As a rule, the recruitment and selection procedure consists of the following stages:

The general scheme of the recruitment, selection and hiring procedure is presented in Figure 1.1.

Rice. 1.1 - Procedure for recruiting, selecting and hiring personnel

The process of selecting employees has its own specifics at each enterprise, but this does not prevent us from highlighting its main stages, which personnel service employees (human resource management department, personnel department, etc.) or individual officials must for the most part observe:

Stage 1. Determining the need for new employees. The need for personnel is a set of workers of the appropriate structure and qualifications that are objectively necessary for the company to achieve its goals and objectives, in accordance with the chosen development strategy. Personnel selection begins with determining which specialist or worker is currently needed in a given organization.

Stage 2. Development of requirements for candidates for the vacant position. This process begins with drawing up an application for the selection of a candidate. The recruiting process begins with the customer (the head of the structural unit) filling out an application form for the selection of a candidate. Each vacant position has its own job description. The job description specifies the qualification requirements for the position.

Stage 3. Searching and attracting candidates for a vacant position using a variety of sources. After the position profile is formed, a set of measures for searching/selecting candidates is developed and approved.

When selecting personnel, the following sequence is followed.

Rice. 1.2 - Personnel selection process

1. Preliminary selection of applicants.

This stage is carried out in order to reduce recruitment costs by reducing the number of applicants going through the assessment stage. Primary screening is carried out according to formally established minimum requirements imposed by the administration of the enterprise and the vacant workplace to a potential employee. Such requirements are work experience, education, qualifications, skills (driving a car, computer skills, ability to work with certain programs), age. This stage is carried out through a telephone interview.

Pre-selection is carried out by the leading HR manager based on resume analysis. If there is no resume, then the preliminary selection is carried out at the stage of analysis of the primary questionnaire filled out by the applicant during the first visit. The questionnaire is developed by the Human Resources Department, taking into account the specifics of the position, and contains biographical information about education, length of service, and work experience.

Based on information from resumes and application forms, applicants who do not meet the requirements are screened out.

2. Initial interview.

The initial interview is conducted in order to get to know the applicant in detail to determine his suitability for future work. During the interview process, the applicant must receive information about the company and future activities, which will determine the degree of his interest in the proposed job. The main part of the interview is interviewing the applicant. The manager conducting the interview may conclude that hiring this person is inappropriate. The selected group of applicants is admitted to the next stage.

3. Evaluation of applicants.

At this stage, the potential of applicants and their ability to adapt to working in a team are identified. Applicants are assessed using testing and interview methods.

During the interview process, the test results are discussed with the candidate and a conclusion is made about the candidate’s suitability for the vacant position.

4. Checking the submitted documentation.

At this stage, an analysis and background check is carried out by making inquiries from managers at the previous place of work or from other persons who know the applicant well. After carrying out all these procedures, the head of the personnel department decides whether the candidate is suitable for the position.

RECRUITMENT The strategy in the field of personnel management is mainly aimed at hiring specialists using standard procedures and rules; Only those specialists are selected whose competence the organization is currently interested in (narrowly targeted selection). To implement this strategy, you can recruit personnel who are already ready to perform their duties.

Verification tests, the so-called probationary period, usually range from one to three months at different enterprises. A probationary period is a fairly common form of selection in firms. This nature of work is regulated by the Labor Code of the Russian Federation. In fact, the candidate performs all the same functions as regular staff, but under the terms of the probationary period, he is not entitled to a bonus according to the collective agreement.

Recruitment of personnel at enterprises is carried out in accordance with the labor legislation of the Russian Federation.

If the candidate is completely satisfied with the personal qualities, he is hired. The HR department, represented by its manager, concludes an employment contract with him. In accordance with Article 67 of the Labor Code of the Russian Federation, an employment contract is concluded in writing.

Hiring is formalized by order/instruction of the General Director issued on the basis of a concluded employment contract.

The manager's order (instruction) on hiring (on the basis of an employment contract) is announced to the employee against signature within three days from the date of signing the employment contract. At the request of the employee, the personnel department issues to him a duly certified copy of the specified order (instruction).

