Recruitment and selection of personnel at the enterprise. Organization of work on the selection and placement of personnel. Recruitment stages

Recruiting personnel for each enterprise, regardless of the size and number of applicants, is a responsible task that is assigned to the corresponding structural unit - the personnel department. In the process of personnel selection, an analysis of professional and psychological qualities potential employee. In other words, it is determined whether the candidate can occupy the proposed position and be as useful as possible to the enterprise.

The basis of professional personnel selection is the availability of reliable information about the candidate, which is provided by the applicant himself and is clarified during the interview process. In principle, personnel selection is a multi-stage process consisting of a number of stages.

Recruitment criteria and methods

A common misconception is that the method of selecting specialists is based on whether the applicant has a suitable education for the enterprise. This personnel selection criterion does not always allow us to take into account all the pitfalls. Thus, it is necessary to take into account age and social status candidate, his professional skills, personal and leadership qualities.

The main requirement for recruitment methods is the reliability of the results obtained. According to experts, the most effective results when selecting employees are achieved using complex techniques. In particular, the candidate is asked to undergo testing in conditions that closely resemble the work environment, where possible, information is collected from third parties, and then an interview is arranged. Based on the results of all three procedures, the final decision is made on employment or refusal of the applicant’s services.

Some stages of personnel selection

As a rule, the principle of personnel selection includes the use of several stages of familiarization with a potential employee. The sequence of the stages themselves is determined by the manager and personnel department of each enterprise, depending on the specifics of its work. So, you can first talk to the candidate by phone, and then study his resume, make inquiries and invite him for an interview. Or you can first read the resume, then meet in person and then, based on additional information, make a final decision.

To the main stages, problem solving personnel selection include:

Depending on the specifics of the company's work, additional requirements may be imposed on candidates. Thus, medical examination and analysis may be included in the selection stages bad habits applicants.

Undoubtedly, the scale and number of stages for personnel selection may differ, depending on the size of the enterprise and the number of employees required. Large companies are able to conduct a wide search, from announcing a competition in the media to creating special unit, which will analyze the results at all levels of personnel selection.

An example is a competency such as communication, which is indicated in most vacancies: this is not only the ability to quickly establish contact with strangers, but also the ability to speak in public, having a well-trained voice, the ability to persuade, knowledge of the basics of non-verbal communication.

In most traditional businesses, the main document defining duties, rights and responsibilities is job description. It reflects the requirements for the level of education, knowledge, skills and abilities of the candidate for the position.

1.2.4 Personnel search

Any enterprise that has long-term development plans inevitably faces the need rational use their human resources, their development and replenishment.

Searching for personnel is the first task facing a human resources (HR) manager. There are several ways to fill a vacancy. These methods vary in labor intensity and cost. Each of them may be suitable for one position and completely unacceptable for another. In order to choose the most correct one from the variety of personnel search methods, you need to know the technology of personnel selection.

Personnel selection in organizations is carried out by personnel department employees (HR managers). The functions of HR managers include:

selection of selection criteria;

approval of selection criteria;

selection conversation;

work with applications and questionnaires based on biographical data;

conversation about hiring;

testing;

final decision in selection.

There are two possible sources of recruitment: internal (from the organization’s internal personnel reserve) and external (from people who were not previously associated with the organization).

There are several options for externally searching for the right employee.

1. Through friends, this is a reliable and cheap source, but not always professional. It is best, taking into account the recommendations of friends, to consider candidates for general principles.

2. Use the services of recruitment agencies, preferably several. It will be fast, quite professional, but expensive. They will help you formulate who exactly is needed, advise you on the cost of a specialist, conduct a preliminary selection and present more than one candidate for consideration.

If all candidates are suitable to one degree or another, it means that the recruiters’ work was done professionally. If applicants are not suitable, it is better to refuse the services of such an agency. But the success of cooperation cannot be guaranteed either by the duration of work in the market of a given agency, or by the size of the database, or by the list of reputable clients, or by the cost of services. In this case, you should look for another recruitment agency.

3. The simplest and cheap way searching for a specialist - Internet (placing an ad on one of the employment sites). By email You can conduct the first interview by asking the candidate to answer some questions. In addition, the necessary candidates can be selected by looking at the resumes posted on the websites. But in small cities this method does not always give results.

