Основы управления персоналом (на английском языке). Учебное пособие

need for staff is a need in workers of specific specialties and (or) a certain level of qualification.

When calculating the number and quality of personnel, it is necessary to take into account the need to ensure the long-term performance of the strategic objectives of the enterprise, since a shortage of personnel creates a threat to the fulfillment of tasks, and its surplus causes unnecessary costs, endangering the existence of the organization itself.

At the second stage, a profile of the requirements for the future employee is developed on the basis of analysis, job description and personal specification. As a result of the analysis of the work for which the candidate is selected, the following documents are formed. In job descriptions, the main content of the work is determined, which should be carried out within the framework of a particular post. The job description indicates what types of activities and what responsibilities it includes, as well as the responsibility, authority and place of the employee in the formal structure of the unit or organization as a whole, as well as the qualification requirements for it.

At the same time, the requirements for a particular position indicate what qualities a person should have for the successful performance of this work. Such qualities include not only formal requirements (education, experience, technical knowledge and skills, health status), but also psychological components (motivation, values, attitudes and intellectual abilities, personal and business qualities). In addition, these requirements may also include special conditions (for example, a non-standardized working day, the need to move to another city or frequent business trips).

At the third stage of the technology of personnel selection, the principles of selection and hiring are formulated to fill a vacant post. In particular, the employer, even before the selection, determines what is more important for him in the new employee. For example, as a priority factor, the principle of "new blood" can be defined, i. E. the creation by the new employee of a certain "cardinal diversity" in the already established collective, or the principle of "conformity", i.e. so that the new employee "fits" well into the existing team, without destroying or breaking old, traditional directions.

In addition to the above, there are also other selection principles, the most relevant of which is the hiring of already trained specialists to reduce

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the costs of training and preparation, or on the contrary - unprepared staff, which is easier to teach than to retrain.

At the fourth stage, the organization's spectrum of interests on the labor market is identified, the priority of external and internal sources of candidates selection is determined. In particular, the analysis of the internal source of the organization is made on the basis of comparing the merits and demerits of own employees who have the will, the opportunity (or necessity), and the ability to take up an emerging vacancy. In addition, the merits and demerits of applicants with the appropriate education and professional skills, but already working in other enterprises, or temporarily not working or graduating from educational institutions, are compared.

Ultimately, the effectiveness of the application of a particular source of staff involvement is expressed in the optimal number and quality of applicants for a vacant position, among which one can make a worthy choice.

The fifth stage of recruitment technology involves the creation of a list of applicants for vacant posts, or a preliminary sample of their aggregate (recruitment). It should be noted that the attraction of candidates with pronounced indicators of professional fitness is most likely during the organization of recruitment of candidates. In this case, we mean contact with people who are of interest to the organization as potential employees, for motivating them to take up vacant positions.

At the sixth stage, selection is carried out, identifying the most suitable candidates. In this case, there is a wide and narrow type of selection. Broad selection implies a primary indicative "sifting" of candidates, which involves attracting the least expensive, in terms of financial and labor resources through contactless communication by analyzing a structured resume or holding a short interview-interview with the applicant. By means of a narrow selection, the candidates that are most appropriate to the profile of the organization's requirements are identified and involves the use of combinations of the most reliable and well-founded methods.

It should be noted that in the course of a wide selection, less qualified employees of HR departments and personnel management services may be involved, but highly qualified professionals of the enterprise or invited consultants should make a narrow selection.

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At the seventh stage there is a discussion of the results of the selection by the commission, which may include various specialists, depending on the status of the vacant position. The main tasks of such a commission are: to determine the degree to which a candidate meets the profile of the requirements of a vacant post, for which the level of the current best employee can be accepted, and the potential of the candidate, his strongest and weakest points, as far as possible the elimination of weaknesses through targeted training; with which of the candidates will be entered into a labor contract, and who of them can be entered in the data bank.

Thus, the technology of recruitment is a complex, multilevel process whose main goal is to ensure the organization of personnel, which meets the quantitative and qualitative needs of the organization for its long-term prosperity.

3.2. Staffing Requirements Planning

Practical implementation of technology recruitment begins with planning. In the most general form, the purpose of this stage is to calculate the organization's personnel needs, as well as the requirements for the candidate.

