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Qualification card competency card. Search results for \"qualification card\". Internal and external sources of recruitment

The qualification card, prepared jointly by the head of the unit and human resources specialists on the basis of the job description, is a set of qualification characteristics (general education, special education, special skills - knowledge of a foreign language, computer skills, etc.) that an “ideal » the person holding this position. Since it is much easier to determine the presence of qualification characteristics during the selection process than the ability to perform certain functions, the qualification card is a tool that facilitates the selection process of candidates. The use of a qualification card also makes it possible to structure the assessment of candidates (for each characteristic) and compare candidates with each other. At the same time, this method focuses on the technical, to a large extent formal characteristics of the candidate (his past), leaving aside personal characteristics and potential for professional development.

4. Accounting for the possible career growth of existing employees.

It should be noted here that these employees found themselves in a difficult situation of choosing whether to remain in their current position or try to do something else. Those who found an opportunity to grow professionally at one time had a chance to take a new, more interesting position for him. Discussions of individual tasks and prospects were held with such employees, evaluation criteria for career advancement and its estimated timing were determined. In the event of a job opening for new position these employees participated in the competition along with outside candidates, and not all of them were able to withstand such a competition. Some employees could change the field of activity, leaving only one type of activity “for themselves” (for example, an employee who was previously responsible for sales and customs became a sales manager, and customs tasks were transferred to another employee). We had to part with employees who did not want to remain in their previous position, and did not correspond to another position.

Drawing up a "professional portrait" for each vacant position.

Knowing the basic requirements for the candidate, it is necessary to draw up a specific professional portrait of the future employee before starting the search. Such a portrait is made personnel service together with the head of the relevant department. It contains the following information: educational and professional level, professional skills, availability of additional knowledge, work experience, in which company acquired, the level of tasks solved at the previous place of work and the degree of responsibility at the previous place of work, personal qualities, ability to learn, develop, labor motivation, initiative, etc. characteristics. It also indicates other criteria by which a specialist will be selected: gender, age, driver's license, etc. A professional portrait is created on the basis of not only complete information about the position, about the main and additional duties and expected results of this activity, but also the people with whom the specialist will interact, the language (languages) of interaction.

Determining how to search for a candidate.

the use of a data bank;

Very often, the personnel officers of companies in search of the right candidate, first of all, look through their database. This has both its advantages and disadvantages. Firstly, the candidate could have already found a job, secondly, it is not known to what extent the description of the candidate corresponds to reality, and thirdly, verification of the authenticity of diplomas, certificates, etc. will require significant effort.

Publication of announcements in the media, Internet, radio, television;

contact with regional employment centers;

Regional employment centers will assist in the professional selection of qualified specialists entered in the data bank at the preliminary request of the employer; in the organization of training, retraining and advanced training of personnel and redundant workers; will place information about the needs of the enterprise in personnel, in some media.

contacting recruiting companies;

The experience of working with recruitment agencies made it possible to deduce one regularity: it is not the name of the company, its fame or turnover that is important, but the conscientiousness and professionalism of managers who work in a recruiting company. It is very important that employees recruitment agencies had their own "techniques" for finding out the needs of the client, since sometimes the customer himself does not have a very good idea of \u200b\u200bwhat he wants. It should be noted that in different cases it is necessary to resort to the services of different agencies, since some are “strong” in the search for managerial or secretarial candidates, others are in technical specialties, etc. The strengths and weaknesses of the agencies are usually clarified in the process of cooperation, and such experience is exchanged between the company's personnel managers. For correct setting tasks the agency needs to give a detailed professional portrait the right specialist and be sure to tell about the corporate culture of the enterprise, the psychological climate, the style of management and those employees with whom the future specialist will communicate daily. The agency is usually interested in the candidate's career prospects and the package of social benefits that are due in addition to the salary, and also finds out the specifics of the enterprise's activities in Russia and its prospects.

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Abstract on the topic: "Map of competencies: its approximate content, purpose, scope"

Introduction

1. Professiogram

2. Qualification card

3. Competence map

4. Definition and types of competencies

5. Competence levels

Conclusion

Bibliography

Introduction

In modern conditions of transition to market relations, the development of economic globalization and Russia's integration into world economic relations, the most important factors of national competitiveness are not natural and financial resources, but human resources, that is, people, their professional and personal qualities, their labor morality and the desire to achieve goals, their knowledge and skills, their creative and innovative abilities. Today, the most popular formula of the 30s of the last century "cadres decide everything" is reaffirmed, which has not lost its relevance in our time. Personnel is one of the most important resources of the organization, necessary to achieve all its goals and objectives. Employees are the main asset of the organization, which must be preserved, developed and used for success in the competitive struggle.

Personnel management of an organization or personnel management is a purposeful activity of the management team of an organization, specialists of departments of the personnel management system, including the development of a concept and strategies personnel policy, principles and methods of personnel management.

Human resources are the main thing for the economy. Therefore, their management is integral part training of managers of any profile. Therefore, a course on the personnel management system is an indispensable component of the training course on entrepreneurship.

The personnel management system is currently undergoing fundamental changes both in our country and in developed countries. market economy.

Human resource management systems are different. This is due to the fact that in our country the personnel management system as a significant area of the economy began to take shape relatively recently. And if for countries with a developed market economy in the personnel management system a stable orientation towards humanistic values has formed, which already has a developed practice of involving employees in the affairs of the company, activating their creative potential, then for Russian companies it is relevant today to master all the various forms and technologies in the management system personnel trained in developed countries and adapted to market conditions.

1. Professiogram

Analysis of the psychological characteristics of labor activity (profession) is based on its comprehensive study and a certain systematization of the obtained quantitative and qualitative data. The goal is to establish the features of the relationship of the subject of labor with the components of the Activity (its content, means, conditions, organization) and its functional support. A comprehensive method for studying and describing the content and structural characteristics of a profession is called professiography. The result of the study of the Activity should be its professiogram - a description of the various objective characteristics of the profession, and a psychogram - a description of the psychological characteristics of the Activity.

Compilation of a professiogram is carried out in accordance with the following principles:

1. Specificity (concreteness) of the description of a certain Activity.

2. The complexity of the study.

3. The dynamism of the study (taking into account the development, changes in Activities).

4. Consistency (study of interrelations and mutual influences of individual characteristics of the Activity).

5. Identity of techniques (for a correct comparison of professions).

6. Use of qualitative and quantitative characteristics.

The professiogram should contain a characteristic:

General information about the profession (name, appointment, duties of staff, performance indicators, etc.);

Means of activity (type of means of displaying information and controls, their placement, overview, reach to the handles, etc.).

AT general view a professiogram is defined as a “descriptive and technological characteristic various kinds professional activity”, made according to a certain scheme and to solve certain problems.

