Order on improving the selection of personnel. Qualified personnel, or we develop a position on the selection. Termination of the search for applicants
We will tell you how to develop a Regulation on the selection of personnel, what items to include in the Regulations. We will use examples to show how to format sections of a document, give samples, and share useful services.
From the article you will learn:
Related materials:
What tasks does the Regulation on the selection of personnel solve?
In order to formalize the process of hiring new employees to the company's staff and eliminate the causes of misunderstanding between the HR department and line managers-customers of new personnel, Regulations on the selection (Regulations) are being developed.
For the Regulation to work, it must:
- comply with existing business processes and corporate principles established in the company;
- establish rules for the selection of personnel;
- determine the degree of involvement in the process of selecting specialists from other departments, except for the personnel department.
The company's recruiting policy helps to eliminate the reason for the accusations of slowness that are often made against the HR department by management. The regulation allows you to formalize the requirements for selection and get rid of tension between the company's management and the HR department.
Fragment of the Regulations on the selection of personnel
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The regulation is local normative document company, which is why its rules must be followed by all employees, including managers who send requests for the selection of new employees. With it, you can find out the cause of the misunderstanding between line managers and HR managers and eliminate it if you write down the degree of responsibility for each position in the act. This will lead to the fact that further disputes will become meaningless.
How the Recruitment Regulation regulates the stages of recruiting in practice
It is not uncommon for line managers to be unable to accurately articulate their staffing needs and provide outdated data. For this reason, the determination of the need for personnel should be carried out by employees of the HR department together with line managers.
The personnel search process should consist of three successive stages, which are reflected in the Regulations:
- draw up development plans (increase in output, increase in sales);
- determine the approximate number of required workers;
- submit a request to recruiters.
This approach will allow adjusting the calculations of line managers, and will also allow employees of the HR department to understand what functions will be performed. new staff. In the future, this information will help to select the most suitable candidates.
What positions and how many employees need to be hired
Selection stages in the Staff Regulations
The regulation should contain clauses that oblige recruiters and line managers to work closely, since the application for the selection of new employees may not be accurate. In turn, this will cause new problem Recruiters will misjudge candidates' experience and skills. For this reason, the HR manager should be able at any time to clarify the information contained in the application with the manager who submitted this application.
The selection regulation should contain a clause obliging managers to accurately describe preferences for new employees: level of education, professional skills, personal qualities. If you do not write these requirements in it, you can fix it in job descriptions or employment contracts.
Sample application for recruitment
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What search sources to prescribe in the Regulations on the selection of personnel
The position on the selection should contain information about the type of search. Each type must have special methods of selection of candidates.
- Mass recruiting. Recruiters can in a short time on their own and at no extra cost to select a large number employees with low qualifications;
- executive search. To search for specialists with unique skills, representatives of rare specialties or representatives of the management level, the company can use both its own recruiters and resort to the services of recruitment agencies;
- headhunting. To lure a specific top manager from another company, it is best to use the services of specialists from a reputable recruiting agency. The decision to implement this project can only be made by the HR director, who has coordinated his actions with the head of the company.
Use in the selection of assistants-chat bots
The regulations should also prescribe the methods and sources of personnel recruitment, to which the company's management has a negative attitude. These include: applicants on the recommendation of employees, their relatives, employees who decided to return to the company after dismissal, former employees of competing companies.
Fragment of the Regulations on the selection, which spelled out the sources of personnel search
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Other important points in the Regulations on the selection of personnel
1. Develop rules for conducting interviews and include them in the recruitment policy. How the recruiting manager interacts with applicants depends on the company's reputation in the labor market, as well as the level of personal and professional qualities hired workers. The selection regulation should contain the procedure for interviewing, the algorithm of actions during the interview, selection methods, what types of interviews are recommended to be used to evaluate candidates for each group of positions. Here you also need to indicate the maximum number of interviews with one candidate, their duration, the features of organizing a meeting between the applicant and the head of the customer unit, the timing of receiving a response from the head.
Interview rules: fragment of the Regulations
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2. Indicate with which of the officials you need to coordinate the decision to hire an applicant for a job. It is necessary to fix in the Regulations the positions responsible for making decisions on the admission of employees of various categories to the company's staff. This could be the HR director, senior management, line managers, and possibly security.
Download a sample Regulation in full
Create an evaluation form, which lists the personal and professional requirements for the candidate and 2 columns for assessing the applicant - from the recruiter and the responsible person (customer). Also, the Regulations should provide for a condition under which responsible persons will have to without fail indicate the reason for the rejection of the candidate.
Download the sample
3. How to inform the applicant whether he is hired or not. An invitation to work or a refusal should be standardized and formulated in advance. To do this, it is necessary to develop sample letters in which an offer is made to the applicant and in which he is denied employment. The samples received are also included in the recruitment regulations and are mandatory for use (HR managers will only be able to use approved forms). This will ensure that recruiters will send competent invitations and refusals that meet the requirements of ethics and the Russian language.
Candidate Rejection Letter Sample
How to simplify the work of recruiters with the help of the Regulations on the selection of personnel
The Regulations for the selection of personnel should include a condition that will oblige recruiters to use a single automated system (chosen by management). These programs are designed to automate the candidate evaluation process. Via automated systems the manager will be able to better plan the recruitment work and avoid mistakes that occur when the activities of the personnel department are inconsistent.
Use at work: job posting writer
With the help of automated recruitment programs, the movement of incoming resumes is tracked, interviews are recorded, job offers, HR service refusals and offers rejected by applicants are noted.
"Personnel service and personnel management of the enterprise", 2010, N 11
The quality of recruitment largely depends on the quality of human resources company, so the process of filling the vacancies that appear in the company should be as structured and transparent as possible. The regulation on the selection of personnel allows us to solve this problem.
In order for the process of filling emerging vacancies in the company to be effective, it is necessary to clearly build a personnel selection system. The first "brick" in its foundation will be the Regulation on the selection of personnel.
