this stage, such an agreement can be very useful. It happens that such an agreement with the employee was not immediately concluded, and already in the process of work the employee often refuses to sign an agreement on full MO. The law does not provide for cases of resolving this situation, how to deal with a disobedient employee - to force the employee to sign an agreement on full MO, or to punish, or to apply radical measures and fire. Lawyers, inspectors and judges have different opinions on this matter. In order not to find yourself in an unclear situation and not to prove and defend your position to someone, it is better to conclude a full MO agreement with the employee at the stage of registration and hiring. In this case, it is necessary to take into account the laws and conclude a contract only with certain employees.
This agreement is drawn up primarily for employees of stores, warehouses, production points, and also often for ordinary office employees - in relation to office equipment. Concluding an agreement on full financial liability is also advisable when using money or other valuables in work. The agreement is signed in two copies, one copy - to the employee, the other - to the employer. It is also important to note such a document as a trade secret agreement, which takes place in most of today's commercial organizations. This agreement is concluded at will; the parties sign not only the provision on trade secrets, but also an agreement on non-disclosure of trade secrets.
5. An employee writes a job application.
When applying for a job, the employee must draw up and sign an application. The application for employment is agreed upon by the applicant with the head of the structural unit of the enterprise in which he is hired, about which a corresponding written note (visa) is made on the application.
An application for employment must contain a resolution, as well as a mark on the execution of the document. If the job application is considered positively by the director of the company, then subsequent documentation of the applicant's hiring is carried out.
6. Registration of an employment contract and an agreement on MO in the book of registration of employment contracts .
The employee who has received the MO and labor agreements signs receipt in the registration book. If something happens, the employer will always be able to prove that the employee was given these documents in person.
7. Publication of the employment order.
The employment order is signed after the conclusion of an employment contract by the employee and the employer. There are unified forms of orders for hiring, approved by Resolution of the State Statistics Committee of the Russian Federation No. 1 of 01/05/2004, form No. T-1 “order or order for employment” and approved form No. T-1a “on hiring employees”.
It is used for registration and accounting of employees hired under an employment contract, and its content must exactly correspond to the conditions specified in the concluded employment contract. Ideally, the employment contract and the hiring order should not only not contradict each other, but should directly coincide.
To issue an order for employment (order for appointment to a position), Form N T-1 is used - for one employee, Form N T-1a - for a group of employees. Drawed up by the person responsible for admission for all persons hired by the organization on the basis of a concluded employment contract.
When issuing an order (instruction) on the hiring of employees, the name of the structural unit, position (specialty, profession), the probationary period, if the employee is subject to a probationary period when hiring, shall be indicated, as well as the conditions of employment and the nature of the upcoming work (part-time, in procedure for transfer from another organization, to replace a temporarily absent employee, to perform certain work, etc.). When concluding an employment contract with employees for an indefinite period, the “to” column in the “Work period” details is not filled in.
The employee confirms that he has read the text of the order with a personal signature. According to current legislation, the employee is given three days from the date of actual start of work to familiarize himself with the order. After this, within 5 days from the date of start of work, the employer must make a record of hiring in the employee’s work book. Please note here: you should not rush to make this entry - it is better to wait until the employee actually goes to work, familiarize him with the order, and only after that make the appropriate entry in the work book. This is due to the fact that if an employee, having signed an employment contract, does not go to work within the agreed time frame, the organization can cancel the contract unilaterally (Article 61 of the Labor Code of the Russian Federation), and canceling an entry in the work book is more difficult.
8. Reflection of the employment record in the work book.
A mark is also created in the work book. It is possible to simply accept the work book first, and then record the work. In accordance with Art. 66 of the Labor Code of the Russian Federation, the employer (with the exception of employers who are individuals but are not individual entrepreneurs) must keep work books separately for employees who have worked for him for five days or more, in the case where this work is the employee’s main income. The employer must issue a work book if the employee has not already had one. If, in addition to the main job, the employee also works in another job (part-time), then on the basis of documents confirming this fact, at the request of the employee, the information is reflected in the work book at the place of main earnings.
9. Making an entry in the Book of accounting for the movement of labor books.

It is necessary to reflect the information in the Book of Accounting for the movement of work books and inserts for these books, and we also fill out the Receipt and Expenditure Book for recording the forms of work books and inserts for these books. Resolution of the Ministry of Labor of Russia dated October 10, 2003 No. 69 approved the forms of these documents. You can register personal cards of employees, for example, in the personal card register.
10. Registration of a personal card for an employee.
Each employee must have a personal card. Then, against signature on the personal card, it is necessary to familiarize each employee with the entries reflected in the card, as well as with the entries entered in the work book. There are unified forms approved by Resolution of the State Statistics Committee of Russia dated January 5, 2004 No. 1. This is form No. T-2 “personal card”, form No. T-2GS(MS) “personal card of a state (municipal) employee”, as well as form No. T-4 “registration card of a scientific or scientific-pedagogical worker”. At this stage, it is only important to remember that the cards must be kept on paper, since they contain records about hiring, transfers, etc. The employee should be familiarized with signature.
11. Registration of the employee’s personal file (optional)
12. After registration: Registration with authorities
Each new employment contract must be registered with:
1. Pension fund.
2. FSS.
Refusal to register an employment contract for reasons of violation of labor legislation, low salary, or existing debt of the employer is not provided for by the legislation of the Russian Federation.

2. Personnel selection
2.1. Selection procedure diagram

Personnel selection - part of the recruitment process associated with the selection of one or more candidates for a vacant position among the total number of people applying for a given position.
The minimum set of actions for an interview with a potential applicant includes three components: a telephone interview, the first (or formal) stage of the interview and final negotiations with the best candidates.
It is not recommended to shorten the selection procedure: this can only be done by those employers who either select low-skilled personnel for temporary positions or are willing to take serious risks.
Preliminary selection conversation . Work at this stage can be organized in various ways. Sometimes it is preferable for candidates to come to the HR department or the place of work. In such cases, a HR specialist or line manager conducts a preliminary conversation with him. At the same time, organizations apply general rules of conversation aimed at finding out, for example, the level of education of the applicant, assessing his appearance and defining personal qualities. After this, the applicant is sent to the next stage of selection.
Filling out the application form and application form for the position. Applicants who have passed the preliminary selection interview must fill out an application form and questionnaire. The same sequence is used by recruiters. The number of questionnaire items should be kept to a minimum, and they should ask for information that has the greatest impact on the applicant's job performance. Questionnaire items should be formulated in a neutral style and allow for any possible answers, including the possibility of refusing to answer.
Analysis of personal data in combination with other selection methods reveals the following information:
Compliance of the applicant’s level of education with the minimum qualification requirements;

Compliance of practical experience with the nature of the position;
The presence of other restrictions on the performance of official duties;
Willingness to accept additional workloads (overtime, business trips);
A circle of people who can recommend an employee, help in making inquiries and obtaining additional information.

carried out according to the scheme;
poorly formalized;
not performed according to the plan.