The concept of a professiogram in labor psychology is the identification and description of the qualities of a person necessary for the successful implementation of this labor activity. These qualities are called PVK - professionally important qualities.

There are different approaches to identifying the order and levels of analysis of professional activity, and different types of professiograms (for solving specific professiographic tasks):

7. Information professiograms (used in vocational counseling and career guidance).

8. Approximate diagnostic professiograms (to identify the causes of failures, accidents, low labor efficiency).

9. Constructive (to improve the ergatic system based on the design of new types of equipment).

10. Methodical (for the selection of adequate methods for the study of a given ergatic system).

11. Diagnostic.

There are various career paths. The simplest proposed by Klimov is the “profession formula”:

types of professions in the main subjects and interaction with these subjects of a person:

man - nature

man - technology

man - man

man - sign systems

man is an artistic image;

classes (the purpose of labor);

departments (use of activity funds);

groups (primary working conditions).

In order to single out and designate the qualities that are necessary for a given profession, labor activity is divided into operations. At Klimov - macro analysis of labor activity - analysis technological processes and properties that are involved in professional activities, it is ultimately necessary to determine professionally important qualities.

When compiling a professiogram, you need to answer the following questions:

1. What does a person do? (essay, equipment description, use observation and self-observation).

2.How does a person do? (action analysis).

3. What does a person do?

4.What is involved? (it is necessary to reflect those features that a person must have in order to properly perform their work).

2. Qualification card

Qualification - the degree and type of professional training of an employee, his knowledge, skills and abilities necessary to perform work or functions of a certain complexity, which is displayed in qualification (tariff) categories and categories.

The qualification card, prepared jointly by the head of the unit and specialists of the personnel management department on the basis of the job description, is a set of qualification characteristics (general education, special education, special skills - knowledge of a foreign language, computer skills, management truck etc.) that the “ideal” employee holding this position should have ( workplace). The use of a qualification card also provides an opportunity for a structured assessment of candidates (for each characteristic) and comparison of candidates with each other. At the same time, this method focuses on the technical, to a large extent formal characteristics of the candidate, that is, on his past, leaving aside personal characteristics and the potential for professional development.

3. Competence map

A competency map (a portrait of an ideal employee) overcomes this shortcoming and facilitates the work of HR employees involved in hiring. Competencies are personal characteristics of a person, his ability to perform certain functions, types of behavior and social roles, such as orientation to the interests of the client, the ability to work in a group, assertiveness, originality of thinking. The preparation of a competency map requires specialized knowledge and is usually carried out with the help of a professional consultant or a specially trained employee of the human resources department. The most important addition to the map is the description of competence, i.e. a detailed explanation of each stroke of the portrait of an ideal employee. When evaluating a candidate, the competency card is also used as a qualification card - the candidate's competencies are compared with the competencies of an ideal employee. If the manager signed a contract with a highly qualified professional, then for such a specialist it is only necessary to determine the goal, the criterion for its evaluation and the method of remuneration, and this will be enough for him to realize management decision. If the manager is in a department where employees have already developed poor work skills, then he periodically needs to use control over the achievement of the goal, emphasizing that only results are rewarded. Otherwise, these negative skills can lead employees to the category of people who do not care what is done, but it is very important how it is done. They usually end up doing the wrong thing, but doing it very well. In order for employees to think more about what they are doing, effective leaders require each employee to set aside a little time each day to reflect on the goals of their work and how to achieve them.

4. Definition and types of competencies

competence management professiogram qualifying

It so happened that in practice, many HR professionals allow confusion; "competency" and "competency". In this connection, I would like to immediately clarify and say that the achievement of a certain level of work results is defined as competence, and the ability, reflecting the necessary standards of behavior leading to performance in work, is defined as competence.

It is also necessary to mention that today there are many definitions of the concept of "competence" and HR specialists offer different interpretations. However, two approaches to understanding competencies are considered to be the main ones today:

1. American approach - competencies as a description of an employee's behavior. Competences are the main characteristics of an employee, with which he is able to show the right behavior and, as a result, achieve high results in work.

2. European approach - competencies as a description of work tasks or expected results of work. Competencies are the ability of an employee to act in accordance with the standards adopted in the organization (definition of the minimum standard that must be achieved by the employee).

On the territory of the CIS, the following definition is most often used as the base one.

Competences are personal qualities and abilities, as well as professional skills, necessary for an employee to successfully perform their tasks. official duties(for example: ability to set clear goals; planning and organizing; leadership; result-oriented; collecting and analyzing information; generating and accumulating ideas; communication skills; ability to work in a group; adaptability to change; personal development.

Competence is a deep-seated and stable part of the human personality and can determine the behavior of a person in a variety of situations and work tasks.

It consists of many personal parameters (personality traits, characteristics of temperament and emotional-volitional sphere, intelligence level and features of the mental sphere, motives, attitudes, knowledge and complex skills), and all these parameters can be identified and evaluated by how a person behaves. .

In addition to personal character, motives and abilities, individual behavior is also significantly influenced by the values and principles adopted in the organization. In this regard, many companies began to study them and bring them to the attention of their employees. Emphasizing in particular the role these values and principles should play in daily activities.

Some companies have included corporate principles and values in the competency model and make sure that the behavior of the staff is in line with the accepted attitudes.

Competencies are:

1. Acquired - knowledge and skills acquired at work, as well as in the course of training and daily activities. These competencies can be assessed using aptitude tests.

2. Natural - basic personality traits (extroversion / introversion, emotional stability / anxiety, pleasantness / cynicism, conscientiousness / spontaneity). Assessment of natural competencies is based on personality tests.

3. Adaptive - a set of qualities that allow an individual to achieve goals in a new working environment. Assessment of adaptive competencies is also carried out with the help of personality tests. The source of adaptive competencies lies, apparently, in the emotional abilities of the individual, which are not innate, but can be acquired and developed.

5. Competence levels

Competences vary in levels at:

1. Corporate (or key) - competencies that support the company's stated mission and values, and, as a rule, are applicable to any position in the organization. They include business and personal qualities that should be inherent in every employee of the company. Frequently list corporate competencies can be found in the presentation and information materials of companies.

2. Managerial - competencies applied to senior positions at all levels of management. They include abilities and personal qualities that make up the set of skills that managers need to successfully achieve business goals. Used to evaluate leaders.

3. Special/technical competencies. They include special (professional) knowledge, skills and abilities necessary for the effective performance of their duties by employees. Applies to certain groups positions of different departments or are developed for specific positions.