The regulation is being developed primarily in order to regulate and form a "transparent" technology for recruiting personnel for a company.
When developing the Regulations, it is important to remember that not only the manager responsible for recruitment is involved in the recruitment process, but also the line manager in whose unit the employee is selected. The main disputes between them arise, as a rule, regarding the timing of closing a vacancy, since cases are quite frequent when the new employee needed "yesterday".
The recruitment regulation allows you to fix the areas of responsibility of the HR manager and line managers in the process of filling vacancies and selecting candidates (see table).
Structure of the Regulations on recruitment
| Chapter | Content |
| General provisions | The section defines - purpose of the document; - main goals (for example, attracting specialists highly qualified); - tasks (e.g. development of selection criteria candidates) decided in the selection process |
| Description technologies selection personnel in company | The section describes the procedure for filling a vacancy - from admission to the personnel service of the application for selection employee before making a hiring decision. Specify steps, procedures used and timelines. For example, grade staffing needs (receipt of an application) -> development a set of requirements for a candidate for a position -> posting a vacancy announcement -> primary selection -> interview with hiring manager -> line manager interview -> hiring decision |
| A responsibility when organizing and holding selection personnel | The section specifies areas of responsibility for organization and selection. Recruitment is most often done through interaction between the HR manager and employees security services, a psychologist, heads of structural departments interested in completing a specific vacancies. Each of them is responsible for a certain stage work on the selection of employees within their competence. General control and responsibility for compliance of the search and selection procedures provided for by the Regulations is HR director |
Regulation prepares personnel service companies. However, leaders of other structural divisions, for example, the legal department (to take into account all the requirements of labor legislation in the process of developing the Regulation), financial management(to control the budget allocated for the selection of new employees).
The regulation on the selection of personnel is signed by the head of the personnel service and approved by the first head of the company. The regulation may contain approval visas for the heads of structural divisions who took part in the discussion of the document at the stage of its development and discussion. Controls the proper implementation of the procedures fixed by the Regulations, the head of the personnel department.
The regulation should clearly describe the business process of recruiting personnel for the company and provide answers to the following questions:
How is staff recruited for the company?
Who carries out the search and selection of personnel?
Who and at what stage is involved in the selection process?
Other sections may also be included in the Regulations. For example, one of the most important sources of filling vacancies that appear in the company is the personnel already working in the organization. Therefore, the Regulations may include a section on the procedure for conducting the internal recruitment procedure. independent section The provisions may also describe the process of budgeting the costs of recruitment.
The regulation may contain applications - forms of documents: an application for recruitment, an applicant's questionnaire, an assessment form for interview results, etc.
The recruitment policy is necessary document in the foundation of an effective personnel management system (see example). A structured procedure for filling vacancies allows you to avoid many mistakes and put a barrier on the way to the organization for representatives of risk groups, incompetent and unmotivated candidates.
Regulations for filling vacant positions
- Attracting candidates for vacant positions begins with an assessment of the need for employees. The opening of a vacant position is agreed with the head of the structural unit in which the vacancy is opened.
- After the decision to open a vacant position is made, the requirements for a candidate for a vacant position are developed. The head of the structural unit submits an application to the personnel service, which reflects the essential requirements that a candidate for the declared vacancy must meet ( official duties, skills, education, etc.).
- Based on the application, the personnel department, together with the head of the relevant structural unit, forms the requirements for candidates, determines the possibilities and the most effective ways to search for candidates.
- The selection of candidates goes through a number of stages: primary selection - interview with an employee of the personnel department - interview with the head of the department - hiring decision.
- Primary selection. As a result of the use of external and internal sources search, the personnel department receives resumes of candidates, which are the main source for making a decision on the selection procedure for candidates for a vacant position.
- During the initial interview, the candidate's motivation, his psychological and social orientation are clarified. The candidate's ability to perform job duties, professional potential, and ability to adapt in the organization are assessed. Together with the security service, the personnel service checks information about previous jobs, recommendations and information provided by the candidate in the resume.
- Resumes of candidates who meet the requirements for a vacant position are sent by the personnel department to the head of the structural unit. The head of the structural unit, within a week after the submission of materials on the candidates, conducts interviews with them, during which, first of all, the professional knowledge, skills and abilities of the candidates are clarified. At the same time, the head evaluates the likelihood of the candidate adapting to the unit. According to the results of the interviews, the head of the structural unit makes the choice of the most appropriate applicant.
- A candidate who has received a positive assessment from the head of the structural unit is invited to an interview with the HR director, who makes a decision on hiring.
G. Pogodina
HR Director
Iveco companies in Russia
popular in Soviet times slogan: "Cadres decide everything!" not only not outdated, but even more relevant. Today, attracting qualified specialists is a paramount task for any company, where its creation or transformation begins. The main goal of this HR function: quickly, efficiently and with minimal cost pick up necessary companies specialists.
In the past, the job of HR was to select people with the right skills for certain jobs, but today's rapid pace of change calls for more flexibility in selection criteria, forcing a broader consideration of the match between the person and the job. Now, when evaluating people, you need to consider not only the skills of performing specific activity that they possess, but also their potential, compliance with the requirements of future work - the "social" and "physical" environment (in particular, technology), corporate culture, ability to interact with a wide range of colleagues, willingness to advance within the organization, etc.
We do not divide employees into "bad" and "good". From the point of view of the employer, it is more efficient to talk about "suitable" and "inappropriate" specialists - taking into account a specific time, stage organizational development and business needs. Therefore, such a selection criterion as the candidate's compliance with the corporate culture of the company becomes decisive for us. It is difficult to put into practice because the corporate culture is intangible.
Despite the difficulties, most of the requirements, traditions and customs of the enterprise that make up the corporate culture must be described - presented in the form of an official Code, or at least the Rules of Conduct and corporate requirements for employees (they can be used during interviews when recruiting). The main features of the corporate culture should be identified, recorded and based on them, a list of requirements for applicants (assessed and measured) should be formed. In order to select a candidate who will match the corporate spirit, the HR manager himself must clearly understand the rules by which the company lives and be able to convey them to future employees.