Preliminary
Final

One representative of the organization and one candidate (“one-on-one”);
One representative of the organization and several candidates;
Several representatives of the organization and one candidate;
Several representatives of the organization and several candidates.

Biographical;
Situational;

Unstructured (in the form of a conversation);
Structured;
Harsh (in the form of “interrogation”).

General intellectual level;
Basic personal qualities, including those hidden under normal conditions (increased ambition, reluctance to take responsibility, mercantilism, egocentrism);
etc.................

The main task when hiring personnel is to meet the demand for workers in qualitative and quantitative terms. Of course, the question “Where and when will workers be needed” should be answered. That is, first you need to carry out personnel planning - which was discussed in the last lecture. When does a vacancy appear? for example, due to a change in job or promotion within the organization, the starting point should be to consider most work. If you are going to find the right person for a particular job, then you must first get an idea of ​​the nature of the job, the qualifications and qualities of the applicant that are required to do it. This very important part of preliminary preparation when selecting applicants is usually underestimated.

However, if such a research is carried out, then it is not in all cases possible to find the ideal candidate. Therefore, it is necessary to establish at least a minimum set of requirements that the candidate must satisfy.

And so, the next step is to find a person who will meet the established criteria.

Hiring is a series of actions aimed at attracting candidates who have the qualities necessary to achieve the goals set by the organization.

When an organization needs to hire new employees, two questions arise:

1) where to look for potential employees?

2) And How to notify future employees about available jobs?

There are two possible sources of recruitment − interior(from the organization’s employees) and external(from people who were previously not connected with the organization in any way). Hiring personnel from internal sources largely depends on the personnel policy of the administration of the organization as a whole. Wise use of existing human resources can allow an organization to dispense with new recruitment altogether. An alternative to hiring new workers is to work overtime. This eliminates the need for additional recruitment and recruitment costs. And overtime work itself can provide existing workers with additional income. Although here problems of fatigue inevitably arise, and as a result - an increase in industrial injuries in the relevant industries. And without the risk of injury, regardless of the type of activity, when working overtime, the socio-psychological climate worsens.

In general, long or frequent overtime work ultimately leads to increased personnel costs and decreased productivity.

And so, recruitment begins with searching and identifying candidates both within the organization and outside it.

The main external sources of covering staffing needs are:

Educational institutions and commercial training centers;

Employment Centers;

Intermediary recruitment companies;

Professional associations and associations;

Free labor market.

Common ways of attracting personnel are: announcements and advertising in the media and the Internet, appeals to educational institutions (schools, technical colleges, colleges, institutes, etc.), to public employment services, private recruitment agencies, to professional associations and associations, as well as asking for recommendations from friends and relatives.

Now a little more detail about the sources of attracting personnel

Let's start with Search within the organization. Before entering the labor market, most organizations try to look for candidates in their own workforce. e nah." In the authoritative textbook “Personnel Management of an Organization,” edited by Kibanov, there is a recommendation that “before starting to recruit employees outside the organization, the administration should invite its employees to find among their friends and relatives those who want to apply for a job.” Indeed, the civil service can turn to the organization’s personnel with a request to provide assistance and engage in an informal search for candidates among their environment. This method is attractive, firstly, by its low costs, and secondly, by achieving a fairly high degree of compatibility of candidates with the organization due to their close contacts with its employees. The disadvantages of this method are associated with its “informality” - ordinary employees are not professionals in the field of selection candidates do not always have sufficient information about the workplace, remuneration and other working conditions. But most importantly, they are often not objective about the potential of those close to them. Using this method of attracting candidates is very likely to lead to the development of nepotism and nepotism - phenomena that do not contribute to the progress of an organization in any society. The most common methods of internal search are, firstly, asking department heads to nominate candidates, and also analysis of personal files in order to select employees with the required characteristics. And secondly, announcements of a vacant position in internal media: in specially published information sheets, on the organization’s internal website, if there is one, in corporate newspapers or traditional wall newspapers.

The advantages of internal sources of personnel selection are that there are chances for career growth, the degree of attachment to the organization increases, and as a result, the socio-psychological climate improves.

There are not a hundred before the candidates selected in this way. And Since there is no need to integrate into a new organization, HR managers do not need to plan and implement their adaptation. Such applicants are well known in the organization.

What is important is that this method does not require significant financial costs. Also, the level of payment in an organization, if it is commercial, remains stable (after all, applicants from “co-parties” can present higher demands for wages, focusing on the prices existing on the labor market).

The vacant position is filled as quickly as possible.

It becomes possible to avoid the always unprofitable staff turnover. Motivation increases.

Essential shortcomings internal sources of attracting personnel are the following:

The emergence of familiarity when solving business issues - after all, just yesterday the manager was on an equal footing with his colleagues;

The emergence of tension and rivalry in the team in the case of several applicants for a position;

The organization may simply not have the necessary people for the proposed position, because the choice is small.

In addition, it is not possible to fully satisfy the quantitative need for personnel, and only the qualitative one is satisfied, but through retraining or advanced training, which is also associated with additional costs.

In addition, internal search often encounters resistance from department heads who seek to “hide” or “save” the best employees for themselves.

Our next point of consideration is

External search

The first source here is Free labor market.

You can access it through the so-called “self-proven” candidates. Almost any organization receives letters, phone calls and other requests from people searching for work. (They are called initiative letters, calls and appeals, respectively).

Without a current need for the labor of these applicants, the organization should not simply refuse offers and throw them in the trash. It is necessary to maintain a database of these people - their knowledge and qualifications may be useful in the future. Maintaining such a database is inexpensive and allows you to have representatives of reserve candidates on hand. In order to have more candidates of this kind, some organizations hold open days, inviting everyone to get acquainted with their products, production facilities, and working conditions.

Next method - Announcements in the media. The main advantage of this method of selecting candidates is its wide coverage of the population. The disadvantages are the flip side of these same advantages - such advertisements can lead to a huge influx of candidates, most of whom will not have the required characteristics.

Application review and initial selection can be a time-consuming, time-consuming undertaking. This method is successfully used to select candidates for mass professions, such as construction workers.

Here you need to take into account that in specialized employment publications, people are purposefully looking for work. But you can also attract those who have not yet made a final decision about changing jobs, so you need to use popular publications.

In newspapers and special publications you need to wait from several to 10 days or more until your ad is published. If a new employee is needed urgently, then the most immediate options are:

Internet

- “creeping line” on TV.

When posting on the Internet, it is necessary to take into account the characteristics of vacancies and the audience - as a rule, active, young, with a good education.