When hiring, the head of a structural unit introduces the employee to the internal labor regulations in force in the organization, other local regulations related to the employee’s labor function, and the collective agreement.

Of course, an important point when hiring is a medical examination of the future employee. The person being accepted undergoes a medical examination at the place of residence. The purpose of a medical examination is not only to identify hidden diseases that are dangerous to the population, but also to assess predisposition to allergic diseases and the ability to withstand physical and psychological stress.

The next step in hiring is submitting your work record book to the company’s human resources department. The work book of the established form is the main document about the employee’s work activity and length of service. The HR department maintains work books for each employee who has worked for more than five days, if the work at the enterprise is the main one.

The work book contains information about the employee, the work he performs, transfers to another permanent job and the dismissal of the employee, as well as the grounds for termination of the employment contract and information about awards for success in work. Information about penalties is not entered into the work book, except in cases where the disciplinary sanction is dismissal.

At the request of the employee, information about part-time work is entered into the work book at the place of main work on the basis of a document confirming part-time work.

The organization satisfies the need for personnel in two areas:

• recruitment. Recruitment begins with searching and identifying candidates both within the company and outside it, taking into account the requirements for them and the amount of necessary costs. To fill positions that require particularly high professional qualities from employees, a competitive personnel selection system is used.
• creating a reserve of workers to fill vacant positions.

Lecture 2. Basic concepts of personnel planning.

Goals and objectives of personnel planning

Personnel planning- purposeful, scientifically based activities of the organization, aimed at providing jobs at the right time and in the required quantity in accordance with the abilities, inclinations of employees and the requirements.

Workforce planning is a complex task involving a large number of independent variables - new inventions, population changes, resistance to change, consumer demand, government intervention in business, foreign competition and, above all, competition in the domestic market.

HR planning must include feedback because if the plan cannot be implemented, there is often a need to adjust the company's objectives to make them feasible from a human resource perspective.

HR planning goals

HR planning goals should be formulated systematically. This includes the goals of the organization and the goals of its people. When planning goals, it is necessary to take into account legal regulations as well as the underlying principles of the organization's policies. The goals and objectives of personnel planning are schematically presented in Figure 1.2.

Goals and objectives of personnel planning of the organization

Rice. 1.2. Goals and objectives of personnel planning of the organization

Effective workforce planning should answer the questions:

1. How many workers, what qualifications, when and where will you need them?

2. How best to attract the right staff and reduce or optimize the use of redundant staff?

3. How to effectively use personnel in accordance with their abilities, changes and internal motivation?

4. How to provide conditions for personnel development?

5. What costs will the planned activities require?

Stages and types of personnel planning.

Stages of personnel planning

The workforce planning process consists of four main stages:

1. determining the impact of organizational goals on the organization’s divisions; Stage 1. Personnel planning is based on the strategic plans of the organization. Based on the strategic plans of the organization, the human resource plan is reviewed.

2. determination of future needs (qualifications and specialties, quantity); Stage 2. Statement of the personnel problem: the required quantity of labor (by position and specialty) and its quality (level of knowledge, experience, skills) for a given production program and organizational structure of the company. For this purpose, various methods are used, including “photography” of the workplace, questionnaires and interviews with employees.

3. determining additional personnel needs while taking into account the organization’s existing personnel; Stage 3 . Assessment of the company's human resources in three directions:

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

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

Ø assessment of the potential of these sources (quality reserves for resource development).

Ø assessment of the compliance of requirements and resources (currently and in the future), which adjusts the quantitative and qualitative needs for personnel.

4. development of a specific action plan to eliminate personnel needs. Stage 4 . Developing action plans to achieve desired results so that necessary adjustments can be made.

Available four ways, How reduce total number of employees:

Reduced production;

Expiration of work period;

Encouraging early retirement;

Encouragement to voluntarily leave a position.

Kinds personnel planning

Depending on the purpose, duration, functions of personnel management subsystems, several types of personnel planning can be distinguished:

ü strategic - long-term (forecast from 3 to 10 years)

ü tactical - medium-term (from 1 year to 3 years)

ü operational - short-term (no more than 1 year)

At strategic personnel planning We are talking about problem-oriented, long-term planning (from 3 to 10 years).