Practice shows that some organizations use only key competencies, others develop and use only managerial competencies to assess top managers, and some companies develop only special/technical competencies for groups of positions in various departments. Competencies are further subdivided into:

Simple - have a single list of indicators of behavior (standards of knowledge, skills and abilities that are observed in the actions of a person with a specific competence);

· Detailed - consisting of several levels (usually three or four). The number of levels is determined by the purposes of using the competency model;

Threshold - include the knowledge and characteristics of the behavior necessary for admission to the performance of work;

Differentiating - contain knowledge and characteristics of behavior that allow you to distinguish the best workers from the average (bad) workers.

6. Definition and structure of competency models, their application

For effective use, competencies are combined according to common features into groups and blocks, which in turn form the so-called competency model.

A competency model is a set of competencies that an organization needs to solve its tasks or an employee to perform a certain job. Models may contain a detailed description of the standards of behavior of department personnel or specific positions leading to the achievement of special goals. The competency model can be compared to the foundation of a house: a large, tall building can be built on a solid, reliable foundation; if the foundation is calculated incorrectly, very soon the house will settle, cracks will appear and serious repairs will be required. It must be clearly understood that well-developed competencies will help streamline the conduct of certification activities; if a standard competency model is chosen that is not adapted to the strategic goals and specifics of the company, it will not work effectively.

As a rule, the set of details included in the description of a competency model depends on the intended practical application specific model. The standard model includes the following elements:

Clusters of competencies - sets of closely related competencies (usually from three to five in one bundle);

The competencies themselves;

Competency levels - most often used to create models for specific positions from common patterns departments or directorates;

behavior indicators.

3. Application of competencies

In general, many companies use competency models to link corporate tasks and practical work with human resources through the unification of requirements for employees. The most common reasons why competencies are implemented are; the need for staff training and investment in its development, efficiency and quality of work performance, motivation of employees, remuneration of personnel, improvement of quality standards, competitiveness of the organization, determination of the overall strategy for working with personnel. However, the main way to use competencies today is personnel assessment. Since now the topic of assessment at enterprises is quite relevant, let's dwell on it in more detail. It is important to note that competency-based assessment provides a number of benefits. For organization:

· the possibility of developing common standards for describing the effectiveness of work, which will contribute to the establishment of mutual understanding between employees of different departments and levels. For example, a common understanding is being developed for all of what is " effective leadership"and what does it mean" teamwork";

the possibility of assessing the competencies of employees and identifying their compliance with the required level;

Consistency in the assessment of the employee: all experts will be able to reach an agreement in understanding " valuable qualities"employee and have an idea of what needs to be assessed and what can be ignored;

the ability to identify the strengths and weaknesses of each employee and use this information for its development. There are grounds for including employees in the personnel reserve of the enterprise, as well as planning their careers.

· the ability to justify the adjustment of the compensation policy in relation to qualified employees (not managing people and resources), but who successfully passed the assessment.

For staff:

a better understanding of what they do, what requirements are placed on them and what qualities they need to successfully complete their work;

Opportunity to get feedback, learn about your strengths and weaknesses, general potential and career prospects.

It must be remembered that the introduction of competencies can strengthen the connection between all examples of their use. However, the introduction of competencies in itself does not guarantee that this innovation will have a high effect. Therefore, when applying competencies, it is very important to clearly understand that they help effective personnel management only if they are used correctly.

The effectiveness of the application of the competency model depends on the perfection of organizational activity, on the presence in it the right tools personnel management and from the art of experienced people. Most competency models, no matter how carefully and correctly developed, will not turn a bad process into a good one and will not compensate for poor training, poor technological equipment and inexperienced staff. When organizing personnel management based on the proposed competencies, the actions of employees are determined by the standards of behavior expected from them and the requirements for the quality of work. Therefore, it should be remembered: the use of competencies will affect the internal culture of the company. In some cases, an increase corporate culture and there is one of the main goals of introducing a system of competencies. If changes in the culture of activity are not provided for in the description of the standards of behavior, then this means that the competencies are drawn up incorrectly and conflicts between what the company needs and the standards of behavior that are proposed to be adopted by employees are quite likely.

Conclusion

In today's rapidly changing market environment, companies can only succeed if they can take their way of working to a new level.

The company is forced to work flexibly, creating new systems of relations both with business partners and with its employees, develop strategies adequate to the ongoing changes, and review priorities in the development of the organization.

Since the level of competence of the personnel, their professionalism and the ability to work in a team are important characteristics of the company's culture, the professional training and retraining of personnel is of strategic importance.

Staff training in such conditions becomes one of the main keys to success, as it allows you to move on to professional technology, including in the field of management.

The process of upgrading knowledge and skills should be ongoing, which is why the company's management is faced with the task of creating a learning organization that can use the experience gained in the course of its activities in order to adjust working methods to solve real problems of the company.

Good training requires an individual approach to the needs of each employee. Any method has its advantages and disadvantages. The techniques and teaching methods used for graduates of schools and institutes may be completely unsuitable for the elderly.

For example, many executives who themselves encourage the initiative to choose the most appropriate method of teaching find that it is very difficult for them to get rid of the prevailing stereotypes. They really sincerely believe that learning can only happen through listening to lectures by experts.

And this will happen until someone opens their eyes to the fact that there are much more diverse and effective approaches to learning.

The traditional methods of developing competence and training personnel include lectures, seminars, self-study. Active methods of competence development and staff training are methods that allow to activate the educational process, to encourage the student to creative participation in it.

The use of a system of active teaching methods, developed and improved depending on the characteristics of specific learning situations, target audiences is one of the key elements in the implementation of the idea of continuous learning, managing the accumulation and development of skills and knowledge of individuals for active self-realization. A productive system of competencies should include four main blocks that are common both for the company as a whole and for each of its employees.

This requirement stems from the properties complex systems, developing on the basis of effective management of the opposites contained in themselves. The presence of "opposites" enables management to ensure the necessary balance between internal and external factors, between procedures and relationships, and hence business management through the effective use of its key resources, including competencies.

Bibliography

1. Aksenova, E.A. Personnel Management. 2nd ed., revised. and additional Moscow: Unity, 2008

2. Genkin B.M.,. Kononova G.A., Kochetkov V.I. Fundamentals of personnel management. Moscow: Higher school, 2007

3. Kabushkin N.I. Fundamentals of management: textbook. Benefit. 9th ed., ster. Moscow: New knowledge, 2009

4. Kibanov A.Ya. Organization personnel management. M.: INFRA-M, 2009

5. Ladanov I.D. Practical management: personnel management. M.: Nika, 2008

6. Maslov E.V. Enterprise personnel management. Moscow: Infra-M, 2009

7. Oganesyan I. Personnel management of the organization. Moscow: Amalfeya, 2008

Analyze the situation and answer the questions

Situation:

John Smith is the director of the Kyiv branch of a multinational pharmaceutical company. The branch was formed on the basis of a local plant acquired by the company. One of John's priorities is the creation of a personnel management system. His company is known in the world as one of the leaders in the application of new methods of human resource management, psychological testing, pay for knowledge, 360-degree certification.