You can quickly attract a wide audience using the “crawler” on local TV channels. If you need young, unqualified employees (couriers, sales representatives), you can use the placement of a “running line” during music programs.

Also worth mentioning advertising in the subway. Huge daily passenger traffic is capable of delivering advertising to a wide variety of potential employees, both with higher education and working professions. Good working professions are filled by placing advertisements on commuter trains.

In the same row - posting or distributing advertising leaflets at bus stops.

Next source - universities and other educational institutions. Many organizations recruit staff directly from educational institutions, using this method to attract “fresh blood” - young specialists.

As a rule, this occurs in the form of a visit of specialists to educational institutions, which includes speeches by representatives of the highest echelons of the organization, showing videos, demonstrating products, talking about the most attractive aspects of potential activities and answering questions from students. After the presentation of the organization, its representatives conduct interviews with students who have expressed interest in order to assess the potential opportunities for their work in the organization.

This method is very effective for attracting a specific type of candidate – young professionals. In this case, the efficiency of their selection is much higher than with many other methods, which reduces time and financial costs at subsequent stages of selection. At the same time, the scope of application of this method is limited - it is unlikely that anyone will go to a university to look for someone other than a young specialist.

Next source - State employment agencies. In most countries, special bodies have been created that look for work for citizens who apply for help. Thus, the state contributes to increasing the level of employment of the population. In Ukraine this is the State Employment Service. Within its structure, there are state employment centers at the regional, city and district levels. All unemployed citizens, or those who are employed, can contact employment centers and be registered there if they want to change jobs or get a part-time job or in their free time from study. Employment centers pay unemployment benefits, select suitable vacancies for applicants, provide advisory services, and, if funding allows, provide training and retraining.

For people actively looking for work, the centers provide information about vacancies. Today they are available on the centers' web portals.

From the point of view of recruitment, it plays a role that these employment centers create databases containing information about registered people: their age, education, gender, qualifications, professional experience, work of interest.

Organizations searching for employees have access to this database. And they themselves replenish the database of vacant jobs.

Using government agencies makes it possible to conduct a focused search for candidates at a fairly low cost. However, this method rarely provides a sufficiently wide coverage of potential candidates, since as a rule, certain categories of the population turn to state employment agencies, primarily the unemployed, women returning from maternity leave, and housewives.

Another source - Private recruitment agencies . Over the past decade and a half, this activity has become a rapidly developing sector of the economy all over the world. In Kharkov alone, more than three dozen such agencies are now making themselves known, and maybe there are significantly more.

One of the stages of personnel management at an enterprise is the recruitment and selection of employees.

Recruitment (hiring) is a series of actions taken by an enterprise to attract candidates who have the qualities necessary to achieve the goals set by the enterprise.

Selection is a process in which an enterprise selects from lists of applicants the person or persons best suited to the criteria for a vacant position, taking into account environmental conditions.

This work process is structured as follows. Before making a decision on recruitment, it is necessary to analyze the work and study it from all points of view. Companies in foreign countries attach special importance to this stage. First of all, a general work analysis scheme is drawn up, which includes:

Job characteristics;

Qualification requirements (for the performer of the work);

Application for employment;

Short list;

Relevant tests and interviews;

Candidate selection.

The HR manager is advised to think about questions that, when answered, can provide information that allows him to create a job description and select the appropriate employee. For example, for small businesses, the following questions are recommended: what is the name of the job, where does this work need to be done, what is the purpose of the work, who is responsible for the employee, what is the employee responsible for, with whom the employee deals in the process of performing the work, what are the main tasks of the job , how are these tasks performed, what work standards are expected, what skills, knowledge and experience are needed to perform this job, does this job require physical and/or mental labor, which tasks are simple, which tasks are complex?

In general, the process of recruitment and selection of personnel is presented in Fig. 8.1.

There are many ways to recruit new staff. The goal of the personnel manager is to correctly select the source or sources that can provide the right candidate for the position. It is recommended to ask yourself one simple question: “Will this source provide a sufficient number of suitable workers at an acceptable cost.” Sources may include previous employees, random applicants, advertisements in the media, government and commercial employment agencies, educational institutions, various kinds of seminars, festivals, etc. After recruiting the appropriate number of candidates, selection must be carried out, i.e. final selection of the applicant. Interviews and objective tests are the most common methods used for final selection.

Rice. 8.1. Recruitment and selection process

Target interviews - enable the manager to assess the candidate’s suitability for his future job; allow the candidate to decide whether the job is suitable for him or her; create an image of a good business. During the screening interview, answers to the following questions should be obtained: will the candidate be able to perform this task, will he perform it, will the candidate be suitable for this job (will he be the best)?

To achieve the desired results, a manager must know how to prepare, conduct and evaluate an interview. After its completion, a discussion of the candidate takes place, which can also be carried out during the interview. Thus, the signing of a contract is the result of the selection of personnel for a particular vacant position.

Another selection method is tests, when using which it is necessary to observe certain principles:

The quality being assessed by the test must be clearly defined;

The test must be standardized;

Test results must be reliable and valid;

The test is carried out under standard conditions.

Typically, tests are divided into five groups. These are tests to determine aptitude; to determine qualification skills; to test personal qualities; for group selection; medical.

Example. Aptitude Test (Otis Quick Counts).

This test tests several mental activities and abilities, including vocabulary, numeracy, comprehension and perception, and provides an overall score.

It includes the following items:

Which of the items listed below is soft?

Glass, stone, fabric, iron, ice.

Robin is:

Plant, bird, worm, fish, flower;

Which of the following numbers is greater than 55?

53, 48, 29, 57, 16.

To make decisions on the selection of applicants for a vacant position, it is necessary to analyze some of the documents required when applying for a job (CV, educational certificates, recommendations from previous places of work), and then conduct a final conversation.

Employees of personnel management services (HR departments) analyze the effectiveness of selection methods using the so-called selection coefficient:

The selection coefficient is different for different professions: managers – about 1:2; employees - about 1:2; skilled workers - about 1:1, etc.

A typical selection decision-making process usually contains seven steps:

Preliminary selection conversation;

Filling out the application form and autobiographical questionnaire;

Hiring interview;

Hiring tests;

Checking various documents and track record of the candidate;

Medical checkup;

Decision-making.

Plays an important role in the personnel selection system business assessment of personnel, establishing the compliance of the qualitative characteristics of personnel with the requirements of the workplace or position. The assessment helps identify workers who require more training and the results of staff training programs. It helps to establish and strengthen business relationships between subordinates and managers through discussion of assessment results, and also encourages managers to provide the necessary assistance.