The main task of staff planning is to ensure the organization of the required level of personnel at the right time in the right amount.

The objectives of planning the needs of the organization's personnel are: to attract the right quality and quantity to the company; effectively use the personnel of the organization's employees; anticipation or minimization of the consequences of problems caused by the excess or shortage of the required staff; optimization of budgetary activity. The following types of planning are presented in Table 2.

organization of various actions to address these problems. It focuses on setting concrete goals and planning specific actions aimed at achieving the goals

Operational Planning for up to 1 year (month, quarter). It is aimed at achieving individual operational goals (selection, training, adaptation, certification, etc.). Assumes a detailed action plan for the staff of the SCHR (weekly, daily), reconciliation of the required resources, etc.

Personnel selection is based on the selection of personnel, during which the following stages are identified.

1). At the first stage, the organization's strategic plan is analyzed, which involves analyzing: the future goals of the organization and the planned labor productivity, as well as the volume of production. At the same time, a clear definition of the company's strategic goals is a benchmark against which the most important decisions in the field of human resources are evaluated.

2). At the second stage, the organization's needs for staff are projected. In particular, the needs of the organization are compared with the already available human resources. At the same time, personnel planning makes it possible to identify specific areas of personnel work.

It should be noted that the need and readiness of the organization for systematic personnel planning increases substantially as the size of the enterprise increases, its scale and complexity increase. These changes impose on the employees all the new requirements that must be taken into account when selecting them, and the higher the qualitative indicator of staff, the higher the cost of its search. So, according to statistics, about 60% of recruitment costs account for 5% of key positions in the organization.

3). The most important direction of work in personnel planning is connected with the assessment of the state of internal and external labor resources, implying monitoring of the labor market in this region. It should be noted that human resources managers analyze a significant amount of personnel information, which include: demographic data and educational level, the results of interviews and test tests, employee certifications and job requirements, as well as the real level of productivity.

Due to the fact that the organization's own capabilities to meet the growing quantitative and qualitative requirements for staff are often inadequate,

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human resources planning almost always calls for research and evaluation of external sources of labor.

In this regard, organizations analyze the current personnel situation in the region to identify segments of the labor market. In this case, as a source of information on the state of the market, salary surveys, websites, newspapers and magazines on recruitment are used.

4). Within the framework of the fourth stage, the organization prepares plans, establishes a time frame for solving tasks to provide the company with the necessary personnel. At the same time, the meaning of HR planning is the timely determination of measures to meet the needs of the organization for additional workforce on the basis of a time schedule for the development of the enterprise, its units or (and) its separate activities.

Thus, the planned activities are unique benchmarks that demonstrate what needs to be done to fill the existing or future expected labor shortage, which has a certain level of knowledge, skills and experience.

The most common problem of human resources planning is the forecasting of the need for personnel at different levels, and the most difficult to predict is the turnover in the management team. The care of the top manager of the enterprise is a complex and, as a rule, unforeseen situation for any enterprise. In addition, it is rather difficult to correctly determine the selection criteria and the priorities of the requirements for the candidate.

The process of personnel planning consists of four main stages: Determination of the impact of organizational objectives on organiza-

tional units;

definition of future needs (qualifications and specialties, quantity);

the definition of the additional staff requirement, taking into account the existing staff of the organization;

the development of a specific action plan for the elimination of staffing requirements.

Stage 1. Personnel planning is based on strategic plans of the organization. Based on the organization's strategic plans, the human resources plan is considered.

2 stage. Statement of the personnel problem: the required amount of labor (by posts and specialties) and its quality (level of knowledge, experience,

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skills) for a given production program and the organizational structure of the firm.

For this, various methods are used, including a "photo" of the workplace, questionnaires and interviews with employees.

Stage 3. Evaluation of the company's human resources in three directions:

assessment of the state of available resources (quantity, quality, productivity, turnover, merit, competence, workload, etc.);

evaluation of external sources (employees of other enterprises, graduates of educational institutions, students;

Table 3 - Methods for calculating staffing requirements

Assessment of the potential of these sources (qualitative reserves of resource development).

assessment of the compliance of requirements and resources (now and in the future), which adjusts the quantitative and qualitative demand for personnel.