Depends from external factors (economic, social, technological development, etc.).

Is an integral part of the organization's strategic planning, more detailed and the basis of tactical planning.

Tactical planning – medium-oriented transfer of personnel strategies to specific personnel management problems (from 1 to 3 years). Strictly focuses on the goals stated in strategic personnel planning.

More details details of personnel activities are recorded.

Is a kind of bridge between the strategic and operational plan.

Operational personnel planning - short-term (up to 1 year), focused on achieving individual operational goals.

Consists of of precisely defined goals and specific activities necessary to achieve them, and allocated material resources, indicating their type, quantity and time.

Details work out all the details for the best control

Compiled only on the basis of accurate information that is poorly generalizable. More more common in practice than a human resource plan.

The operational plan for working with personnel is a detailed according to temporary (year, quarter, month, decade, working day, shift), objective (organization, functional unit, workshop, site, workplace) and structural (need, hiring, adaptation, use, training, retraining and advanced training, business career, personnel costs, release) features a plan with a detailed elaboration of operational actions, supported by the necessary calculations and justifications.

2.3. Personnel controlling and personnel planning

Control as a function of management is always aimed at specific tasks and is an integral part of the purposeful process of making personnel decisions. Control may concern personnel processes and their results.

Function Controlling consists of coordinating goal setting, planning, control and information.

As goals personnel controlling can be called: support for personnel planning; ensuring reliability and improving the quality of personnel information; ensuring coordination within the functional subsystems of the personnel management system, as well as in relation to other functional subsystems of the organization (for example, production management, etc.); increasing flexibility in personnel management through timely identification of shortcomings and risks for personnel work, etc.

TO tasks personnel controlling includes the creation of a personnel information system, as well as the analysis of available information from the point of view of its significance for the personnel service. Tasks may consist, for example, of checking the effectiveness of individual personnel subsystems (functions), especially in the control and analysis of personnel costs.

Planning for personnel requirements.

Goals and objectives of planning personnel requirements

The initial step in the workforce planning process is planning personnel requirements. It is based on data on existing and planned jobs, a plan for carrying out organizational and technical measures, a staffing table and a plan for filling vacant positions (Fig. 14).

Rice. Personnel requirement planning scheme

When determining personnel requirements in each specific case, the participation of the heads of the relevant departments is recommended.

Exists four categories of workers, according to which planning is carried out:

1. Current personnel;

2. Beginners;

3. Potential employees;

4. Personnel who left the organization.

In relation to each of these categories, company management must take different actions (Table 11).

Description of the business process “Recruitment and hiring of personnel.”

The model was developed using classicalmethodology and software products"MS Visio"And"MS Word".

1. Point of view and goals of describing the business process, purpose and type of business process

The purpose of the business process description: increasing compliance of filled vacancies with staffing requirements

Purpose of the business process: providing the company with the necessary specialists

Business process type: providing

2. Business process environment

2.1. Business process outputs and clients

2.2. Business Process Inputs and Suppliers

2.3. Main stages of the business process:

· Primary selection;

· Conducting a meeting;

· Secondary selection;

· Standard approval of candidates;

· registration of labor relations.

2.4. Event boundaries of a business process:

Start of a business process: a request was received from the relevant department.

End of the business process: the specialist is sent to the workplace.

2.5. Business process environment diagram:

3. Functional structure of a business process

1. Primary selection	2. Holding a meeting	3. Secondary selection	4. Standard approval of candidates	5. Registration of labor relations
1.1.View resume 1.2.Creating a list of calls 1.3.Making calls	2.1. Agreeing on a meeting time 2.2. Holding a meeting 2.3. Sorting resumes	3.1 Compilation of submissions 3.2 Coordination of interesting ideas with the head of personnel management 3.3 Formation of a group of three candidates	4.1. Registration of the approval sheet 4.2. Passing approval 4.3. Making a decision to provide an approval sheet to the General Director 4.4. Obtaining a decision from the General Director	5.1. Determining the date of return to work 5.2. Collection of documents 5.3. Drawing up an employment order 5.4. Submitting the order for signature to the General Director