Evaluations serve as the legal basis for transfers, promotions, awards, and terminations. It provides material for developing recruitment questionnaires and allows you to obtain the necessary information to determine wages, various types of payments and additional payments to the employee. There are two main types of business assessment: assessment of candidates for a vacant position and ongoing periodic assessment of the company's employees. When conducting a business assessment, the organizational procedure for its preparation and its indicators (labor productivity; professional behavior; personal qualities, etc.) are established, and methods for assessing certain indicators are selected. When assessing, you can use several methods that determine the features of highlighting some specific indicators. For example, a method for grading the values ​​of indicators, in which the evaluator is offered a scale with points for determining the values ​​of indicators, and these points represent the degree of expression of the indicators.

In the process of selecting candidates, applicants are introduced, information about them is collected and processed, qualities are assessed and reliable “portraits” are drawn up, and actual qualities are compared with the requirements of the position. As a result, candidates are appointed and approved for positions, and employment contracts are concluded with them.

The selection is carried out in several stages. At the preliminary stage of selection, the initial identification of candidates capable of performing the required functions occurs. The circle of applicants is narrowed as much as possible and a reserve is formed, with which more thorough work is carried out in the future (analysis of questionnaires, resumes, characteristics, recommendations).

The disadvantage of the primary stage is that a limited amount of information can be obtained through document assessment.

The basic rules for the final selection of applicants are:

· selection of the most suitable employees for the organization;

· ensuring that the expected effect exceeds the costs;

· maintaining staff stability and at the same time influx of new people;

· improving the moral and psychological climate of the team;

· meeting the expectations of involved employees.

The most common selection methods at present are: personal data, testing, handwriting examination, candidate self-assessment and interview.

There are three most common procedures for making a final decision on hiring an employee to an organization:

· The HR (personnel) department carries out the preliminary selection of candidates. The final interview is conducted by the head of the department, who also makes the final decision on hiring;

· The HR department carries out all stages of selection up to the decision on the suitability of candidates to fill vacancies. The head of the department is provided with a list of 3–5 candidates, he makes a decision on hiring without conducting a final interview based on information from the HR department;

· The HR department carries out preliminary selection of candidates. Selected candidates are interviewed by a specially created commission. The final decision is made collectively based on agreement of the opinions of the commission members.

So, the candidate is selected, he is sent a written invitation to work under certain conditions. The search ends when the person accepts the terms and agrees to work for the company. He submits the following documents to the HR department: passport, work book, insurance certificate.

12. Work with new team members. Professional and organizational adaptation of personnel.

The first and most important condition for successful management of a work team is considered to be the correct professional and organizational adaptation of personnel to the social environment in commercial and government organizations.

Adaptation is the process of introducing a new employee to the organization and changing his behavior in accordance with the requirements and rules of a given organizational culture.

The classification of adaptations is quite diverse.

A distinction is made between active adaptation, when an individual strives to influence the environment in order to change it (including those norms, values, forms of influence and activities that he must master), and passive adaptation, when he does not strive for such influence and change.

Another division involves primary production adaptation, when a person first joins a permanent job in a specific organization, and secondary adaptation during a subsequent job change.

One form of adaptation is production adaptation. Industrial adaptation is a complex phenomenon that is usually considered from three perspectives, highlighting the following types:

1. psychophysiological adaptation – the process of adaptation to a new

labor activity at the level of the employee’s body as a whole, which results in smaller changes in his functional state (less fatigue, adaptation to high physical activity, etc.);

2. professional adaptation - complete and successful mastery of a new profession or specialty, i.e. habituation adaptation to the content and nature, organization and working conditions. It is expressed in a certain level of mastery of professional knowledge and skills, in ability, in accordance with the personality and character.

3. socio-psychological adaptation - the process of establishing constructive relationships with the immediate social environment in the team, adapting to the traditions and unwritten norms of the team, to the work style of managers, to the peculiarities of interpersonal relationships that have developed in the team.

4. The last type of labor adaptation was organizational adaptation, in which the employee becomes aware of his purpose in the general labor process. This phenomenon becomes a consequence of a person’s familiarity with the peculiarities of the work of his unit, his place in the entire organizational structure, the personnel management system and the mode of activity. In addition, the employee learns about the mechanism responsible for the proper functioning of the entire organization.

13. Professional training of personnel and its content.

The most important means of professional development of personnel is professional training - the process of directly transferring new professional skills or knowledge to employees of the organization. Examples of professional training include courses on learning a new computer program for secretaries-assistants, a program for training sales agents, a financial course for the top management of a company. Formally, professional development is broader than professional training, and often includes the latter, however, in real life, the difference between them can be purely conditional and not so important, since both professional training and development serve the same purpose - preparing the organization’s personnel for the successful implementation of worthwhile tasks. tasks before him. It is sometimes argued that professional training is focused primarily on the tasks of today, and development on the future needs of the organization. However, with the acceleration of changes in the external environment and in organizations themselves, this distinction is becoming increasingly arbitrary.

In modern organizations, professional training is a complex, continuous process that includes several stages (see Figure 23). Managing this process of professional training begins with identifying the needs, which are formed on the basis of the development needs of the organization's personnel, as well as the need for the organization's employees to fulfill their current work responsibilities.

Rice. 23. Vocational training process

Fulfillment of job duties requires employees of the organization to have knowledge of operating procedures and methods of manufactured products and services provided, the ability to work on installed equipment, etc. The needs associated with the performance of production duties are determined on the basis of requests from department heads and employees themselves, by conducting surveys of managers and specialists (the vocational training department sends out a questionnaire with a request to indicate the needs for vocational training), analysis of the results of the organization’s work, testing of employees.

14. Methods of professional training of personnel.

Traditionally, there are two main methods of personnel training: On-the-job training; Off-the-job training in specialized educational institutions and training centers.

With a sufficient supply of theoretical knowledge, the option of on-the-job training is more preferable than outside the workplace, since it allows you to enter the work immediately in the process of its implementation, requires less cost, and provides a connection with practice. However, such training requires careful selection of instructors, their proximity to the students in terms of social status and personal qualities. Thus, the main methods of professional training of personnel in the workplace are:

“Instruction is an explanation and demonstration of work techniques by an experienced employee or a specially trained instructor directly at the workplace. The briefing is short in duration and is aimed at learning a specific operation or procedure that is part of the trainee’s responsibilities. Coaching is inexpensive and effective for simple activities. Widely used at all levels of the modern organization."

Rotation is a method of personnel training in an organization, which involves the sequential work of an employee in different positions both in his own and in other departments in order to acquire new skills. Rotation is used when an employee needs multilateral qualifications, a “multi-dimensional” view of the organization’s problems. In addition to the purely educational effect, rotation has a positive effect on employees, helps to overcome stress caused by monotonous production functions, and expand social contacts.

“Apprenticeship and mentoring is a method of transferring knowledge and skills from an experienced and competent employee to a less experienced and competent one in the process of their communication. The method is widespread where practical experience plays an exceptional role in the training of specialists: in medicine, the service sector, and management.