Working for two weeks from eight in the morning until nine in the evening, John Smith tried to learn the personnel management system that existed at the plant. However, his titanic efforts led to a very modest result: it turned out that the plant had practically no formal (fixed in procedures) methods of human resource management, and the few that existed were fundamentally different from Smith's ideas about modern personnel management. John found out that the selection of new employees was carried out exclusively through acquaintances, the plant had no idea about career planning, certification, and training of a reserve of managers. Vocational training was not planned, but organized as needed by the heads of departments. Factory workers receive piecework wages, while administrative staff official salaries and monthly bonuses up to 40% of salary. The actual size of the bonus is determined by the director of the plant and for 95% of employees it is 40% of the salary. Indexing wages produced by the decision of the director at a time when, in his words, "you can not wait any longer."

During conversations with the managers of a plant that was suffering significant losses, John tried to raise the topic of changes in the field of personnel management, but did not receive support - his interlocutors preferred to discuss technology transfer, suggesting "leaving everything as it is until better times" in the field of personnel management, putting forward in as the main argument "special local conditions". Discussing the situation at the plant with a French colleague from another company who has been working in Kyiv for two years, Smith received similar advice "not to get involved in a lost cause."

Questions:

1. Is there a need in this situation to change the personnel management systems? If yes, then why?

What explains the position of plant managers?

What can John Smith do in this situation?

Propose a personnel management system for this organization and a plan for its implementation

Considering that in this situation the plant incurs losses, there is certainly a need for reform. Including in the field of human resources.

The plant uses the standard system for the post-Soviet states of hiring "by pull". In addition, such workers, in addition to low qualifications, also lack career motivation, since career and the level of material remuneration is determined solely by the personal predisposition of the director.

Of course, this system is absolutely unproductive.

Leaders are driven by the following factors: "Don't touch it while it's working", "It was the same under my predecessor" and "Personally, I'm fine." Managers do not have a proper labor conscience and they have practically no responsibility for the unproductive work of the plant.

Of course, John must seriously reform the entire management system of this plant. First of all, it is necessary to conduct training courses for employees to improve their qualifications and legal literacy. Further, one should either “put pressure” on the current leadership, forcing them to work more productively, in accordance with the current developments in the field of HRM, or replace all this management with professionals.

In the event that John does not have enough enthusiasm - to join the system without resisting, and calmly receive his monthly bonuses.

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No. 8 [Geology, geophysics and development of oil and gas fields, 2014]

Techniques integrated assessment oil and gas potential of territories, calculation of reserves; issues of assessing the influence of geological and physical factors on the indicators of field development.

Map of discovered deposits in the offshore area of West Africa - the Liberian Basin and the Gulf of Guinea<...>The map conventionally shows an area of about 400 km2, covering the desired ocean area.<...>At the second stage, the processing of the "geographic map" is carried out.<...>The basis of the third stage is the seismic complex and the "geographical map" of the ocean floor.<...>A "geographic map" of the territory (bottom) of the ocean has been developed.

Preview: Geology, geophysics and development of oil and gas fields No. 8 2014.pdf (1.0 Mb)

No. 10 [Posev, 1979]

"Chinese map" of the United States (10) . - Mondale's trip to China (12) . - Pentagon study<...>No. 10 9 Copyright JSC "Central Design Bureau "BIBCOM" & LLC "Agency Book-Service" INTERNATIONAL POLICY "Chinese map<...>And this will lead to the fact that the United States can quickly and decisively play its "Chinese card<...>The "Chinese card" will turn into an American-Chinese military alliance, and our country will have to fight on<...>Those who are "there", of course, and the cards in their hands.

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Equipment and technology of welding production: diploma design teaching aid

Publishing house of the Bryansk State technical university

Are determined General requirements to the content, volume and design of graduation projects.

CE Map of sketches – –  – – – – 3.1105-81 – – VO Equipment list – –  – – – – 3.1105-81 9 4 KTP Map<...>The form and rules for issuing technological documents for general purposes (route chart (MK), maps<...>Map of sketches 3 11 SV.04.235.S.90.1.T.MK. Route map 2 12 SV.04.235.S.90.1.T.TP.<...>Process map 12 11 SV.04.235.S.90.1.T.KK. Tech card control 2 11 SV.04.235.S.90.1.T.RR.<...>(MC) 20 Map of sketches (CE) 25 Technological instruction (TI) 30 Picking list (QC) 40 Statement

Preview: Equipment and technology of welding production diploma design training manual.pdf (0.9 Mb)

No. 12 [Problems of economics and management of the oil and gas complex, 2018]

Will be saved, such as: hiring, wage conditions, authority of the manager, qualifying <...>When determining the place of accounting for work in the process of planning the use of personnel, along with taking into account qualifying <...>Roadmap for the development of telemetry systems MWD / LWD: Protocol of the Ministry of Industry and Trade of Russia dated 06/22/2015<...>According to the five main directions of the program, a "road map" is presented with planning for obtaining<...>The roadmap itself for managing the development of the digital economy contains 3 main stages and is divided into

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Foreign economic relations textbook. allowance

RIO PGSKHA

The proposed textbook discusses, in accordance with the State Educational Standard, the most important problems of this discipline. The manual includes, in addition to the content of the course of foreign economic relations, at the end of each topic a list of topics for reports and essays, recommended literature, questions for self-examination, and at the end of the manual - tests on selected topics, rules for writing an abstract, test questions and a dictionary of terms and concepts.

a competitor; structural and managerial - the desired structure, composition and number of units, qualifying <...> <...>"Roadmap" for reforming the international trading system // World economy and international relations<...>"Roadmap" for reforming the international trading system // World economy and international relations

Preview: FOREIGN ECONOMIC RELATIONS.pdf (0.6 Mb)

Country Studies Study guide for English-speaking countries

Tutorial contains both text materials on the language, culture and history of English-speaking countries, exercises to consolidate the material. The purpose of the manual is the acquisition by students of linguocultural, linguistic and communicative competence in order to successfully use of English language in their future professional activity help in organizing independent work students.

They came to London and forced the king to sign a new agreement, which was called "Magna Carta" (<...>The political map of Great Britain was defined: England, especially the south, was conservative, Scotland,<...>Representations of Europeans about the world Until the early 1490s, only<...>Looking at a map of America, it is easy to see that the younger states have a more regular geometric<...>Back in the 1920s, a map of the agricultural regions of the country was created by Oliver Baker.