It is quite difficult to engage in the selection of specialists at an enterprise where, first of all, it is necessary to take into account the specific requirements of the state for qualifications and labor protection. Therefore, it is important for us to determineunified recruitment standards allowing for the strict observance current legislature of Ukraine and the standards adopted by the company, as well as to developrecruitment regulations .
The presence of standards allows:
The regulation (system of sequential actions) regulates the business process of recruiting personnel in the company: determines who does what and in what time frame; what managers are responsible for, and what HR-service is responsible for. When a vacancy opens up in a structural unit, its manager knows where he should apply and what is required of him.
On large enterprises it is simply necessary to use the regulations agreed upon and approved by the management, but in small companies this process can be simplified by combining or shortening individual procedures. This is acceptable if the work individual divisions built on a trusting basis, decisions are agreed without conflicts, and verbal agreements are implicitly implemented.
The personnel selection regulations should guarantee the professionalism of recruiters, the openness of the selection criteria; sequence of procedures; lack of discrimination based on race, gender, age, religion and other characteristics not related to the business qualities of employees.
The recruiter must be able to:
The process of search and selection of personnel consists of a number of stages, in accordance with the requirements of the regulations, it includes the following activities:
1. Determining the need for a job.
2. Initiation of the search and selection process, determination of the main requirements for the candidate.
3. Choice of search methods (internal and/or external).
4. Formation of base of resume/questionnaires.
5. Primary selection based on resume/questionnaire.
6. Conducting an interview.
7. Candidate evaluation.
8. Decision-making.
9. Job offer.
1. Definition of need.
If a person who performed certain functions left the enterprise, and at the moment there is no need for these functions, then the vacancy is not opened. We can remove this position from the staff list altogether or leave it open for a certain time.
A vacancy arises if:
2. Initiation of the search and selection process, determination of the main requirements.
The decision on the need to select a new employee is made by the line manager together with the head of the HR department. The line manager clarifies the requirements for a candidate for a vacant position, fills in and endorsesrecruitment application . In addition to the line manager, this application is endorsed by the head of the HR department and the general director of the enterprise.
Of course, formally filling out an application (indicating the requirements for the level of education and work experience) does not represent special work, but the results in this case can be disastrous. Therefore, the duties of a recruitment specialist include helping the heads of departments in the competent formulation of requirements for the candidate, careful ordering, and orientation in the realities of the regional labor market.
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3. Choice of direction (external/internal) and search method.
Today you can find applicants for almost any job, but how to find good employees? If an enterprise employs a recruiter with extensive practical experience, then he makes decisions at the level of “unconscious competence”.
Which candidate search methods are effective, and in what situations? There are no single recommendations here and probably cannot be. The choice of method depends on many factors, the most important of which are:
1. The nature of the vacancy and the requirements for candidates.
2. Features of the behavior of potential candidates in the region in which the search is conducted. (In industrialized regions, where due to the growth of economic activity there are many vacancies, candidates feel more confident and put forward greater requirements for the compensation package; at the same time, in regions with a “narrow” labor market, candidates are much more loyal to a potential employer. )
3. Terms of search.
4. Availability financial resources to pay for services recruiting agencies and media.
5. Availability of specialists to search for candidates.
6. Opportunities for maintaining confidentiality in recruiting.
We use a variety of search methods, including:
The main thing is not to focus on one, even the most popular method.
4. Formation of base resumes/questionnaires.
The greatest shortage of candidates is observed for vacancies in working specialties, but it is no secret that today young people do not show interest in them. Even vocational school graduates do not always come to work in production, only a small part of them are fixed there for a long time.
It is rather difficult to organize a mass search for workers, since basically this category of workers does not know how to write a resume and does not use the Internet. In addition, they, as a rule, do not engage in independent job search, focusing on the recommendations of friends and relatives. To attract such people, we use the old proven methods: posting ads in crowded places, publishing them in local newspapers. Often the most profitable method of attracting candidates is just posting ads, since such an action has a clear geographical reference, and the cost of its implementation is relatively low.
In many cases, we can allow independent work only a specialist who has undergone appropriate training at the enterprise and passed an exam for the right to work in hazardous conditions(even if he has a certificate of training in the relevant profession). It is often necessary to look for such specialists at related enterprises.
We also work closely with vocational schools that train workers of the relevant profile - we accept students for undergraduate practice students. For one and a half to two months, the leader has the opportunity to take a closer look at them, assess their potential, therefore, we accept well-proven trainees after graduation from the school without passing an interview and a probationary period.
Even greater difficulties are experienced by our enterprise with the involvement of engineering and technical workers. To work in power plants, the foreman must have the fifth admission group, but university graduates do not have an admission group at all. Therefore, we have to accept young specialists for working specialties and train them, starting with the third admission group. In the future, such a specialist is especially valuable, since he gets the opportunity to go through all the steps (starting with the position of an electrician) to get to know the enterprise, as they say, “from the inside”. To find and educate such specialists, we work with the Faculty of Electrical Engineering of the Donetsk National technical university. We take on practice students, as well as students of vocational schools, and then those who have proven themselves, we hire them without passing interviews and a probationary period.
In addition, when searching for candidates, we use a database former employees companies that quit own will, who are usually approached with a proposal to lead a new direction, or a new interesting project. Such a candidate already knows the structure of the enterprise and the main business processes, in addition, the degree of his loyalty to the organization, as a rule, is higher.
Any professional involved in professional conferences and seminars, attends meetings where he meets colleagues. As a result, he has own network business contacts that he can use in solving complex production problems. Each department head notebook or a business card case, there are many phone numbers of well-known colleagues that he can use when searching for candidates.