“Methods of vocational training outside the workplace are intended primarily to obtain theoretical knowledge and to teach the ability to behave in accordance with the requirements of the work environment

Off-the-job training methods

Thus, the main methods of learning outside the workplace are: lectures, seminars, practical classes, business games, trainings, self-study.

15. Personnel assessment: concept, principles, requirements for assessment.

Personnel assessment is a system technology that requires special training. For its high-quality implementation, not only knowledge about the stages of its implementation is required, but also specific skills in this area. First of all, the skills of obtaining the necessary information and its correct interpretation (primarily this concerns the assessment of psychological characteristics). An important factor here is the special professional training of specialists and the availability of experience in assessing people of different positions and organizations.

From the many ideological principles of personnel assessment proposed in the literature, in accordance with the established corporate culture of the company, the following were identified:

1. Subject matter of the assessment. It is not the personality of the employee that is assessed, but the results of the functions he performs during a certain period, the level of qualifications and professional qualities demonstrated during this period.

2. Confidentiality. The results of the employee assessment are strictly confidential. Only the employee being assessed, his immediate and superior managers, and an authorized HR employee have access to this information.

3. Implementation of feedback. The results of the assessment are open to the employee.

4. Objectivity. Objectivity is achieved by subjectivity of the assessment and the use of several subjects of assessment.

5. Validity and documentation. All opinions of those giving the assessment must be substantiated and documented.

6. Frequency. The assessment is carried out at least once a year and no more than once every 3 months.

7. The personnel assessment procedure is not certification and does not entail consequences in accordance with current legislation.

The problem of assessment objectivity can be formulated in the form of separate requirements for assessment technology. It should be structured so that staff are valued:

1) objectively, regardless of someone’s private opinion or individual judgments;

2) reliably, relatively free from the influence of situational factors (mood, weather, past successes and failures, possibly random);

3) the real level of skill proficiency must be reliably assessed in relation to activities: how successfully a person copes with his work;

4) with the possibility of forecasting, the assessment should provide data on what types of activities and at what level a person is potentially capable;

5) not only each member of the organization is comprehensively assessed, but also connections and relationships within the organization, as well as the capabilities of the organization as a whole;

6) the assessment process and assessment criteria should not be accessible to a narrow circle of specialists, but understandable to evaluators, observers, and the assessed themselves (that is, have the property of internal evidence);

7) conducting assessment activities should not only not disorganize the work of the team, but should be integrated into the overall system of personnel work in the organization in such a way as to actually contribute to its development and improvement.

16. Personnel certification and its goals.

Personnel certification is:

1) method of assessing the organization’s personnel; the manager periodically evaluates the effectiveness of job duties using standard criteria;

2) personnel measures designed to assess the level of labor, qualities and potential of the individual and the requirements of the work performed;

3) the procedure for determining the qualifications, level of knowledge, practical skills, business qualities of an employee and establishing the degree of their compliance with the position held.

The purpose of personnel certification is to increase the efficiency of using the organization’s personnel potential. Based on its results, a decision is made on maintaining or changing the certified position or the system of motivation for his work, and the need for additional training.

The role of certification increases when state and public control over the observance of human rights and social guarantees of the employee increases and, conversely, decreases when state guarantees of human rights weaken or are actually ignored.

Goals of certification

It is known that the main task of personnel certification is to assess the compliance of the level of work, quality and potential of the individual with the requirements of the activities performed. However, such an assessment is not carried out for the sake of assessment itself. It is carried out in order to make the right personnel decisions on the basis of rewarding (punishing), relocating or training employees.

In other words, the main purpose of certification, as well as other personnel activities, is to align human resources with the company's strategy. The main goal of the line manager is essentially the same - the implementation of the company's strategy in the area of ​​the business process assigned to him. A manager can use performance appraisals to influence employees, and this may in itself improve the performance of his department, even though the manager is subjective. But certification should also serve as the basis for making personnel decisions about sending for training, enrolling in the personnel reserve, changing wages, etc. To do this, the results of the employee assessment and the recommendations prepared on their basis must be objective.

Thus, the positive impact of the manager’s subjectivity on the effectiveness of team management and the negative impact on the results of employee assessment constitute a problem during certification.

Traditionally, the influence of the subjectivity of the immediate supervisor on the results of personnel certification is prevented in the following ways:

cross-assessment of an employee is used - one employee is assessed by several experts and several methods;

extreme ratings are ignored - the lowest and the highest, in order to avoid special “flunking” or “pulling up” of the employee by someone from the certification commission;

differentiation of assessments is used - employee assessment is carried out in three areas: personal and business qualities, required knowledge and skills, work results. For each area, the assessment is given by a corresponding specialist or group of specialists.

Personnel certification can be aimed at:

1. Making decisions related to changes in the compensation package that have specific material consequences for employees;

2. Making decisions related to the development of the organization (aligning human resources with the plans of the organization);

3. Making decisions related to assessing the current activities (situation) of the entire organization and identifying work problems.

17. Motivation of behavior in the process of work.

All definitions of motivation can be reduced to two main groups. In the first, it is considered from a structural position as a set of factors or motives. Typical in this approach is the definition of motivation given by O. S. Vikhansky and A. I. Naumov, as a set of internal and external driving forces that motivate a person to activity, set the boundaries and forms of this activity and give it an achievement-oriented orientation certain goals.

The second direction considers motivation as a dynamic formation and process. Typical within the second approach is the definition of M. H. Meskon, M. Albert and F. Khedouri: motivation is the process of motivating oneself and others to act in order to achieve personal goals and organizational goals.

These approaches complement each other and are inherently a reflection of the two sides of motivation as a phenomenon. Therefore, it is possible to give a comprehensive definition of motivation as a process of inducement to activity, aimed at the formation of motives for labor behavior under the influence of a complex of external and internal factors.

“Duality” in the understanding of motivation contributed to the emergence and development of two classes of theories of motivation: substantive and procedural. The first analyze the factors that influence motivation and are focused largely on identifying people's needs, determining their priority, and influencing motivation (theories of A. Maslow, F. Herzberg, K. Alderfer, D. McClelland). Process theories, the emergence of which is associated with the works of V. Vroom, L. Porter and E. Lawler, consider motivation primarily as a process and focus on the cognitive prerequisites of behavior realized in motivation and activity. The theories of justice and attribution that appeared subsequently made additional contributions to the development of ideas about motivation, although they did not allow the creation of its complete unified concept.

Three types of motivation should be distinguished:

1) normative motivation - inducing a person to a certain behavior through ideological and psychological influence: persuasion, suggestion, information, psychological infection, etc.;

2) coercive motivation, based on the use of power and the threat of deterioration in meeting the employee’s needs in the event of his failure to comply with the relevant requirements;

3) motivation through stimulation - influence not directly on the individual, but on external circumstances with the help of benefits - incentives that encourage an employee to certain behavior.