4. Structure of business process object flows

Information on paper (documents)	Oral information	Information in electronic form	Other Object Streams
· Daily report · Performance · Approval sheet · Resume (from applicants, used during selection) · Order, work book, personal file, T-12 card · Director's decision on admission	· Request to the applicant · Phone call · Oral comments · Disclaimer information · Contact with the applicant	· Ads · Resumes (from recruitment agencies, from the business process “Collection of data on specialists”, from applicants) · Information about the personnel reserve	· Applicant · Filled workplace

5. Organizational structure of a business process

5.1. Organizational structure of the business process “Hiring a specialist to the company’s staff”

1. General Director (DG);

2. Head of Personnel Management (HUP);

3. Head of the Profile Division (RPD);

4. Recruitment Manager (HRM);

5. Labor Relations Document Flow Manager (LRTO);

5.2. Distribution of responsibilities (responsibility matrix) in the business process “Hiring a specialist to the company’s staff”:

Main stages business process Organizational structure business process	1. Primary selection	2. Carrying out meetings	3. Secondary selection	4. Standard negotiation candidates	5. Design labor relations
1. General Director (DG)
2. Head of Department Personnel (NUP)
3. Head of Profile Divisions (RPP)
4. Selection Manager Personnel (MPP)
5. Labor Relations Document Flow Manager (LRTO)

6. DFD diagram of the top level of the business process “Hiring a specialist to the company’s staff”

INTRODUCTION

In conditions of market relations, the problem of providing enterprises with personnel capable of effectively solving production and organizational problems in extremely complex, unstable and rapidly changing economic processes and a difficult to predict financial situation is particularly acute.

The processes of selection and hiring of personnel is one of the problematic and, at the same time, one of the most necessary processes in the life of any organization. An important task of the HR manager or manager is to optimize these processes, make them as efficient and low-cost as possible without loss of quality.

There are certain personnel selection technologies that include two different types of activities: recruitment and selection.

Before an organization offers a vacant position to anyone, it must find people who would like to fill it. This is what recruitment is all about - creating the necessary reserve of candidates for all positions, from which the most suitable workers will then be selected. The main task of personnel selection is to select the most suitable candidates from the reserve created during the selection process.

Personnel selection is important in human resource management, since the further activities of organizations largely depend on it. Only with qualified personnel will an enterprise be able to achieve the best results and objectives.

The purpose of the test is to study the psychological aspects of selection and hiring of personnel.

The objectives of the test are to study the issues of personnel selection at the enterprise; review of the hiring process; studying the process of selection and hiring of personnel using the example of a specific enterprise.

Organization of the recruitment process

Selection and placement of personnel in an organization is the rational distribution of the organization’s employees among structural divisions, sections, and workplaces in accordance with the system of division and cooperation of labor adopted in the organization, as well as in accordance with the abilities, psychophysiological and business qualities of employees that meet the requirements of the content of the work performed. .

In order for the personnel selection process to functionally ensure the implementation of the organization’s strategy, it must be taken into account already at the stage of developing strategic development plans for the company. The recruitment strategy is integrated into the overall HR strategy of the organization. Already, based on this strategy, operational and current plans of organizational activities for the implementation of the personnel selection strategy are created.

To determine the operational goals of personnel selection, information obtained during planning of the organization's labor resource needs is necessary.

Taken together, this information gives an idea of ​​the organization’s labor resource needs. This need is described by:

The form and timing of attracting specialists to the organization;

The numerical composition of specialists of a certain category;

Qualification requirements for specialists;

The timing of the search for specialists;

Budget for searching specialists;

Budget for the maintenance and development of specialists.

Based on such information, the organization prepares an annual operational plan for recruiting personnel for the company. Already, based on this plan, a current plan for selecting a specialist for a specific vacancy is drawn up. Selecting a specialist for an organization is a multi-stage process.

Let us consider separately the stages of personnel selection.