Preview: Nizamieva M.A. Regional studies Textbook on regional studies of English-speaking countries - Kazan Print-Service, 2012. - 120 p..pdf (0.7 Mb)

SCIENTIFIC FOUNDATIONS OF THE FIGHT AGAINST WIND EROSION ON IRRIGATED SOILS OF THE DESERT ZONE ABSTRACT DIS. ... DOCTOR OF AGRICULTURAL SCIENCES

M.: MOSCOW ORDER OF LENIN AND THE ORDER OF LABOR RED BANNER AGRICULTURAL ACADEMY NAMED AFTER K. A. TIMIRYAZEV

Object of study. Prior to our study, I did not conduct direct observations of the distribution, intensity and nature of soil deflation processes in Uzbekistan; the data available in various departments, institutes, design organizations did not have the necessary completeness.

As a result, the author compiled a schematic map of irrigated crops in Uzbekistan damaged by winds.<...>The map of the susceptibility of soils of the UzSSR to wind erosion (Mirzakaiov, 1970) shows that in the republic the regions<...>Maps damaged by the wind, in terms of soil, are distinguished by great diversity.<...>The map has been divided into 2 parts. In the first half there were wings made of captivity 3 m wide.<...>The other part of the map is occupied by rye backstage.

Preview: SCIENTIFIC BASIS OF WIND EROSION CONTROL IN IRRIGATED SOILS OF THE DESERT ZONE.pdf (0.0 Mb)

Theoretical foundations of teaching natural science

The teaching aid contains a system of reference materials that will help to effectively and competently plan and build educational and extracurricular work with younger students. The manual was compiled in accordance with the standard of the State Educational Standard of Higher Professional Education and the program on "Theoretical Foundations and Technologies of Teaching Natural Science".

Location on the map. Cities of Russia.<...>Continents and oceans, their names, location on the globe and map.<...>on the map .<...>Materials and equipment: a textbook, a workbook, a physical map of Russia, a map of the region, a collection of useful<...>Copyright JSC "Central Design Bureau "BIBCOM" & LLC "Agency Book-Service" 77 Working with the map U: Find deposits on the map

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2 [World of transport and technological machines, 2010]

The results of scientific research and advanced achievements in the field of transport and technological machines are published.

To obtain such a system, a so-called goal map (cause-and-effect diagram) is built, which includes<...>Improving the quality of service for customers of a car service "corporate branded car service map<...>As an example, consider two related goals from a strategy map: “Minimize time spent<...>Implementation information system Analysis and forecasting of the flow of applications Figure 1 - Strategic map<...>Table 2 Key Ways to Achieve qualifying levels by a specialist builder Qualifying

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No. 3 [Problems of economics and management of the oil and gas complex, 2016]

Economic problems of all areas of activity of the oil and gas complex, issues corporate governance, analysis of the state and development trends of the oil market.

Preparation and analysis of value stream maps, implementation of rationalization proposals 2010 Continued work on<...>fourteen; average - 53; high – 33 Average, % low – 23; average - 56; high – 21 Below average 30% Qualifying <...>creating a competency model, professional standards, job descriptions and other assessment methods qualifying <...>documents will detail the target model of the EAEU common gas market and the procedure, possibly, a "road map<...>Source: compiled by the author using the map of Serzhantov S., "Karachaganak: the time has come". - Oil

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No. 7 [Automation, telemechanization and communications in the oil industry, 2017]

The cognitive map reflects only the fact of the presence of influences of factors on each other.<...>you can build a map of the problem.<...>To do this, the cognitive map is supplemented with episodes of problem situations and problem questions.<...>View of the cognitive map model for the oil pipeline Fig. 2.<...>Building a cognitive map of the process; 5.

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No. 6 [Automation, telemechanization and communications in the oil industry, 2016]

Development and maintenance of measuring instruments, automation, telemechanization and communications, process control systems, information and information systems, CAD and metrological, mathematical, software

Formalism for describing cognitive maps<...>Methodology and methods for constructing cognitive maps of problem situations When constructing cognitive maps<...>This is the most fast way constructing a cognitive map.<...>As a result of calculations, we obtain a map of well drainage zones.<...>The overlay of a grid of cells on a map of drainage zones and on a map of the initial reserves of the field (field reservoir

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No. 4 [Higher education in Russia, 1993]

The journal publishes the results of research on the state of the art high school Russia, issues of theory and practice of the humanities, natural sciences and engineering are discussed. higher education. The journal is included in the list of peer-reviewed publications recommended by the Higher Attestation Commission for publishing the results of scientific research in the following areas: philosophy, sociology and cultural studies; pedagogy and psychology; story.

a new turn in development 23 Copyright JSC "Central Design Bureau "BIBCOM" & LLC "Agency Book-Service" higher education; on the map<...>formation of the content of education. g We considered the complex g " qualifying <...>the following components (Fig. 2): 1 - requirements for the activities of a civil servant; 2 - the level of its execution; 3- qualifying <...>it is advisable to determine on the basis of an annual (or as needed) analysis qualifying <...>To calculate the Grade Point Average, the sum of such " qualifying points" is divided by

Preview: Higher Education in Russia No. 4 1993.pdf (0.2 Mb)

Ethnocultural, environmental and economic conditions for the development of entrepreneurship in the meat subcomplex of the Republic of Kalmykia

In the economy of the Republic of Kalmykia, beef cattle breeding is the main industry. Kalmykia is the birthplace of the only domestic breed of beef cattle. This is one of the oldest breeds in the world, which has been created for more than four centuries in the difficult natural and climatic conditions of North-Western China (Dzungaria), Western Mongolia and Southern Altai. The purpose of the scientific research is to improve the directions of development of beef cattle breeding in the Republic of Kalmykia.

capacities, stimulating the production of high-quality feed, as well as training and attracting qualifying <...>before release, products will be produced according to the nomenclature that meets the requirements of technological maps<...>cutting meat into large boneless pieces on a belt conveyor in accordance with the technological map<...>sectors of the economy to the conditions of membership Russian Federation in the WTO. 80 In addition, a road map

Preview: ETHNO-CULTURAL, ECOLOGICAL AND ECONOMIC CONDITIONS FOR THE DEVELOPMENT OF ENTREPRENEURSHIP IN THE MEAT SUB-COMplex OF THE REPUBLIC OF KALMYKIA.pdf (0.5 Mb)

Library life in Kuzbass. 2 (28): compilation

In issue 2 collections "Library life of Kuzbass" for 2000 discusses the activities of interest clubs at libraries, such as a book lovers club, computer Club, cinema club, etc. Materials on the Olympiad on information culture, regional library events, as well as game scenarios are given.