18. Theories of work motivation.

Continuing to develop the ideas of experiments and thoughts of Mayo and Roethlisberger about human nature, as well as issues of humanization of work, psychologists, sociologists and managers focused on the problems of motivation, on identifying the foundations of motivation and the mechanisms of motivational processes.

The first direction gave rise to a number of substantive concepts of motivation, the second - several process concepts of motivation.

According to procedural theories, human behavior is determined not only by specific needs, but is also associated with the conditions for their receipt: with the expectation of receiving the desired reward and with a fair assessment of activity.

It is necessary to briefly consider the theories and views of three scientists whose work has been most significant for modern concepts of motivation. This is A. Maslow, F. Herzberg, K. Alderfer.

Abraham Harold Maslow (1907–1970) is one of the most prominent representatives of humanistic psychology. According to his developed theory, human needs are in a strict hierarchy and form a kind of pyramid. With this, the scientist showed how they are implemented in a certain sequence - the needs of the lower level (primary) require satisfaction and influence human behavior before the needs of higher levels begin to influence the motivational component. At any given moment in time, an individual will direct his forces to satisfy one or another need that is most urgent for him. Since a person is constantly developing as a person, he increases his potential and the needs for self-expression will never be fully satisfied, which expands the list of motivational influences on the behavior of the individual. Maslow's levels of needs are presented.

1. Physiological needs that are necessary for life and existence. These are the needs for food, drink, shelter, rest, etc.

2. Security needs. These needs include the need for protection from physical and psychological dangers from the environment and confidence that physiological (material) needs will be satisfied in the future (including regarding work activity).

3. The needs for belonging and love (within the framework of work motivation they are also called social). This group of needs implies many years of habit of working in a specific team, friendly relations with work colleagues.

4. Needs for recognition (respect), which imply the needs for self-esteem, personal achievements, competence, respect from the environment.

5. Needs for self-actualization (self-expression), which imply the need to realize one’s potential and develop one’s personality.

According to Maslow, the main source of human activity, behavior, and actions is his continuous desire for self-actualization and self-expression. Self-actualization has a natural basis and is an innate phenomenon. Despite the fact that A. Maslow’s theory provided a very useful description of the motivation process for various types of managers, subsequent experimental studies did not confirm all of its provisions.

The basis of F. Herzberg’s two-factor model of motivation was the results of empirical research. F. Herzberg changed his view of the very nature of motivation, and quite radically: he was the first to prove that the factor of motivation is the work activity itself, and money is mainly a “hygienic factor.” Herzberg differentiated motivators themselves (motivating factors) and hygiene (supporting) factors. In one group of working conditions (motivators, or satisfaction factors), motives for work are formed, but the absence of these factors usually does not cause negative emotions among employees. Which is represented by job content (“the job itself”), achievements, growth opportunities, responsibility, advancement and recognition. Another group of conditions (hygienic factors), if absent, causes dissatisfaction among employees. Although, in the presence of these factors, it is determined only by the neutral state of employees, and does not form motivation.

F. Herzberg called these factors “supporting”, since they are necessary, but not sufficient for the development of a motivational system. The categories of “motivating factors” or “intrinsic rewards” have had a huge impact on changes in managerial motivational influences. An important conclusion from this theory: when employees are highly motivated, they are much more resilient and tolerant of dissatisfaction resulting from hygiene factors.

K. Alderfer made an attempt to form a meaningful theory of motivation that would not contain the shortcomings of the theories of Maslow and Herzberg. He proposed a modified three-level model of ERG motivation: existence, relatedness, growth. The first level is represented by the needs of existence, combining physiological and safety factors (wages, physical working conditions, job security, additional benefits). The second level is represented by relationship needs (the needs to be understood and accepted by the leader, subordinates and colleagues). The third group is growth needs - the desire for independence and self-actualization. This model, unlike Maslow’s model, does not imply a strict transition from satisfying lower to higher needs, but allows for the activation of all three levels simultaneously. In the absence of satisfaction of a higher need, a lower need acquires motivational significance, and vice versa. Alderfer called the upward movement through the levels of needs the process of satisfying needs, and the downward movement the process of frustration, i.e., defeat in the effort to satisfy the need. The first two (lower) levels of needs, according to Alderfer, have, in principle, limits of satisfaction, in contrast to the third level (growth needs). Growth needs have no limits and can stimulate an individual’s work if the needs of existence and interconnection are fully satisfied.

According to process theories, human behavior is quite often determined by the expectations and perceptions of motivating factors based on the results of his work. The representative of this type of theory is J.S. Adams. They were offered a theory of justice.

The theory of justice states that a person tends to compare not the quality of the results of his work and the amount of effort expended, but the level of remuneration (salary, bonuses, personal car, etc.) of other people performing similar work.

The main conclusion of the theory: equity for management practice is that until people begin to believe that they are receiving fair compensation, they will tend to reduce the intensity of work. Perception and justice are purely personal characteristics and judgments of a particular person, so they are relative, not absolute.

Another theory of motivation is V. Vroom's theory of expectations. The main contribution to the development of process theories was made by V. Vrumm, who developed the so-called “expectations theory”, based on the assumption that a person directs his efforts to achieve a goal only when he is confident in the high probability of satisfying his needs.

Expectancy theory is based on three relationships:

1. Expectations regarding “Task – Result”.

2. Expectations regarding “Result - Reward”.

3. Expectations regarding “Reward – Satisfaction” (“Valence”).

Expectations regarding “Task - Result” are the hope for a satisfactory relationship between the efforts expended and the results obtained. Performance-Reward Expectations are expectations of a specific reward or reward in response to the level of results achieved. Expectations for “Valence” represent the perceived degree of relative satisfaction or dissatisfaction with a particular reward.

If the value of any of these three factors critical for determining motivation approaches 0, then motivation will be weak and work results will be low. If at least one factor is zero, all motivation will be equal to zero.

19. Concept and stages of a business career.

A professional (business) career means that a particular employee, in the course of his professional activity, goes through all stages of development: training, entry into work, professional growth, support and development of individual professional abilities, retirement. A particular employee goes through these stages sequentially in different organizations.

Stages of a business career.

The preliminary stage includes schooling, secondary and higher education and lasts up to 25 years. During this period, a person can change several different jobs in search of an activity that satisfies his needs and meets his capabilities.

The developmental stage lasts approximately five years, between the ages of 25 and 30. During this period, the employee masters the chosen profession, acquires the necessary skills, his qualifications are formed, self-affirmation occurs and the need to establish independence appears.

The advancement stage usually occurs between the ages of 30 and 45. During this period, there is a process of growth in qualifications and career advancement. Practical experience and skills are accumulated, and

the need for self-affirmation, achieving a higher status and even greater independence, self-expression as an individual begins.

