Основы управления персоналом (на английском языке). Учебное пособие

respond to the requirements of the post as much as possible. They are invited to an initial interview.

At the initial interview, the reliability of the information submitted by the candidate (education, previous work experience) is verified, the reasons for the candidate's desire to change his job are determined. Based on the results of the initial interview, the candidates are invited to a qualifying interview.

The selection interview is conducted by the immediate head of the future employee with the purpose of determining the level of qualification of the candidate, the degree of his suitability for the vacancy requirements, motivation to work in this position and in the company, informing the candidate about his future work.

Today, when selecting personnel, psychological tests become more and more popular, allowing you to assess the level of intelligence, interest, energy, frankness, self-confidence, emotional stability, attention to detail.

However, when using test forms of selection, their results should be taken into account only in conjunction with the already available information about the candidate, because excessive categorical and specific psychological recommendations can be dangerous.

When carrying out testing, it is especially important to take into account that for each specific position, an individual set of tests should be compiled that meets the requirements for the knowledge and psychological qualities of the employee. Thus, the tests should be conducted exclusively by professionals who are able to correctly interpret the test results.

In modern organizations, the process of recruiting staff is a standardized process. It can be filled with various methods and actions, and its overall structure is preserved.

4.3. Interview in the evaluation of candidates for selection

Interviewing candidates is referred to psychological "semi-contact" methods of selection: the meeting of the personnel department and the applicant takes place, but has a formal character, and the result of the selection is

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determined not by the facts and impressions received during live communication, but by the content of the completed forms.

The advantages of the method are, firstly, the ability to identify those or other personality reactions, and then to measure them in "standard conditions" and "objectively", and secondly, the ability to compare the identified qualities with the qualities of other subjects, scientific basis and it is fair for the enterprise and the applicant to conduct the selection of fitness.

Interviewing is the most difficult stage of selection. For example, during an interview in a short time, you need to get information on a variety of topics:

1)clarify the biographical data;

2)identify the general educational level and practical work experience;

3)draw a brief psychological portrait;

4)to clarify the candidate's expectations of a new job.

Interview or interview is the most common method for evaluating candidates.

For the qualitative interview, the following documents should be used.

should be clarified in the course of the conversation

The structure of the following types of interviews:

Structured • Presence of specially formulated plan, which defines topics for conversation and questions for the applicant;

•is focused on the assessment of professional skills;

•when preparing questions, the job description is used, the matrix of professional competencies, which allows to understand the level of candidate's compliance with the requirements of the post

Unstructured • resembles an ordinary conversation;

•The interviewer plays the role of a guide;

•When preparing, there are some topics for discussion;

•there is a risk of avoiding the main topic of discussion

Combined • a combination of structured and unstructured interviews;

•is optimal for a more complete evaluation of the applicant;

•a pre-designed plan allows you to assess the professional competence of the candidate;

•free conversation helps to clarify a person's world view, his values and other characteristics

In the form of the following types of interviews:

Individual In case of an individual interview, one interviewer works separately with each new applicant, which makes it possible to establish the most lasting contact. An important feature of an individual interview is the orientation toward establishing a trusting relationship between the candidate and the interviewer, which makes it possible to more fully assess the qualities of the candidate.

In the case of individual interviews, it is also possible to obtain information about the qualities of the candidate that are required for employees applying for another vacancy. Such an opportunity should be reported to the candidate

Group Several interviewers speak with the applicant. Such an interview creates a tense situation for the interviewee, allows you to assess how resistant he is to stress.

The need for a group interview can be caused by the following circumstances:

•the large role of narrow professional skills in the vacant position;

•the great role of personal qualities of a person when working in a team and risks do not fit into a new team;

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• great responsibility and risk of a vacant position.

When planning this type of interview, it is necessary to clearly allocate roles between the interviewers.

With the correct organization of the interview, conducted by several interviewers at once, you can more accurately assess the professional and personal qualities of the applicant. In addition, in this case the possibility of influencing the decision-making of subjective factors

The following types of interviews can be singled out for purposes:

In case of an individual interview, one interviewer works separately with each new applicant, which makes it possible to establish the most lasting contact. An important feature of an individual interview is the orientation toward establishing a trusting relationship between the candidate and the interviewer, which makes it possible to more fully assess the qualities of the candidate.

The content of the following types of interviews:

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Biographical It is built around facts from the life of the candidate, his past experience. During the interview, it is suggested to talk about the past work or answer the question, why the candidate has chosen one or another higher education institution for admission.

A biographical interview gives an opportunity to assess what the candidate has already done in his life, and on this basis to assume how successful he will be in the position he is claiming.

