1. Personnel Recruitment. Aims of Personnel Recruitment Activities

2. Selection. Types of interviews: pro and contra

Selection is the process of choosing individuals with qualifications needed to fiIl jobs in an organization.

3. Methods of selection. Assessment

4. Adaptation. Types of adaptation

Mutual adjustment of the employee and the organization, which is based on the gradual entry of new employee in professional, social, organizational and economic conditions

Primary

Secondary

Professional

Psychosocial

5. Induction.

– the process of familiarization with the organization and settling into the job.

Induction often begins before the person has actually started, in that the organization will supply material as part of an initial ‘information pack’, or with the invitation to interview, or with the letter of job offer. "Onboarding" is a term which describes the process of helping new employees become productive members of an organization.

Probation literally means testing of behaviour or abilities

New employee orientation is the process you use for welcoming a new employee into your organization. New employee orientation, often spearheaded by a meeting with the Human Resources department, generally contains information about safety, the work environment, the new job description, benefits and eligibility, company culture, company history, the organization chart and anything else relevant to working in the new company.

6. System of Adaptation. Main tasks of it

Adaptation: Mutual adjustment of the employee and the organization, which is based on the gradual entry of new employee in professional, social, organizational and economic conditions.

System of adaptation includes

1. Workplace preparation 2. "Rite of Passage" 3. Assigning a mentor 4. Induction 5. Turning to the group (team)

Tasks

*Accelerating the achievement of the required level of employee productivity and quality of work *Creating a favorable psychological climate in the team *Decrease organizational costs *Reducing staff turnover *The development of an organizational culture

7. Human resource management. Theoretical developments

is the management of an organization's workforce, or human resources.

It is responsible for the attraction, selection, training, assessment, and rewarding of employees, overseeing organizational leadership and culture, and ensuring compliance with employment and labor laws.

HR is a product of the human relations movement of the early 20th century, when researchers began documenting ways of creating business value through the strategic management of the workforce.

HR movement began in the 20th century due to Frederick Taylor "scientific management", which aim was to improve economic efficiency in manufacturing jobs. Taylor said that well organizes manufacturing process can lead to workforce productivity.The next researches were Hawthorne studies of E. Mayo, who documented how stimuli unrelated to financial compensation and working conditions—attention and engagement—yielded more productive workers. Contemporaneous work by Abraham Maslow, Kurt Lewin, Max Weber, Frederick Herzberg, and David McClelland formed the basis for studies in organizational behavior and organizational theory, giving room for an applied discipline.So the discipline was formalized as "industrial and labor relations".During the latter half of the 20th century, union membership declined significantly, while workforce management continued to expand its influence within organizations. "Industrial and labor relations" began being used to refer specifically to issues concerning collective representation, and many companies began referring to the profession as "personnel administration". In the 21st century companies began viewing employees as assets and began the "Human capital management.Human capital management is sometimes used synonymously with HR, although human capital typically refers to a more narrow view of human resources; i.e., the knowledge and competences that the individuals embody and can contribute to an organization.