For each open vacancy, we first announceinternal competition : the recruiter informs employees of the enterprise about the competition for vacancies by e-mail, and also posts information about this on bulletin boards in all departments.
Employees of the enterprise interested in participating in the competition inform their immediate supervisors, and then turn to a recruitment specialist. This general requirement for all vacancies, except for the situation when there is a trained candidate from personnel reserve who meets all the requirements for this position. If the reservist has not yet completed the necessary training and does not meet all the requirements, then he participates in the competition of internal candidates on a general basis.
In the event that a sufficient number of internal candidates are not recruited or the results of interviews with internal candidates were negative, theexternal competition. If, for any reason, a position can only be filled with the involvement of external candidates, the recruiter may not inform staff members about the open position. In accordance with the regulations, external recruitment is carried out in four stages:
I stage
II stage
Stage III
IV stage
Of course, there are exceptions to the general selection procedure. For example, if the manager who initiated the opening of the vacancy provides convincing objective justifications for hiring a candidate without a competitive selection procedure (for example, he found a unique specialist). Such a situation is possible with the approval of the direction director (and agreement with the head of personnel management), but only in exceptional cases.
5. Primary selection based on resume/questionnaire.
How to evaluate and select the best candidate from several candidates? Our company constantly maintains a database of candidates, in which information is entered both from the resume and from the completed questionnaires. For engineering vacancies, it is preferable to receive a resume from the applicant, which helps to preliminarily (even before a personal meeting) evaluate the candidate according to a number of formal parameters. Job seekers are invited to fill out an application form. Some candidates are asked to fill out an application form and submit a resume.
The questionnaire helps us save time during the interview, because by filling it out, the candidate clarifies a number of details of his biography. For example: the current salary level and the expected level, the functions performed at the previous workplace, achievements, the number of subordinates (for managers), the coordinates of people who can give feedback about the candidate, etc. In the questionnaire, the necessary information is structured in the usual way for a specialist recruiter which speeds up data processing.
Sometimes we include elements of tests in the questionnaire (for example, we indicate some signs of future work that the candidate must rank in order of importance). In addition, filling out the questionnaire in itself is trial test, which allows you to quickly assess the general literacy, the speed of nervous processes, the general comprehension of the applicant.
Reviewing and primary screening of candidates based on resumes and questionnaires saves the time of recruiters, this is a much less expensive event than personal acquaintance with candidates.
When considering a resume, in addition to formal data (existing work experience, level of education, etc.), it is important to pay attention to how logically the resume is drawn up and how professionally it is formatted. The quality of the text design quite accurately allows you to assess the degree of program proficiencyWord(of course, provided that the candidate prepared the document himself). The level of general literacy is especially important for managers and specialists. (Although this indicator needs to be assessed for any position: if a person was so irresponsible about “selling” his skills and professional experience to a company, then who will guarantee that he will be responsible for his work?)
Of course, there are candidates who masterfully learned how to write a resume, carefully mixing truthful and false information. But there are also people who absolutely do not know how to present themselves and “sell”. However, as a rule, any resume contains enough data for the initial assessment of the applicant. By learning to analyze the information that the applicant reports about himself, you can greatly simplify the work of recruiting.
During the evaluation and selection of candidates, the HR recruiter maintains contact with the line manager - the head of the structural unit, in whose subordination the future employee will work. This is important because the main task during interviews is to assess the personal qualities of the candidate.
Group A- candidates whodefinitelyworthy of a response phone call from the organization, because their resumes or profiles are quite interesting. Group B- resumes of candidates who,maybe, will also be honored with a call back, but last. Group C - otherresumes and questionnaires that contain grammatical errors and typos. In addition, group C includes resumes of candidates who are insufficiently qualified or insufficiently prepared for the job they are applying for. Then we carefully analyze the resume from group A. If it doesn’t have required amount candidates for an interview, you can go to the resume from group B. It is better not to return to group C. |
It is also worth paying attention to the presence / absence of the “achievements” item in the resume. This important factor when making a decision on hiring a candidate, especially when it comes to the position of a manager (his task is to increase, expand, increase volumes, profits, etc.). It is also important to note whether a person underwent additional training and what kind: courses or seminars on the profile of their main activity or dozens of trainings in various fields. The adequacy of the candidate's self-esteem is also indicated by his salary expectations - inflated amounts do not look too good with a lack of practical experience (and vice versa).
6. Conducting an interview.
With candidates selected on the basis of resume data (questionnaires), it is advisable to talk by phone. A taskphone interview - reduce the number of people who will be invited to face-to-face interviews.
Based on the results of a telephone conversation, the recruiter must make the final decision: invite a person to the company for an interview, or reject the candidate. The deviation can also be temporary (for example, if a person is suitable for another vacancy or you have to return to consideration of this candidacy due to the lack of a better one).
When conducting a telephone interview, it is important that the applicant has good impression from the conversation, the conviction that he was treated very carefully and respectfully. The quality of external communications is the daily indirect advertising of the company.
If the assessment of the candidate on the key criteria meets corporate requirements, he passes a face-to-face interview:
When hiring for managerial positions and individual positions of key specialists, additional measures should be taken: an interview with the director of the direction and the general director, if necessary, testing.
It was believed that the only purpose of the interview is to decide whether the candidate is suitable for work in the company or not. However, a competent leader, when conducting an interview, solves several more very important tasks: he tries to motivate an interesting candidate to work in a company or leave a positive impression of the organization with someone who is not quite suitable, seeks to accurately assess individual personality traits, skills, potential, experience and candidate values.
For some positions, it is preferable that the interview with the applicant be conducted by a line manager directly at the workplace. But more often, a preliminary interview with a potential employee is conducted by a selection specialist, whose task is to identify the candidate's limitations / inconsistencies with the requirements of a vacant position. Such an interview does not take much time, but it makes it possible to weed out unsuitable employees:
To effectively conduct an interview, a recruiter must prepare carefully for it:
In addition, he should strive to use the entire arsenal of interviewing tools and techniques:
Interview standardization (clear structuring of questions, offering all applicants for one vacancy the same questions in the same sequence) ensures equality of conditions for applicants and a more objective selection. When conducting interviews, be sure to record observations and impressions about candidates.