The limited nature of the biographical interview consists in the impossibility of assessing the candidate's current state, his ability and motivation

Situational During a situational interview, the candidate is asked to solve one or several problems, practical situations. As such, real or hypothetical situations related to its future activities are often used. The interviewer evaluates both the result itself and the methods by which the candidate finds a solution.

This type of interview allows you to more fully assess the candidate's ability to solve certain types of problems, rather than his analytical abilities in general

Competency The methodology is based on the analysis of typical situations - cases. A list of Interviews issues is drawn up in advance to check whether the competitor has the basic

qualities (competencies) required at a given position, points for each of the competencies are marked, and then the results are analyzed. At the same time, the emotional evaluation by the selection specialist does not affect the results of the analysis in any way.

For the analysis of one competence the subject is asked to give four concrete examples from his work (two positive and two negative ones), where he showed (or did not show) this competence. According to the rules of the interview, no more than four competencies can be studied simultaneously, which means that the interview lasts 1.5-2.5 hours.

Do not forget that competencies, like skills, can develop.

The method of interviewing on competencies is most applicable for the selection and certification of middle management and top management. Advantages of an interview on competencies:

•compliance with the requirements of the forthcoming work;

•Availability of a rating scale facilitating the collection of information;

•Better shows success in the work than a biographical interview;

•a successful method for a secondary interview (there will be no repetition);

•cheaper and faster method than a situational interview;

•The information obtained as a result is easily integrated with estimates from other sources (tests, evaluation centers).

Disadvantages of the interview on competencies:

•can be very long;

•If a biographical interview is not conducted, some significant aspects of past experience may be lost;

•Lack of experience of the interviewer can lead to the fact that confident (in the manner of behavior) candidates are constantly reassessed

If the candidate is one and the employer has enough free time, then you can spend at least fifteen minutes. At the same time, in a situation where, in addition to interviewing the employer, there are other responsibilities, it is

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necessary to optimize this process by developing an interview scheme in advance. Include the most appropriate open questions in the interview scheme. They allow to reveal the candidate more fully because of the variability of the answer ("Please, tell us about yourself"). When answering this question, it is impossible to limit the choice of "yes" or "no". As a result of the analysis of the instructed information, one can obtain information not only about the candidate, but also about his communicative skills, overall development, personal characteristics. The subject of the analysis is how the candidate comes into contact, namely: his vocabulary, the degree of development of the culture of speech, which is especially important for sales personnel. During the interview, it is necessary to find out the candidate's expectations for a new job. This aspect is natural, since the expectations and assumptions about the work can correspond (or do not correspond) to the practice of the functioning of the organization. Also, a situation is possible in which the candidate, on the basis of information received, considers it more appropriate to refuse claims to it. If at this stage it was established that there are no discrepancies between the needs of the organization and the candidate, then it is possible to move on to the next stage, which is to study the candidate's professional knowledge and skills. If there is a staff specialist in personnel management in the organization, the initial interview and the analysis of the documents are realized by him. In the event that the services of a recruiting agency are used, the interview and analysis of the document are conducted by the agency employee.

The final outcome of the initial interview is the narrowing of the range of applicants to the minimum allowable. These candidates should be most suited to the requirements of the replaced position, but at the same time, it is not necessary to artificially create situations in which, as a result of screening, the choice is limited to only one candidate. In this case, at the next stage of presenting candidates to the immediate leader, the latter should have the opportunity to choose. Here it is necessary to emphasize that, despite the fact that most of the selection is entrusted to the HR specialist of the organization or the recruitment agency, the final decision should be made by the immediate head of the future employee. In this case, he can note more conceptual shortcomings of the candidate, which may hamper his work activity. Without questioning the qualifications of a human resources specialist or recruitment

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agency, they should not make a final decision on hiring. At the same time, the immediate supervisor does not need to spend his time on drafting work and screening out candidates who do not meet the requirements for a vacancy or workplace.

For a more accurate and comprehensive interview-negotiations, the process itself is conveniently divided into stages.

1.The first stage - contact with the candidate. The interviewer should try to impress the company in a favorable way, give the candidate an opportunity to relax and feel comfortable. This will ensure the most appropriate behavior and the candidate's answers.

2.The second stage is to briefly describe the company, its specifics, achievements and the system of remuneration for quality work. Tell about the vacancy proposed for consideration, focusing on those tasks that need to be solved by the potential employee in this position. This manages to achieve several goals: demonstrates respect, has a chance to motivate in advance to work in the company and gets the opportunity to speak with the candidate in a more understandable language, as he is already beginning to understand the specifics of the company's business and the requirements.

3.The third stage is a direct interview, that is, the HR manager asks questions, and the candidate answers them, solves the situational problems posed by the interviewer and the like.