The conservation stage is characterized by actions to consolidate the achieved results and occupies the age period from 45 to 60 years. The peak of improvement of qualifications is coming and its increase occurs as a result of active work and special training; the employee is interested in passing on his knowledge to young people.

The completion stage occurs between the ages of 60 and 65 years. Here a person begins to seriously think about retirement and prepares to retire. During this period, there is an active search for a worthy replacement and training of a candidate for the vacant position.

20. Business career management.

Business career management- this is a set of activities carried out by the personnel service of organizations for planning, organizing, motivating and monitoring the career growth of an employee, based on his goals, needs, opportunities, abilities and inclinations, as well as based on the goals, needs, opportunities and socio-economic conditions of the organization .

Each individual employee is also involved in managing his or her business career. Business career management allows you to achieve employee devotion to the interests of the organization, increase productivity, reduce staff turnover and more fully reveal a person’s abilities.

The career development program should ensure an increase in the level of employee interest and identification of individuals with high promotion potential. It reflects the following points:

Ways to identify employees with high potential for growth and advancement, which is characterized not by the level of preparedness of employees at the moment, but by their capabilities in the long term, taking into account age, education, experience, business qualities, and level of motivation;

Incentives to develop individual career plans;

Ways to link careers with performance assessment results;

Ways to create favorable conditions for development (training, selection of positions and one-time tasks taking into account personal capabilities, supervision);

Organization of an effective system of advanced training;

Possible directions of rotation:

Forms of responsibility of managers for the development of subordinates.

The process of planning an individual career begins with employees identifying their needs and interests (desired position, income level, etc.) and potential opportunities, on the basis of which, taking into account the organization’s prospects and objective personal data, the main career goals are formulated. Then, independently or with the help of the manager and in consultation with a personnel specialist, options for career advancement are determined both in one’s own company and outside it and the measures necessary for this.

To effectively manage your business career, you need to make personal plans.

In a number of organizations, within the framework of the personnel management system, a block of functions for managing a business career is being developed. These functions are performed by: the directorate, the personnel management service, the heads of functional departments of the organization's management apparatus, trade union committees, and consulting centers.

Effective business career management has a positive impact on organizational performance.

21. System of career and professional promotion.

Career and professional advancement is a series of progressive movements through various positions that contribute to the development of both the organization and the individual. Movements can be vertical and horizontal. This is also the sequence of various steps proposed by the organization (positions, jobs, positions in the team) that an employee can potentially go through. A career is usually understood as the physical sequence of steps occupied (positions, jobs, positions in a team) by a specific employee. The concepts of “service-professional” promotion and “career” are close, but not the same. The term “career and professional advancement” is the most familiar to us, since the term “career” was not actually used in our specialized literature and in practice until recently. The coincidence of the intended path of professional advancement and the actual career in practice occurs quite rarely and is the exception rather than the rule.

The service and professional promotion system is a set of means and methods for the career advancement of personnel used in various organizations. In management practice, two types of job promotion are distinguished: promotion of a specialist and promotion of a manager. The latter, in turn, has two directions: promotion of functional managers and promotion of line managers. For example, the promotion system for line managers includes five main stages (see Fig. 6.1)

Rice. 5.22. Stages of the system of career and professional promotion of line managers in the organization

The first stage is working with senior students from basic institutes or those sent for practice from other universities. Specialists from human resource management departments, together with the heads of the relevant departments where students undergo internships, select students who are the most capable and inclined to leadership work, and prepare them for specific activities in the departments of the organization. Students who have successfully completed training and practice are given a reference-recommendation for assignment to work in the relevant departments of this organization. Young specialists who have not undergone internship in this organization are tested upon admission and are provided with consulting assistance.

The second stage is working with young specialists accepted into the organization. Young specialists are assigned a probationary period (from one to two years), during which they are required to complete an initial training course (detailed acquaintance with the organization). In addition to training, young specialists are provided with internships in departments of the organization for a year. Based on an analysis of the work of young specialists over the year, their participation in ongoing events, and the characteristics given by the internship supervisor, the results of the internship are summed up and the first selection of specialists is made to be included in the reserve for promotion to leadership positions. All information about a specialist’s participation in the system of career and professional advancement is recorded in his personal file and entered into the organization’s personnel information database.

The third stage is working with lower-level line managers. At this stage, the selected lower-level line managers (foremen, site managers) are also joined by some workers who have graduated from evening and correspondence universities, successfully work in their teams and have passed testing. Throughout the entire period (2-3 years), specific targeted work is carried out with this group. They replace absent managers, act as their backups, and attend advanced training courses. After completion of the preparation stage, based on an analysis of the production activities of each specific manager, secondary selection and testing are carried out. Managers who successfully pass the second selection are offered for nomination to vacant positions of shop managers and their deputies, having previously completed an internship in these positions, or are included in the reserve and, when vacancies arise, are appointed to positions. The remaining employees who have completed the training continue to work in their positions; their horizontal movements are possible.

The fourth stage is working with line managers of middle management. At this stage, current promising shop managers and their deputies join the already formed group of young managers. The work is based on individual plans. Each mid-level manager appointed to the position is assigned a mentor - a top-level manager for individual work with him. The manager-mentor, together with specialists from the personnel management departments, based on the analysis of the applicant’s personal qualities and professional knowledge and skills, draw up an individual training plan for him. As a rule, these are training programs on the basics of commercial activity, business relationships, advanced management practices, economics and law. At this stage of preparation, internships are provided for line managers of middle management in leading organizations with the preparation of action programs to improve the activities of the organization (division). A mid-level manager is tested annually, which reveals his professional skills, ability to manage a team, and professionally solve complex production problems. Based on an analysis of the test results of a particular manager, proposals for further promotion are made.

The fifth stage is working with line managers of senior management. Appointing executives to senior positions is a complex process. One of the main difficulties is choosing a candidate who satisfies many requirements. A senior management executive must have a thorough knowledge of the industry as well as the organization. He must have experience in the main functional subsystems in order to navigate production, financial, personnel issues and skillfully act in extreme socio-economic and political situations. Rotation, i.e. moving from one division of the organization to another, should begin in advance, when managers are in positions of lower and middle management. Selection for the nomination and filling of vacant senior management positions must be made on a competitive basis. It should be carried out by a special commission consisting of senior managers (directors of production, branches, chief specialists, etc.) with the participation of specialists from the relevant personnel management departments and, if necessary, the involvement of independent experts.

22. Planning and training of personnel reserve.

Personnel reserve is a group of managers and specialists who have the ability to perform managerial activities, meet the requirements of a position of a certain rank, and have undergone a selection procedure and systematic targeted qualification training.

Working with a reserve, like many other HR technologies, is complex.