If a person has made a favorable impression, he is offered to pass next stage recruitment - an interview with the immediate supervisor or testing (if necessary for this position). The main tasks of the immediate supervisor - assessment of the applicant's qualifications, experience professional activity and (tentatively) psychological compatibility with the team. An assessment of the level of professionalism of the candidate must be brought to the attention of the recruitment officer within three days by the immediate supervisor.
When conducting an interview with a candidate, the manager, as a rule, is limited to the question: “Do you know how to do this and that?” But a short verbal answer does not adequately assess the real knowledge and skills of the candidate. If people are hired based only on formal requirements, they are often unable to start work immediately (citing lack of knowledge, asking for additional training). Inviting the candidate to take a pre-prepared professional test (or a series of test tasks) during the interview will help to select the most prepared and experienced employees.
7. Evaluation of the candidate.
In order not to make a mistake with the choice, it is important to correctly assess the candidate. The assessment should relate to different areas of life and activity of a specialist - both professional and personal, so we are talking aboutcomprehensive study . It is impossible to make a decision on hiring a person only on the basis of an assessment of his professional skills or competencies. It is equally important to study personal characteristics, because if a person’s individual value system does not coincide with the values of the organization, or his plans for the near future do not allow him to count on long-term work in the company, then neither the level of qualifications nor work experience can be decisive criteria when making a decision. about hiring.
All assessment approaches have a common drawback - subjectivity: the decision largely depends on the person using the method (or involved as an expert). The reliability of assessments can be ensured if certain requirements for the assessment technology are met. Personnel should be assessed:
The choice of assessment methods is largely economic task. Since there are always financial and time constraints on the evaluation of each candidate, it is almost impossible to study a person thoroughly (which would minimize the risk of an error when hiring an employee). Therefore, you should choose economical and efficient methods that provide the solution to the required problems and are most often used.
8. Making a decision.
The next mandatory step is collegial decision-making, which is finally approved by the CEO. The director has the right to refuse a candidate for admission if any valid reasons are revealed. In case of refusal to accept the position in question, the responsible recruiter informs the candidate about it. If this specialist is worthy of attention, his candidacy may be considered for employment in other acceptable vacancies (such a decision must be agreed with the candidate). Terms of submission feedback candidates depend on the number of applicants for this vacancy and on the importance of the vacancy itself. As a rule, the terms are agreed individually with each candidate at the end of the interview.
Our company has developed a specialform for recording the results of the interview . It displays general information about this vacancy and evaluate the candidate (on a five-point scale).
Hiring mistakes (especially at the executive level) are extremely costly for the company, so the security department always checks the data about the applicant. They have the right to reject a candidate by explaining the reasons for this decision to the head of the HR department or the CEO.
If possible, we also check recommendations from previous jobs (now we are putting this procedure into the system). I would like to emphasize that this is being done very carefully, observing the “do no harm” principle: we do not collect information about a person without his knowledge, we do not contact the place of work (if he is currently working), without first agreeing such actions with him.
9. Job offer.
Responsibility cannot be placed solely on recruiters. The decision on whether to invite a person to the team or not is made jointly. If positive decisions were made by all interested parties, aEmployment confirmation .
The head of the personnel management department agrees on the level of remuneration, the time of going to work, as well as the main points related to the performance of official duties. He also informs the applicant about the final decision - he voices a job offer.
The head of the personnel management department is responsible for the final settlement with the recruitment agency (if the candidate was searched through the agency) and controls the timing of the newly hired employee's probationary period.
The recruitment policy clearly describes the recruitment process and delimits the responsibilities of HR department employees and line managers for the quality of recruitment.
The recruiting officer is responsible for:
The line manager is responsible for:
The regulation makes it possible to systematically study each of the applicants, consistently carry out all the necessary measures, regulate the interaction between the HR manager and the heads of structural divisions, and clearly allocate their areas of responsibility. The openness of all procedures allows you to involve all interested parties in the recruitment process and make a balanced and informed decision for each candidate.
The disadvantages of implementing this regulation include the time spent on the implementation of all procedural measures. Often, due to their employment, the head of the unit does not submit a description of the requirements for the vacancy in time, while the requirements themselves are often understood differently by the HR manager and the head, which creates conflict situations. Approval of the application with directors of functional areas and its confirmation by the first head often takes several days, which slows down the selection and admission process.
The best workers must be patiently sought out, carefully nurtured, helped when they need support, encouraged when they succeed. Those who show excellent results and are committed to their company should be promoted to higher positions!
Speaking of the best, as a rule, they mean highly paid top managers, whom they try to lure from company to company, but ordinary employees should also be the best - only such an approach can ensure business success in the long term. In addition, in order to "attract the best", the company must determine which employees will be the "best" for it, as well as where to find them, how to attract and retain them.
The regulation of the selection process is designed to help the employer find exactly those people who will work successfully in the company for a long time, to ensure maximum compliance betweenrequirements and proposalsby the company andopportunities and expectations candidate.
RECRUITMENT PROCEDURE
Recruitment agency "Capital Lights" search and selection of personnel for home and office for various vacancies, including in accordance with the requirements and criteria of employers. To avoid empty and not effective work, we recommend that Customers first read the REGULATIONS FOR SEARCH AND SELECTION OF PERSONNEL, as well as with the conditions of the Agency.
REGULATIONS ON SEARCH AND SELECTION OF PERSONNEL
SEQUENCE OF ACTIONS OF THE CUSTOMER:
STEP 1: Carefully consider the job profile , personal and qualification requirements to a specialist: age, gender, availability of certain skills and work experience, competencies, terms of reference, salary level, social package, motivating prospects, etc.