After the conversation " What the cards told about ", the game-journey " Mysterious card" was held.<...>Mystery Card app The Mystery Card game allows kids to show initiative and imagination<...>For the game you need: two painted fairy-tale cards, a wall map of the world, a clock with arrows<...>Each receives a package with a map and a letter: Here is the mysterious map. There is a treasure hidden here somewhere.<...>In connection with the arrival of new libraries information technologies(NIT) Relevance Gets qualifying

Preview: Library life of Kuzbass Vol. 2 (28) collection.pdf (0.2 Mb)

No. 3 [Problems of economics and management of the oil and gas complex, 2019]

Economic problems of all areas of activity of the oil and gas complex, issues of corporate governance, analysis of the state and trends in the development of the oil market.

In other words, WEO is a kind of action plan, a kind of "road map" to stimulate the desired

Preview: Problems of economics and management of the oil and gas complex No. 3 2019.pdf (0.6 Mb)

No. 12 [Posev, 1979]

Socio-political magazine. Published since November 11, 1945, published by the publishing house of the same name. The motto of the magazine is "God is not in power, but in truth" (Alexander Nevsky). The periodicity of the journal has changed. Initially published as a weekly publication, for some time it was published twice a week, and from the beginning of 1968 (number 1128) the magazine became a monthly one.

writes, but the whole book leads to such a conclusion, starting with the cover, where the map is shown<...>and now in inaccessible storerooms, have now been brought to Paris along with a long-forgotten painting<...>"Chinese map" of the United States (10.10). E. Romanov. Powerless defenders (12.7).<...>"Chinese map" of the United States (10.10). Mondale's trip to China (10.12).

Preview: Sowing No. 12 1979.pdf (0.5 Mb)

No. 3 [Healthcare of the Russian Federation, 2015]

Founded in 1957 Chief Editor Onishchenko Gennady Grigorievich - Doctor of Medical Sciences, Professor, Academician of the Russian Academy of Sciences, Honored Doctor of Russia and Kyrgyzstan, Assistant to the Prime Minister of the Russian Federation. The main objectives of the journal: informing about the theoretical and scientific substantiation of measures aimed at improving the health of the population, the demographic situation, and the protection environment, the activities of the health care system, the publication of materials on legislative and regulatory acts related to the improvement of the work of health authorities and institutions, the publication of information on the positive experience of the work of territorial bodies and health care institutions, new ways of this work, the presentation of specific data on the health status of certain categories of the population, sanitary and epidemiological situation in various regions of Russia. In accordance with the specified tasks, materials are printed on the results of the implementation national projects"Health" and "Demography", on improving the strategy in the field of economics and health management, on the development and implementation of new forms of organization of health care, medical technologies, on the assessment and dynamics of the health status of the population in various regions of the Russian Federation, on the preparation medical personnel and improve their skills.

The real location of all brigades was displayed on-line on a sectoral map, which allowed<...>health care of the Krasnodar Territory (MH KK), together with interested departments, a "road map<...>smoking cessation brochure, participant register, informed consent form, individual card

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No. 6 [Legality, 2017]

As you know, in the last decade and a half, legislation in Russia has been actively updated, on some issues - radically, many legal institutions are undergoing significant changes, new ones are being introduced. During this time, many discussion articles have been published on the pages of the journal about the place and role of the prosecutor's office in our society and state, devoted to judicial reform, the new Code of Criminal Procedure, jury trials, the reform of the investigation in the prosecutor's office, etc. But this has never been to the detriment of materials about the exchange experience and comments on legislation, difficult questions law enforcement practice. Essays on well-known prosecutors are also regularly published. The journal has a well-established team of authors, which includes well-known scientists and law enforcement officers from almost all regions of Russia who are passionate about their cause.

Who, abusing the right to appeal, tries to use the pre-investigation process 1 "Roadmap

Preview: Legality No. 6 2017.pdf (0.1 Mb)

No. 11 [New literature on social and human sciences. Economics: Bibliography. op., 2012]

Branch bibliographic index. It is a continuation of the signs "New foreign literature in social sciences. Economics", and "New Soviet Literature in the Social Sciences. Economics", the publication of which was launched in 1951 and 1934, respectively. Contains materials on literature in all sectors of the economy. The index reflects information about books and articles from magazines and collections. The publication is intended for scientific, educational, bibliographic and reference activities. Each issue provided with auxiliary author's and subject indexes, list of references.

STATISTICS 39 Code: 066321211 Collection of scientific papers of the All-Russian student graduation competition qualifying <...>., schemes. - (B-ka Sberbank). 218 Code: 073941212 Personnel management: course projects, graduation qualifying <...>"Roadmap" for reforming the healthcare sector // Marketing. - M., 2012. - No. 1. - S. 25-39. 430<...>IEOPP SB RAS. - Novosibirsk; Barnaul: Alt. state un-ta, 2011. - 295 p. : graph., maps. – Bibliographer<...>; Economic sciences: 08.00.05 / Novosib. state agrarian un-t. - Novosibirsk, 2009. - 23 p. : diagrams, maps

Preview: New Literature in the Social Sciences and Humanities. Economics Bibliography. decree. №11 2012.pdf (2.4 Mb)

No. 8 [Posev, 1982]

The "Chinese card" has not yet been played and will probably never be played.<...>BIBCOM" & LLC "Agency Book-Service" to the peoples and, above all, to the Russian people, could redraw the map<...>Naturally, we ran around, shook our archives, gave him books, articles, maps, and everything that we would have.<...>Four years ago I started publishing the Carta del Este magazine.<...>Carta del Este launched a campaign for his release. Rallies took place throughout the country.

Preview: Sowing No. 8 1982.pdf (1.4 Mb)

Arkhangelsk North in relations between Russia and the USA during the First World War, 1914-1918: monograph

The monograph explores the role and place of the Arkhangelsk North in relations between Russia and the United States in a difficult and dramatic period in the development of international relations. Transformation is revealed foreign policy USA in relation to Russia. The ever-increasing interest of the United States in the Arkhangelsk North is demonstrated, especially after the October 1917 coup and the transfer of the main government and other contacts mainly to the regional level, primarily with the northern region of Russia.