The following types of personnel reserve are distinguished:

1. By type of activity:

a) development reserve - a group of specialists and managers preparing to work in new directions (with diversification of production, development of new products and technologies);

b) operating reserve - a group of specialists and managers who must ensure the effective functioning of the enterprise in the future.

2. By appointment time:

a) operational reserve (consists of backups - candidates for certain key positions who are ready to begin work immediately or in the near future).

It includes some positions that will become vacant in the near future and require specific training of candidates;

b) strategic reserve (young workers with leadership qualities who can hold these positions for up to 20 years).

Personnel reserve planning aims to predict personal promotions, their sequence and accompanying activities. It requires elaboration of the entire chain of promotions, transfers, and dismissals of specific employees.

The plan for working with the organization's management personnel reserve includes the following sections: determining the need for management personnel; selection and study of management personnel; acquisition of the reserve, review, coordination and approval of the reserve; work with the reserve of management personnel; control over the preparation of a reserve of management personnel; determining the readiness of the reserve of management personnel for appointment to positions.

Personnel reserve plans can be drawn up in the form of replacement schemes, which have various forms depending on the characteristics and traditions of various organizations. We can say that replacement schemes are a variant of the development scheme of an organizational structure, focused on specific individuals with different priorities. Individually oriented substitution schemes are based on standard substitution schemes. They are developed by human resources management services for the organizational structure and represent a variant of the conceptual model of job rotation.

The main criteria when selecting candidates for the reserve are: appropriate level of education and professional training; experience of practical work with people; organizational skills; personal qualities; health status, age.

The sources of formation of the personnel reserve are: qualified specialists; deputy heads of departments; grassroots leaders; certified specialists employed in production as workers.

Organizations have developed a certain procedure for selection and enrollment in the personnel reserve group:

· the selection of candidates should be carried out on a competitive basis among specialists under the age of 35, who have proven themselves in practical work and have a higher education;

· the decision to include employees in reserve groups is made by a special commission and approved by order of the organization;

· for each employee (trainee), an internship supervisor (main) and a supervisor for each stage of the internship are approved, who draw up an individual internship plan at each stage;

· supervisors of interns included in the personnel reserve group receive financial rewards for the intern’s successful completion of the stages of the career and professional promotion system;

· the trainee is given an official salary corresponding to the new position he occupies, but higher than the previous salary, and he is subject to all types of material incentives provided for this position.

23. Roles and functions of a manager.

Management- mental and physical activity, the purpose of which is for subordinates to perform the actions prescribed to them and to solve certain problems.

Supervisor- this is a position that allows a person to have certain powers and use the power given to him. To effectively manage an organization, a manager must have leadership influence and certain personal qualities. However, a manager does not become a leader only because of these qualities.

A modern leader (manager) is at the same time:

1) a manager vested with power;

2) a leader who is able to lead his subordinates (using his authority, positive emotions, high professionalism);

3) a diplomat who establishes contacts with partners and authorities, successfully overcoming internal and external conflicts;

4) an educator with high moral qualities, capable of creating a team and directing its development in the right direction;

5) an innovator who understands the role of science in the modern business world, who knows how to evaluate and immediately implement know-how, inventions, and rational proposals into production;

6) simply a person with deep knowledge, extraordinary abilities, a high level of culture, honesty, decisive character, strong will, but at the same time, prudence, and the ability to be an example in all respects.

There are 5 classical functions of a manager (they are also called classical functions of management, which were formulated by one of the founders of the scientific theory of management, Henri Fayol in 1916.

The Frenchman Henri Fayol (1841–1925) managed a mining and metallurgical syndicate for more than 30 years and, together with Frederick Taylor, Henry Ford and other specialists, created a scientific theory of management.

Classic functions of a leader:

1. Planning(“forecasting and planning”) is the manager’s function No. 1. The manager must know the goals of his organization, his department. To do this, he needs to know the answers to the questions: where are we now? Where do we want to go? How to do it?

2. Organization- this function of the manager includes developing an organizational structure, creating the necessary regulations, prescribing business processes, setting tasks, and providing the enterprise with the necessary resources (people, materials, raw materials).

3. Management(various sources also use the terms “support”, “distribution”, “motivation”) - this is a function of a manager, which includes the distribution and setting of tasks, assigning areas of responsibility, and encouraging employees to work.

4. Coordination- this is a function that ensures the achievement of consistency in the work of all parts of the organization by establishing optimal communications between them (this can be reports, interviews, meetings, computer communications, transfer of documentation).

5. Control is a review of people and their work to ensure that the plan is being carried out. Thanks to this function, the manager receives answers to the questions: what have we learned? What should you do differently next time? What is the reason for deviations from planned indicators?

Recently, instead of 5, 4 classic functions of a manager are often distinguished, namely: planning, organization, motivation and control.

Roles of the leader according to V.I. Viktorov:

1. Mentor

In this role, the leader must be sensitive, open, attentive, willing to meet halfway, and ready to help. Playing this role, the manager listens and fulfills legitimate requests, gives grades, and gives compliments. He sees people as resources that can be developed through trust, empathy and caring. It empowers and helps people make plans for their own individual development.

2. Facilitator

He must cultivate a desire for harmony in the team and resolve interpersonal conflicts. Expected behaviors include mediating personal disputes, using new techniques to resolve conflicts, developing harmony and morality, and participating in team problem solving.

3. Producer

He is expected to be focused on his work, highly motivated, energetic and driven. The leader inspires subordinates to take responsibility, set goals, and achieve high productivity. This usually helps team members perform assigned tasks better.

4. Director

He is expected to provide clear direction through sound goal setting and sound planning. He must be a decisive initiator who explains problems, choices and alternatives, assigns roles and tasks, sets rules, evaluates performance and gives instructions.

5. Coordinator

The coordinator is expected to maintain structure and a clear system. The person in this role is flexible and inspires trust. Behaviors include striving for integrity, avoiding splits, engaging in paperwork, studying and evaluating reports, plans and proposals.

6.Controller

It is assumed that he knows about everything that happens in the team, monitors how people comply with the established order and how well the team corresponds to its tasks. The controller must be capable of rational analysis, be attentive to details, work with routine information, and be attentive to technical problems in organizing work.

7. Innovator

An innovative leader is expected to make changes that make work easier. Unlike the role of the Controller, for whom the main thing is order and discipline, the Innovator is a creative dreamer who boldly experiments, deviating from accepted standards.

8. Mediator

Leaders are expected to be politically astute, persuasive, influential and strong. As a middleman, he must meet people, find markets, be a representative, act as a liaison, and find resources.

24. Personal qualities of a leader.

The success of an enterprise depends to a large extent on who is at its head. A qualified manager will help promote the business through the proper organization of the work of his subordinates.

Being a good leader is not easy. A person holding a leadership position must combine various professional and personal qualities.