4.At the fourth stage, it is time for the candidate to ask questions. This will not only show respect for him and his interest, but also to understand the interests of the candidate and his concept of the company. The best option is when the candidate is interested in the features of the work, the relations in the team, the specifics of the business. Wage questions are relevant, but without details. Candidates, asking questions solely on remuneration of labor in the company, the presence or absence of bonuses, the mode of work gives the impression of an employee interested only in the reward for his work.

5.The last stage is the opportunity to discuss further interaction.

The interviewer should take the initiative and tell the candidate about the timing and objectives of the next interview. If the interview is final, it is worth mentioning the timing of the final results and the procedure for obtaining it by the candidate. Most often for this, HR staff offer to call the candi-

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date and clarify, or saying that they will call him in case of a positive decision.

Such a structure of the interview will allow the human resources specialist to achieve several goals: to reveal truthful information about the candidate, to make a good impression on the candidate and agree on the next interaction.

For a more accurate and comprehensive interview-negotiations, the process itself is conveniently divided into stages.

1.The first stage - contact with the candidate. The interviewer should try to impress the company in a favorable way, give the candidate an opportunity to relax and feel comfortable. This will ensure the most appropriate behavior and the candidate's answers.

2.The second stage is to briefly describe the company, its specifics, achievements and the system of remuneration for quality work. Tell about the vacancy proposed for consideration, focusing on those tasks that need to be solved by the potential employee in this position. This manages to achieve several goals: demonstrates respect, has a chance to motivate in advance to work in the company and gets the opportunity to speak with the candidate in a more understandable language, as he is already beginning to understand the specifics of the company's business and the requirements.

3.The third stage is a direct interview, that is, the HR manager asks questions, and the candidate answers them, solves the situational problems posed by the interviewer and the like.

4.At the fourth stage, it is time for the candidate to ask questions. This will not only show respect for him and his interest, but also to understand the interests of the candidate and his concept of the company. The best option is when the candidate is interested in the features of the work, the relations in the team, the specifics of the business. Wage questions are relevant, but without details. Candidates, asking questions solely on remuneration of labor in the company, the presence or absence of bonuses, the mode of work gives the impression of an employee interested only in the reward for his work.

5.The last stage is the opportunity to discuss further interaction.

The interviewer should take the initiative and tell the candidate about the timing and objectives of the next interview. If the interview is final, it is worth mentioning the timing of the final results and the procedure for obtain-

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ing it by the candidate. Most often for this, HR staff offer to call the candidate and clarify, or saying that they will call him in case of a positive decision.

Such a structure of the interview will allow the human resources specialist to achieve several goals: to reveal truthful information about the candidate, to make a good impression on the candidate and agree on the next interaction.

Chapter 5. TECHNOLOGY OF ORGANIZATION OF ADAPTATION

OF PERSONNEL

5.1. Goals and objectives of staff adaptation

Find a suitable candidate for a vacant position - the problem is not easy. No less important task is to help the new employee to quickly go through the adaptation period, to help "get accustomed" in the workplace, from the very beginning to work with the return that the employer expects from him, to become a full member of the collective ...

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The life of the team assumes that after a certain period of time some employees are dismissed, moving to another place of work, or go on a welldeserved rest, new people come to replace them. From the managerial point of view, managers consider here two possible options:

1)when a young man comes, a person who begins his career;

2)when an experienced, professionally trained employee comes to work at another enterprise, the manager's approach to them will be different.

The whole arsenal of the impact of the manager and the team "collapses" into the beginner. The manager can personally introduce the newcomer into the course of the business, explaining his role and authority, work methods and methods of work, personal example of how to perform a particular job. But maybe appoint him a mentor. Or to provide an opportunity for a new worker to sort out everything himself. This way can be used only for people with a strong will and a firm character. Gradually the young employee will join the work of the collective and take its orders and rules of action.

It is more difficult to enter the team of a more experienced employee. Perhaps the clash of his convictions with the views of the leader and the whole team. Or he can accept the values and the collective and obey his leadership. It depends on the person - whether he aspires to the role of a mere executor of another's will, or has chosen a more difficult path of independence and independence.

A new employee evaluates new comrades in the work, the team also evaluates it. The team considers a new employee from several positions:

- external data - physical characteristics and growth, body-build, color of eyes and hair, manner of dressing and talking, keeping with comrades, etc .;

- social characteristics - level of education, gender and type of employment, membership in social movements and organizations, social and welfare situation;

- marital status - single or married, has children, whether there are parents and who they are;

- Personal data - place of birth and study, nationality, religion or nonbeliever, what he did before joining the team, etc.

Each employee perceives these characteristics in his own way. Deep perception and evaluation of the qualities of a new employee occurs later

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