4 th stage. Develop action plans to achieve the desired results, so as to implement the necessary adjustments.

There are four ways to reduce the total number of employees:

reduction in production;

expiry of the period of work;

prompting for early retirement;

inducement to voluntary resignation. The plan allows:

• forecast the number of vacancies;

• determine the optimal, real and maximum allowable deadlines for the

closure of a vacancy;

• to predict the load of recruitment managers, to compare the workload at the selection of personnel at different points in time, for example, you can plan the selection in such a way that you do not have to close ten vacancies at the same time, as this will immediately affect either the timing or quality;

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•determine the optimal methods for attracting staff, taking into account internal load;

•on the basis of the planned activities on attraction and selection, to prepare an optimal budget for search and evaluation, to minimize the urgent, "burning" vacancies that had to be closed yesterday;

•the availability of a recruitment plan is a prerequisite for budgeting the activities of the selection department.

3.3 Technology of recruitment

Recruitment involves creating the necessary reserve of candidates for positions and specialties, from which the organization then selects the most suitable employees for it. This work is carried out in all specialties. At the same time, the necessary and sufficient amount of recruitment work is largely determined by the difference between the existing workforce and the future need for it, which is determined at the staff planning stage discussed above.

To implement a set of candidates, formalization of the requirements for the candidate is necessary. Under the formalization in this case is understood a clear and detailed description of the profile of the ideal candidate on the basis of an analysis of the work done at the planning stage and the wishes of the line manager.

The selection process consists of the following steps.

•the content of professional tasks and the requirements for the result;

•features of the future manager.

In addition, we should create motivators for the transition - the benefits that the candidate will be able to get when moving to a new job.

From the customer to the candidate should also receive specific professional questionnaires and test tasks to assess the professional competencies of the employee.

After that, the head of the recruitment department checks:

•availability of a vacancy in the staffing table (if it is not available, an official note on the introduction of a new staff member is necessary);

•availability of a vacancy in the recruitment plan (if not available, with high recruiters loading, options for working on an unscheduled application are determined);

•compliance with the proposed terms of payment;

•availability of a workplace (if absent, it is necessary to indicate the deadlines);

•category of position;

•target dates for selection

Modern managers, as a rule, clearly realize the need to formalize the requirements for the candidate, but give different attention to this process. For example, some companies consider formalization an indispensable condition

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for the successful search for staff, other managers rely more on intuition, seeking to eliminate excessiveness in the "formal" approach to this issue. However, it should be borne in mind that, in order to ensure the most effective selection of personnel, there should be a combination of the intuition of the top management of the organization and the detailed profile of the ideal candidate, which in many ways facilitates the recruitment procedure.

As noted above, recruitment sources can be external or internal, the use of which is determined by taking into account the specifics of the post, terms, time and personnel policy of the organization, which are approved at the planning stage.

Specific means for implementing external recruitment are: placement of advertisements in the media; appeal to recruiting agencies; search for candidates through Internet resources; recommendations of company employees, partners and acquaintances; Participation in job fairs and other similar events.

Among modern Russian organizations, the most popular method of recruitment is the placement of advertisements in the media - mainly in specialized print media. It should be noted that this method is relatively cheap, but its significant drawback is a large flow of people who do not meet the requirements, which causes significant costs of internal resources of the organization.

For the most part, in Russia it is considered that the services of specialized recruitment agencies are too expensive and significantly increases the time for finding the necessary personnel. In addition, in the process of cooperation with such agencies, the "portrait" of the ideal candidate is often distorted, as one agency employee conducts negotiations with the enterprise and discusses the requirements for the candidate, and another searches for candidates. Recently, the popularity of the services of such agencies has been increasing. The main and obvious advantage of this method of personnel search is that candidates who have already passed the preliminary selection come to the organization for an interview. It should be noted that, for the most part, enterprises prefer working with already proven partners - agencies whose services they have already used. Such agencies often have information on the situation in the labor market, as well as the specific business of this organization, its structure and strategy. Today, the search for candidates through Internet resources is gaining in popularity. This method is cheap, but it requires

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