According to experts, more than 80% of search success necessary personnel depends on the correct filing of the application for selection. In practice, often the employer is not quite clear about what kind of specialist he needs and for what salary.
STEP 2: Contact the Agency and apply. The application can be made in the form convenient for you:
By phone numbers listed on the Agency's website;
By email:[email protected]
Fill out the Application form on the Agency's website.
STEP 3: Specify the number of the accepted application and the name of the personal manager appointed to work with you (by phone or in the process of correspondence via the Internet.
4th STEP: Sign an agreement with the Agency for search and recruitment services You can do this before the start of the provision of services, or on the day of the first interview with candidates at the company's office, or on your territory.
STEP 5: Select candidates for interview, on the basis of resumes of job seekers received from the Agency. Primary selection should take place in the shortest time after reviewing the resumes of candidates sent by the managers of the Agency to email, fax or on the basis of oral information transmitted by telephone.
STEP 6: Interview Selected Candidates at the time agreed by the parties, at the place chosen by the Customer - at the office of the Agency, on neutral territory (for example, in a restaurant, cafe), or on the territory of the employer. The interview must be conducted in the presence of the Agency manager! Departure of the manager (if the interview is not held in the office) is additionally paid in the amount of 800 rubles. within the Moscow Ring Road, and 1500 rubles - outside the Moscow Ring Road.
STEP 7: Check the selected candidate for professionalism and psychological compatibility. Assign candidate probation(trial days). Usually, the customer assigns trial days at his own discretion. trial period for household staff is up to 3 days. During the test, the employee is paid a salary for the time worked, within the agreed price.
STEP 8: Sign an employment contract (contract) with the candidate immediately after completion of the test. Conclusion employment contract beneficial to both parties (employer and employee), because only a written document regulating the relationship and terms of employment has legal force.
9th STEP: Pay for the Agency's services for the search and selection of personnel. This must be done immediately after you make a decision to select a candidate for a trial period, as we transfer you a real employee, "declassifying" all his personal data, including contact information. If, according to the results of the test, the candidate does not suit you for motivated reasons, we will offer other candidates or refund the money.
Society with limited liability"Trigora"
OOO "Trigora"
APPROVE
September 5, 2011 No. 25 General Director
Moscow Kraskov V.V. Kraskov
STAFF SELECTION REGULATIONS
Section 1. GENERAL PROVISIONS
Recruitment in Trigora LLC (hereinafter referred to as the Company) is aimed at actively attracting labor resources of various qualifications, having not only basic specialized education, but also practical experience in the field of business conducted by the Company.
The main purpose of personnel recruitment is the timely completion of the Company with effectively working personnel in the required quantity to achieve the strategic and tactical goals of the enterprise.
Recruitment in the Company is carried out to support the business, achieve its strategic goals and solve the following tasks:
- improving the quality of the Company's professional and personal competencies;
- creating a positive reputation of the Company as an employer and business partner;
- implementation of business programs and strategies in order to attract profit to the Company.
The process of selection and hiring of personnel is designed to provide the Company with a sufficient number of competent personnel. The selection of candidates for vacant positions in the organization is the responsibility of the recruitment department. The obligation of the Company to accept a job is an application for employment, drawn up in accordance with labor law. Also, the Company recognizes as an obligation to hire a job offer, based on internal corporate acts, drawn up on the official letterhead of the company, certified by the seal and signature CEO(Job offer).
Recruitment is carried out for newly introduced positions in the Company's structure or when replacing a retiring / retiring employee.
- Purpose of the regulation
This document (hereinafter referred to as the Regulations) is intended to establish norms, rules and requirements for the quality of the Company's personnel selection system. The Regulation is the main document that should be followed by all participants in the recruitment process who search and hire personnel, representing the interests of the Company in the labor market and in front of applicants for vacant positions.
- The rules that govern local documents for recruitment
Local documents, such as the Regulations, recruitment applications, job offers, documents for assessing applicants, professional tests that are necessary for the implementation of a high-quality recruitment process, are drawn up in accordance with the norms of civil, labor, administrative legislation in terms of respecting the rights to personal information , causing moral harm, compliance with the conditions of employment and others.
Also, local documents are drawn up in accordance with the corporate policy and on the basis of previously developed corporate regulations that establish the norms of corporate culture, internal communications, and rules of conduct in the Company.
- Recruitment principles
In order to comply with the norms and rules of corporate regulations, the Company establishes the following recruitment principles:
- the planning of the number of personnel is carried out in such a way as to take into account in advance the needs of the business in the growth of personnel with the required qualifications;
- recruitment planning takes place on a long-term and short-term basis;
- the long-term need is determined by the business plan, the short-term need is determined by the heads of departments in the course of operational monitoring of the distribution of resources for business projects and the occupancy of jobs;
- The company recruits staff using open sources information;
- in the process of selection and hiring, the principle of independence and equal conditions for selection in relation to employees of competing companies is observed;
- selection is carried out in compliance with the principles of impartiality in relation to candidates.
Section 2. TERMINOLOGY
Recruitment - procedures, including search, professional assessment, selection, recruitment of new workforce for the Company.
Selection methods - the methods that a recruiter uses to search for selection and initial assessment of a candidate for an open vacancy.
Selection sources are labor market resources that contain information about potential applicants and job seekers.
Recruiter - an employee of the recruitment department of the Company, whose job responsibilities include functional tasks on recruitment and adaptation of new employees in the first days of their stay in the Company.
Customer - the Company represented by the General Director and heads of departments who are authorized to draw up applications for recruitment.
Section 3. PROCEDURE FOR CALCULATION OF THE NEEDS FOR NEW EMPLOYEES
The Company's need for personnel is determined on the basis of data on the development of the organization's business, business plans of departments and is forecasted for a year. In accordance with the plans for the development of departments, managers establish new positions. The calculation of the need for new positions is carried out jointly with the responsible specialist of the personnel department. The HR director approves the need for new employees and transfers the data to the HR department. Each new position is entered into the staff list.