Maps of Murman were published in the American press to clearly demonstrate his importance from the point of view of<...>"Finnish card" in German solitaire: Germany and the problem of Finnish independence during the First World War<...>Copyright OJSC "Central Design Bureau "BIBCOM" & LLC "Agency Book-Service" 174 Appendix No. 4 Map showing safe<...>Copyright OJSC "Central Design Bureau "BIBCOM" & LLC "Agency Kniga-Service" 175 Appendix No. 5 Map showing safe

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The technology of servicing regular customers of the hotel (on the example of the State Complex Palace of Congresses of the Administration of the President of the Russian Federation, the hotel Baltiyskaya Zvezda)

GRADUATION QUALIFYING WORK (bachelor's thesis) Topic: "Technology of customer service<...>Graduation subject qualifying operation of customer service technology in<...>Qualifying a map is a set of characteristics that an “ideal” employee should have, occupying<...>qualifying characteristics than the ability to assign specific functions to it.<...>But it should be remembered that qualifying map mainly focuses on technical, more

Preview: Technology for serving regular hotel customers (on the example of the Federal State Budgetary Institution State Complex Palace of Congresses of the Administration of the President of the Russian Federation, the Baltic Star Hotel).pdf (0.5 Mb)

Fundamentals of personnel management: a tutorial. Direction of training 081100.62 (38.03.04) - State and municipal administration. Training profile "Regional management". Undergraduate

NCFU publishing house

The manual reflects the main areas and technologies of personnel work, such as the development of a personnel management system in organizations, personnel planning, attraction of personnel, its evaluation and development of motivation for labor activity, as well as evaluation of the effectiveness of personnel work. The theoretical material presented in the manual allows students to independently familiarize themselves with the basic provisions of personnel management in an organization. Designed for students studying in the direction of training 081100.62 (38.03.04) - State and municipal administration of all forms of education

As a rule, the following tools are used: − job description; − qualifying map; −<...>Such documents include qualifying competency maps and models1.<...>Qualifying map includes set qualifying characteristics (education, knowledge of special<...>However, the application qualifying cards as a selection criterion allows you to evaluate to a greater extent<...>Therefore, in modern practice of recruitment qualifying the map is complemented by a competency model.

Preview: Fundamentals of personnel management Tutorial. Direction of training 081100.62 (38.03.04) - State and municipal administration. Training profile "Regional management". Undergraduate.pdf (0.2 Mb)

№4 [Food and processing industry. Abstract journal, 2008]

In 1999, the first issue of the abstract journal "Food and Processing Industry" was published. Since 2000 it has been published quarterly by the TsNShB. The journal is a body of current information about domestic and foreign literature on the food industry. The publication is intended for scientists, specialists and practitioners of the food industry and can serve as a reference tool for librarians and authorities scientific and technical information. The annual volume of RJ is about 1200 publications. The publication includes information about the most significant articles from scientific and scientific-practical journals and collections that enter the Central Scientific and Practical Association of Agriculture and reflect the global documentary flow in all sectors of the food industry.

<...>Algae are sown in a special card - mother liquor with subsequent sieving into PF cards.<...>cryogenic drying of the extract), ground immediately before the experiment, natural coffee "Black Card<...>Drainage must be arranged when groundwater occurs at a depth of less than 1.5 m from the surface of the maps.<...>Algae are sown in a special card - mother liquor with subsequent sieving into PF cards.

The necessity of forming competence as an independent scientific discipline is substantiated, the laws of competence are considered, the structure of competence is investigated, the logical connections of competence with others are determined. scientific disciplines, describes the content and essence of the control and diagnostics of the competence of participants innovation activities, indicators and methodology for assessing competence are proposed. Article code UDC 65.01

At the methodological level, this distinction is formalized in the form of two maps - qualifying and skill cards<...>Qualifying cards contain information about education, track record and other formal characteristics<...>employee, competency cards - information about personal characteristics, skills and abilities required<...>selection of personnel for a team of participants in a scientific or innovative project(including based on maps<...>Qualifying requirements for a project participant include the competencies that he must possess in order to

Marketing personnel workshop. Direction of training 38.03.03 - Personnel management. Profile of training "Management of personnel of the organization". Graduate Qualification - Bachelor

NCFU publishing house

The manual is compiled in accordance with the requirements of the federal state standard higher education, it outlines the functions and technologies of personnel marketing, features of the functional division of labor in the personnel marketing subsystem, taking into account the changing external and domestic market labor, personnel audit and personnel controlling are analyzed within the framework of marketing workforce management

personnel;  skills in compiling a description of the functionality of employees and departments of different levels (cards<...>map, including information about general and special education, work skills; competence map (“profile<...>Professional qualifying requirements are in the form qualifying cards for each category<...>What is a competency map and what is its structure? 9.<...>The content component of the employee's competence map. Option 5 1.

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Until recently, all directors of educational institutions were called leaders. And suddenly ... new profession- education manager. Moreover, professional retraining had to be carried out according to the standard of economic specialties, because the concept of "manager" was firmly included in the lexicon of economists. Of course, in the transition to this new type of activity, a standard for a system of advanced training was adopted, but a flurry of organizations willing to give for money professional retraining school principals, went beyond reasonable limits

These criteria are presented in the qualification card and ranked according to four degrees<...>criteria, determine the degree of severity of each of them, putting in the corresponding column qualifying <...>card sign ("+").<...>The same is the following Qualifying <...>M a t : L e ve n o l o f S u n c e o f Objectives P ro n c e P lanning

At present, the formation of the competitiveness of construction enterprises takes place on the basis of traditional competitive advantage, such as reducing the cost of construction and installation works, long-term experience in the market contract work, application progressive technologies production of materials and construction works etc. However, the construction services market has a number of significant distinctive characteristics(for example, the regional nature of competition, the predominance price competition, significant influence of factors external environment), which must be taken into account by enterprises in the investment and construction sector in order to achieve a high level of competitiveness

state (municipal) contracts or their execution with violations, which is associated with Table 5 Qualifying <...>map of applicants Criterion Requirement for the criterion Full name of the organization-applicant Applicant<...>applicants for the conclusion of state (municipal) contracts, which can be presented in the form qualifying <...>maps of innovatively active applicants (see Table 5).<...>The basis for the formation of the proposed qualifying maps constitute the principles of comparability of the initial

Checked through the search system of text borrowings

GRADUATION QUALIFYING <...> qualifying requirements and requirements for<...>For this purpose, they develop qualifying <...> <...> qualifying map and competency map

Preview: Increasing the effectiveness of the personnel policy of a hotel enterprise (on the example of IP Sechenykh A.E. Hotel Voyager).pdf (0.5 Mb)

Increasing the effectiveness of the personnel policy of a hotel enterprise (on the example of IP Sechenykh A.E. Hotel Voyager)

Checked through the search system of text borrowings

GRADUATION QUALIFYING WORK WRC theme: “Improving the effectiveness of personnel policy hotel enterprise <...>Candidates for a vacant position must meet qualifying requirements and requirements for<...>For this purpose, they develop qualifying map and competency map or position profile or portrait<...>The competency map contains the knowledge, skills, abilities, characteristics necessary for effective<...>Position profile or portrait of the "ideal" candidate, includes qualifying map and competency mapmap