1. Activity analysis. A specialist managing the selection of a candidate for a certain position must clearly understand the essence of the work process, the employee’s responsibilities, the degree of responsibility, working conditions, as well as the goals and objectives that are set for this position. To do this, a workplace analysis is carried out.

2. Analysis of sources of attracting specialists. There are many sources of recruiting staff. Therefore, at this stage, the recruiter approaches the issue of analyzing and assessing sources of attraction. Analysis and assessment are carried out based on a number of criteria:

Goals of the organization for the formation of labor resources;

Economic assessment of sources. A number of alternative combinations from recruitment sources are being prepared that allow solving personnel selection problems with the same level of quality;

Selecting sources for attracting personnel, which should be based on the rule of minimizing costs. Thus, the choice is made on the option that gives the maximum effect at the same selection costs;

Planning sources for attracting personnel.

3. Attracting candidates. In the course of using sources of personnel attraction, the organization begins to receive information about potential candidates. The organization must decide for itself the issues of the form for specialists to apply to the organization, the procedure for recording and systematizing data on candidates, and notifying applicants about the results of the application. An important goal of this stage is to create a reserve of candidates to meet the organization's future personnel needs.

4. Selection of candidates. This stage describes the widest range of actions of the organization in selecting the right specialist. The main thing that a recruiter should remember is that during the selection process, a number of people in the external environment become acquainted with the organization. The selection consists of the following stages:

Preliminary selection - determining the candidate’s compliance to the specified requirements as a first approximation;

Collecting information about candidates - the amount of information required to collect is determined by the specifics and level of the position;

Preliminary assessment of candidates - determining the circle of people among whom the selection of a specialist to work in the organization will be carried out;

Selection and assessment of candidates - obtaining the necessary information to evaluate and make a hiring decision.

Collection of necessary additional information - collection of recommendations from previous places of work, analysis of work history, information from medical and other institutions, etc.

5. Making a decision about hiring. Based on the previous stages, the organization makes the final decision to hire a specialist. The organization's corporate rules determine all actions at this stage - from the form of notification of the accepted candidate to the induction procedure.

6. Assessing the effectiveness of personnel selection. The efficiency of the organization and the use of its resources depend on the quality of personnel selection. Therefore, throughout the entire process, at each stage, the functions of accounting and control of process components are implemented. Upon completion, based on the information collected, it is advisable to conduct an evaluation of the effectiveness.

The effectiveness of selection can be partially assessed immediately after the completion of personnel selection, and partially after a certain period of time. The methods and parameters of performance analysis depend on the goals that the organization sets for the analysis. The same applies to the sources of information necessary for such an analysis.

The selection of candidates is the basis for the next stage - the selection of future employees of the organization.

Personnel selection scheme

Primary selection begins with an analysis of the list of candidates in terms of their compliance with the organization’s requirements for a future employee. The main goal is to screen out candidates who do not have the minimum set of characteristics required to fill a vacant position. Initial selection methods depend on budget, strategy, company culture and the relative importance of the position to the organization. The most common methods at present are analysis of personal data, testing, handwriting examination.

Analysis of personal data suggests that a person's biography is a fairly reliable indicator of his potential to successfully perform certain functions. The HR manager analyzes the questionnaires filled out by candidates, comparing the actual data with his own model. This is a fairly simple, cheap and quite effective method of primary selection when an organization has an extensive list of candidates. However, this method is focused on the background of the candidates.

It is possible to more accurately determine the current state of a candidate in terms of his compliance with the requirements for a vacant position, as well as his development potential, using special tests. The advantages of testing are the ability to assess the current state of the candidate, taking into account the characteristics of the organization and future position. Disadvantages are high costs, often the need for outside help, conventionality and limited tests that do not give a complete picture of the candidate.

Handwriting examination is a unique type of testing that requires significantly lower costs. This method is based on the theory that a person's handwriting is a fairly objective reflection of his personality and, therefore, with the help of handwriting analysis, various characteristics of a person can be assessed, including the ability to perform certain production functions. The advantages of this method are low costs, however, it is characterized by a one-sided approach and contains a high degree of risk of inadequate assessment of the potential of candidates.