- Data for calculating the need for personnel
To calculate the need for new employees, the following data are taken into account:
- staff turnover in the Company and the industry average;
- seasonal changes in the labor market, decrease and increase in activity in the labor market;
- university proposals;
- seasonal epidemics of viral diseases;
- maternity leave;
- by the time of absence of employees on long business trips;
- increase in jobs in line with the expansion of production;
- vacating positions as a result of the implementation of the individual career program and the promotion of employees to managerial positions;
- rotation of managerial personnel to branches and subsidiaries.
- Calculation of the load of the recruitment department
The recruitment department calculates average population open vacancies per month. Based on the average number of needs for new employees, the workload of the recruitment department is calculated. The HR manager distributes the workload among the recruiters and submits a monthly report to the HR Director.
Section 4. PROCEDURE FOR FORMING APPLICATIONS FOR SELECTION OF PERSONNEL
The application for recruitment is submitted by the head of the department. The application is made on a separate form of the established sample (Appendix 1). Each application is drawn up for the selection of one staff unit with the name of the position and unit. If a unit needs two or more employees with an identical position, then applications are drawn up separately for the selection of each new unit.
The application is submitted to the name of the Company's HR Director, indicating the desired date for the new employee to start working.
After confirmation by the Human Resources Director, the applications are transferred to the recruitment department to the manager. The Recruiting Manager allocates applications to the Recruiting Specialists.
Recruitment specialists coordinate the requirements for applications with the heads of departments within two days after receiving the application.
- Candidate Profile
An application for the selection of a new employee is drawn up in accordance with the requirements for education, qualifications, experience, which are set in the professional profile.
The profile of the candidate (professional profile) is developed by the recruitment department together with representatives of the company's divisions. To improve the quality of recruited personnel, the candidate profile is used in the search and selection of applicants for the position.
The profile of the candidate must contain complete information about the education, experience, qualifications, personal competencies of the ideal employee in the relevant position. These data are the basis for the initial assessment of candidates during the selection process. The profile of the candidate is developed in accordance with the form of the established sample (Appendix 2).
- The procedure for coordinating the application of the selection department with the production unit
If it becomes necessary to fill a vacant position, the head of the structural unit formulates the requirements for the applicant and the conditions of his employment, setting them out in the form of a standard form of the Application for recruitment, signing it and submitting it to the recruitment department.
After filling out the application and transferring it to the recruitment department, the recruiter who is entrusted with the selection of the corresponding employee can clarify the requirements for the candidate, if necessary, from the head of the department from which the application was received. The form and time for agreeing and clarifying the requirements for a candidate for a position is established by the parties independently.
If necessary, the personnel service monitors the labor market and reports the average wages for this vacancy to the head of the structural unit filling out the application.
In a situation where an application is submitted for a position that is not provided for by the current staffing table, the head of the relevant unit prepares a written justification for the introduction new position, which indicates the amount of the compensation package, a description of the main tasks and functions of the employee, changes that need to be made to job descriptions existing employees interacting with the new staffing unit.
On the basis of this justification and in case of recognition of its expediency, the director of the Company approves an order to introduce a new position in the staffing table of the enterprise.
The date of acceptance of the application for work is the date of approval of the application by the Director of the Company. The total term of the competition should not exceed one month from the time of the appearance of the vacancy. For positions of the highest management level, the selection period is determined individually in each specific case.
Personnel selection is carried out on a competitive basis.
Section 5. STAFF SEARCH METHODS
The method of searching for new employees is selected depending on the complexity of the recruitment procedure, skill level, position position in the Company's management structure.
The Company adopted following rules choice of recruitment method.
- Mass recruitment
It is used to select a large number of low-skilled employees. The recruitment department conducts the selection of specialists independently without the help of third-party contractors.
- Simple search
Aimed at attracting the bulk of operational-level specialists. The Recruitment Department independently searches for and selects specialists of medium and high qualifications at the request of the heads of departments.
- executive search
Used to search for rare specialists and/or middle managers. Responsibility for the selection of unique specialists and managers lies with the manager of the recruitment department. If necessary, the recruiting manager applies to recruitment agencies with which the Company has a contractual relationship to provide search and recruitment services.
The recruiting manager prepares a written justification for contacting the recruiting agency and submits it to the recruiting director. The following information is indicated in the written request:
- the name of the position in the management structure of the Company;
- the name of the recruitment agency that will fulfill the recruitment order;
- search terms, in accordance with the application of the head of the company's division;
- justification of the reasons why the recruitment department cannot independently fulfill the order for the selection of this employee.
- Sources of personnel search
The Human Resources Department organizes the selection of personnel using various sources of search, depending on the level and requirements for the vacant position.
- The main sources of personnel search and selection in the Company are:
- search engines Internet with which the Company enters into an agreement for the provision of services (HeadHunter, Superjob);
- open search engines that provide the right to use information about applicants without concluding an agreement;
- databases of recruitment agencies with which the Company has entered into a work contract or a contract for the provision of services;
- labor and employment centers, to which the Company applies to search for personnel in the regions and cover the needs of personnel at the central office;
- media, periodicals publishing advertisements of individuals and employers on the search for and provision of work, which are acquired by the Company every month as publications are updated;
- companies operating in the same business sector.
- The Company does not recommend using the following search sources:
- recommendations of the Company's employees who are in friendly or family relations with the employee proposed for the open vacancy. Consider professional testing as a priority;
- recommendations of the employer whose Company the hired employee has left. In order to avoid a subjective assessment and not rely only on the previous experience of employees, the Company does not recommend contacting the employee's previous employer. Instead, the HR department is encouraged to test employees to identify the potential abilities of candidates.
- Internal recruitment
Internal recruitment involves an analysis of internal resources among employees as a source of search.
Internal search is carried out in the following cases:
- the need to reduce search costs and simplify the selection procedure;
- implementation of the professional development program for employees.