Moscow: Direct-Media

The teaching aid covers a wide range of theoretical and practical issues covering the essence of economic processes occurring in the education system. An assessment is made of the economics of education as a science and academic discipline which makes it possible to form economic thinking among employees of the education system of various ranks and an adequate perception of the ongoing changes in the country. The manual can be useful for leaders budget institutions, specialists of social authorities, civil servants, representatives of investment funds, teachers involved in the training and retraining of teachers and heads of educational organizations in the system of advanced training, as well as everyone who is interested in investing in the social sector.

organization card (Appendix No. B); − informational

RIC SGSKhA

The educational publication contains the purpose and objectives of the graduation qualifying work, general provisions, procedure and stages of implementation, requirements for the structure and volume, design, order of submission for defense, approximate topics, responsibility of the author.

and other graphic materials (maps, diagrams, cartograms, tables with the most important economic<...>Topographic and special maps of the Russian Federation [ Electronic resource] : study guide / O.<...>Symbols for a topographic map at a scale of 1:10000. - M. : Kartgeocenter-Geodesizdat, 2000. 23.<...> <...>Refinement of the state reference geodetic network when creating electronic card maps of the Russian Federation: textbook / O.F. Kuznetsov, T.G.<...>Symbols for a topographic map at a scale of 1:10000. - M. : Kartgeocenter-Geodesizdat, 2000. 28.<...>Draft electronic map based on land inventory materials. 111.<...>Refinement of the state reference geodetic network when creating an electronic map. 115.

Preview: PREPARATION OF THE FINAL QUALIFICATION WORK

Final qualifying work of the bachelor method. instructions for students studying in the field of study 08.03.01 "Construction", profile "Industrial and civil construction"

Publishing house of LGTU

Guidelines compiled in accordance with the University-wide Regulations on the final state certification of graduates and contain the basic requirements for the final qualifying work (GQP), as well as consider the goals and objectives, content, procedure for registration and protection.

Organizational and technological section Development technological map for one main complex process<...>The composition of the technological map for the complex construction and installation process: the scope of the technological<...>cards; instructions for the preparation of the facility and requirements for the readiness of previous work and construction<...>BIBCOM" & LLC "Agency Book-Service" 15 leading in the complex construction and installation process, (link kart

VSU Publishing House

The textbook was prepared at the Department of Ecological Geology, Faculty of Geology, Voronezh State University.

and sections, tectonic maps or diagrams, etc.<...>The map data scale is from 1:200,000 to 1:50,000. 3.<...>The collected material should be illustrated with tables, graphs and diagrams, special maps according to<...>Special maps are preferred on larger scales, from 1:25,000 to 1:1,000.<...>Political map of the world: watered. device on 1 Jan. 2001 / comp. and prepare. to ed.

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Introduction to software engineering textbook. allowance for students in education. higher education programs education in the direction of training 09.03.04 Software engineering

The manual considers the requirements of the educational program developed in accordance with the Federal State Educational Standard of Higher Education (FSES HE) direction 09.03.04 Software engineering and professional standards for specialists in the field of information technology.

Table 3.1 presents a functional map of the profession "Programmer" depending on qualifying <...>Table 3.1 - Functional card "Programmer" Ur. qual.<...>Functional cards ADDITIONAL EXPLANATIONS ON REDUCING AND ELIMINATION OF EXCESSIVE REPORTING OF TEACHERS [Electronic resource] / Official documents in education. 448203

Additional guidance on reducing and eliminating teacher overreporting has been prepared by the Department of State Policy on general education together with specialists of the All-Russian Trade Union of Education in order to assist in the implementation by the bodies exercising management in the field of education, heads of educational organizations of measures to reduce and eliminate excessive reporting of teachers, set out in the letter of the Ministry of Education and Science of the Russian Federation and the All-Russian Trade Union of Education 16.05.2016 No. NT -646/08/269 “On recommendations for reducing and eliminating excessive teacher reporting”.

organizations) it is recommended to eliminate the practice of asking teachers for notes and (or) diagnostic cards<...> written works(control, independent, laboratory work, notebooks, essays, contour maps<...>and indicating the teachers responsible for the training of the respective students); - information cards<...>- reviews, recommendations and opinions of third parties, including heads of organizations; - questionnaires and cards<...>introspection; - video recordings, abstracts and diagnostic maps of lessons; - information about compliance with all

Responsibility of the manager (specialist) for personnel

The rights of the manager (specialist) for personnel

Responsibilities of a Human Resources Manager

General provisions

1.1. The HR manager belongs to the category of specialists.
1.2. The personnel manager is appointed to the position and dismissed from it by order of the general director of the company.
1.3. The Human Resources Manager reports directly to CEO company / director of human resources / head of personnel department.
1.4. During the absence of the HR manager, his rights and obligations are transferred to another official, which is announced in the order for the organization.
1.5. A person who meets the following requirements is appointed to the position of a personnel manager: education - higher or incomplete higher, experience of similar work from a year.
1.6. The HR manager is guided in his activities by:
- legislative acts of the Russian Federation;
- Charter of the company, Internal labor regulations, other regulations companies;
- orders and directives of the management;
- this job description.

The Human Resources Manager performs the following duties:
2.1. Provides staffing for the company necessary professions, specialties and qualifications.
2.2. Determines the need for personnel, studies the labor market in order to determine possible sources of providing the necessary personnel.
2.3. Conducts interviews, testing and other activities to determine the professional skills and socio-psychological qualities of the working staff and candidates for vacant positions.
2.4. Conducts onboarding and onboarding activities for new employees.
2.5. Organizes staff training, coordinates the work to improve the skills of employees and develop their business careers.
2.6. Provides information on personnel matters and critical HR decisions to all employees.
2.7. Organizes the assessment of the results of the labor activity of employees, certification, competitions for replacement vacancies.
2.8. Together with leaders structural divisions participates in decision-making on hiring, transfer, promotion, demotion, imposition of administrative penalties, and dismissal of employees.
2.9. Advises executives different levels on the organization of personnel management.
2.10. Takes part in planning the social development of the team, resolving labor disputes and conflicts.
2.11. Compiles and arranges employment contracts(contracts) maintains personal files of employees and other personnel documentation.

The HR manager has the right to:
3.1. Receive information, including confidential information, to the extent necessary to solve the assigned tasks.
3.2. Request from the heads of structural divisions of the enterprise, specialists and other employees the necessary information (reports, explanations, etc.).
3.3. Provide management with suggestions for improving their work and the work of the company.
3.4. Require management to create normal conditions for the implementation official duties and safety of all documents generated as a result of the company's activities.
3.5. Make decisions within your competence.

The Human Resources Manager is responsible for:
4.1. For non-performance and / or untimely, negligent performance of their duties.
4.2. For non-compliance with current instructions, orders and orders for the preservation of trade secrets and confidential information.

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