For internal search of personnel, the recruitment department informs employees about the opening of a vacancy. Having received applications from employees wishing to pass the competition, an authorized specialist of the recruitment department collects and analyzes information about employees.
After selecting the candidates that best meet the requirements of the professional profile, the specialist sends personal data about the employees to the head of the department for which the selection is carried out.
The applicant for the position is interviewed in the usual, established manner with officials Company (representative of the Human Resources Service, head of the structural unit in which there is a vacancy, director, etc.).
The final decision on the admission of a candidate for a vacant position in the case of internal selection is carried out in the usual manner adopted for the selection of applicants for an open vacancy.
- Search using the database of applicants
Search using the database involves identifying applicants for filling a vacancy from among the existing candidates in the database.
If a vacancy is vacated for which a reserve of applicants was created, then this vacancy is filled, if possible, from those applicants who are marked in the database as having successfully passed the interview, but not accepted into the Company by virtue of various circumstances on that moment.
Section 6. APPLICANT DATABASE
- Filling sections of the database about applicants
In order to improve the quality of recruitment procedures, storage and use of recruitment data, the Company maintains a database of applicants.
Information about the candidate in the database is entered by the specialist of the recruitment department, who has this vacancy in the work. Or a department specialist who first received a resume from an applicant or through other channels. Information about the candidate must contain the last name and first name, the date the information was entered into the database, the candidate's resume, information about the source where the resume was found, the name of the position for which the candidate is applying, information about contact information. If the resume was received from a recruitment agency without contact information, then data on recruitment agency and the contact of the person with whom the work on this candidate will be conducted.
For each applicant, information is systematically entered into the database about the stage at which the recruiter's work with the candidate is. If the candidate has not been worked on for more than five days and there are no notes about what agreements are available with this applicant, the manager of the recruitment department must eliminate the shortcomings in working with the database, find out from the applicant and recruiters of the department what kind of work is being done and what actions are planned. All information received is entered into a database. Applicant information is confidential and must be kept appropriately.
- Job posting
When a vacancy is published in the media or on specialized websites, information about this publication must be entered into the Database. This information should contain information about the opening date of the vacancy, the publication expiration date, the unique code of the vacancy, the name of the media or website where the vacancy is published, as well as an indication of the heading or section in which it is published. This information is entered into the database by an employee of the department that publishes the vacancy.
The description of the vacancy in the database is compiled by a specialist who works to close the vacancy for the customer. Information about the customer must contain: the code name of the unit, the full official name of the unit, as well as a list of contacts of persons with the obligatory indication of the last name, first name and position of the contact person.
Section 7. INTERVIEW PROCEDURES IN THE RECRUITMENT DEPARTMENT
In order to improve the quality of selected personnel, the Company conducts several stages of interviews.
- Procedure for conducting a telephone interview
The purpose of the telephone interview is:
- clarification of the information provided by the applicant in the resume;
- selection of candidates that best meet the requirements specified in the application for invitation to an interview with the Company or transfer to the person responsible for the application.
Based on the information received from the applicant, the interviewer forms the results of the interview or the characteristics of the candidate (Appendix 3).
- The procedure for conducting interviews in the recruitment department
The first interview is conducted by a specialist in the recruitment department, who accepted the relevant application for work. During the interview, the recruiter:
- examines the documents submitted by the applicant, makes preliminary conclusions about the compliance of the data stated in the summary;
- evaluates business qualities the applicant and the results of his professional activity at the previous workplace;
- listens to the applicant's reports about professional activities at the previous place of work;
- conducts an objective and friendly discussion of the professional successes and shortcomings of the applicant's activities;
- asks the applicant related questions regarding professional activities, education, experience and other data;
- conducts a presentation of the Company to the applicant, reveals the subsequent possibilities of the candidate for the position after he enters the Company.
- the purpose of the face-to-face interview is the final selection of applicants for presentation to the person responsible for the application.
- Professional testing
In order to obtain more complete information about the applicant, testing is practiced. The choice of test methods is carried out individually based on the requirements specified in the application, to the professional and personal characteristics of the applicant.
Completed forms of test methods, quantitative results are confidential and are stored in the recruitment department in an appropriate manner.
The characteristics of the test results are set out in the form of a general conclusion in the form of test results for the purpose of transfer to the person responsible for the application. Characterization of test results serves as a source additional information to the results of the interview, and not vice versa.
Based on the results of the interview, the interviewer fills out the "Characteristics of the candidate" form or makes adjustments to the characteristics already filled out following the results of the telephone interview.
The interviewer analyzes the questionnaire, test results, interview and decides on the admission of the candidate for an interview with the person responsible for the application.
The data of the candidate (resume, questionnaire, test results, characteristics of the candidate) who has passed the selection in the personnel department are commented on and submitted for consideration to the head of the department responsible for the application.
Section 8. ORDER OF INTERVIEW IN THE UNIT
The Recruitment Department specialist arranges an interview of the candidate with the head of the department or his representatives responsible for the application.
Representatives of the department responsible for the application report the results of the interview to the recruitment department within three days.
The final stage of the interview and the decision on hiring is carried out by the director of the Company, after which the candidate is made a job offer and together with him the date of his entry to work is determined, which are fixed in the order after the applicant's application for employment.
Completion of the questionnaire by the candidate, acquaintance with the candidate's documentation, testing, interviews, verification of the submitted data by the candidate, passing the internship are not a guarantee of employment.
If a candidate for a number of reasons does not stand the competition, he is entered in the database of applicants (in the reserve of applicants).
Section 9. CONTROL AND RESPONSIBILITY
- Responsibility of the Human Resources Director
The Company's Human Resources Director is responsible for the proper organization of the Company's staffing work.
- Responsibility of department heads
The heads of structural divisions are responsible for providing all the necessary information, filling out the application correctly and complying with the recruitment process in accordance with these Regulations.
- Responsibilities of the Head of Recruitment
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