4. Place advertisements in newspapers for employment, preferably in several, to reach a wide and diverse audience of job seekers. These should be both local periodicals (including those that are delivered free to every home every week) and business publications that are guaranteed to reach the desks of most executives. The use of professional publications and the business press makes it possible to select the right specialist who is thinking about changing jobs. An advertisement for an open vacancy must contain the title of the position, requirements and terms of reference. It would be good if it was a module containing the name and logo of the company. At the same time, announcements can be made on radio and television.

5. Educational institutions are willing to cooperate, providing information about the best students and graduates. It is difficult to work with training companies, because... they do not have the right to disclose information about people attending training without their consent. But if a personnel employee himself attends various trainings and gets to know potential candidates there, then this method of selecting specialists can be used.

6. You can also find the necessary specialists at specialized exhibitions; usually on the second or third day the expositions are open good managers and specialists. Posing as a client, you can watch them in the process of work.

7. You can contact representatives of other enterprises that are recruiting personnel for themselves and offer to exchange information about candidates.

Since in our country recruitment technologies were not sufficiently developed until recently, it was used and adapted to Russian reality foreign experience. The terminology also came from foreign literature.

In modern practice of external candidate selection, the following technologies are mainly used: screening, recruiting and headhunting. Low-level vacancies are usually filled through screening, mid-level specialists are selected through recruiting, and senior managers and highly qualified specialists are selected through headhunting.

Screening is a “superficial selection”; it is carried out according to formal criteria: education, age, gender, approximate work experience. As a result, having received a mass of resumes, the selection is carried out by the customer himself, and the recruitment agency plays the role of a supplier of relatively suitable candidates.

Recruiting - “in-depth selection”, which takes into account the personal characteristics and business qualities of the applicant, is carried out by a recruiting agency based on a database of candidates and responses to advertisements in the media. The selection result depends on the experience of the recruiter and the content of the candidate database.

Headhunting is a “quality search”, a search for top managers that takes into account the characteristics of the customer’s business, the working environment, the business and personal qualities of the candidate, organized directly - without advertising the vacancy in the media. Most of the candidates are employed and have high salaries. For comparison: if screening and recruiting are “wholesale”, then headhunting is “retail”.

The Association of Personnel Selection Consultants (ARC) has been created in Russia, which indicates the transition of the personnel selection process to a qualitatively new level.

1.3 Organization of selection of applicants for vacant positions

The final selection decision is usually formed at several stages that applicants must go through. At each stage, some applicants are eliminated or they refuse the procedure, accepting other offers. The sequence of these stages can be traced in Appendix 1.

Preliminary selection conversation. Work at this stage can be organized in various ways. Sometimes it is preferable for candidates to come to the HR department or place of work. In such cases, a HR specialist or department head conducts a preliminary conversation with him. At the same time, organizations use general rules conversations aimed at finding out, for example, the level of education of the applicant, assessing his appearance and defining personal qualities. After this, the applicant is sent to the next stage of selection.

Filling out the application form and application form for the position. Applicants who have passed the preliminary selection interview must fill out an application form and questionnaire. The same sequence is usually used by recruiters. The number of questionnaire items should be minimal, and with their help it is necessary to request information that most characterizes the applicant’s labor productivity. The questions may be related to past performance and mindset so that they can be used to make a psychometric assessment of the applicant. Questionnaire items should be formulated in a neutral style and allow for any possible answers, including the possibility of refusing to answer.

Questioning is an important procedure for assessing and selecting applicants. The purpose of the method is twofold. Along with solving the problems of screening out less suitable candidates, a range of factors is determined that need particularly close study based on subsequent methods, as well as sources from which the necessary information can be obtained. Any distortion in the questionnaire is grounds for dismissal of the employee at any time when this becomes clear (the text of the questionnaire usually includes a corresponding indication).

Analysis of personal data in combination with other selection methods reveals the following:

1) compliance of the applicant’s level of education with the minimum qualification requirements;

2) compliance of practical experience with the nature of the position;

3) the presence of other restrictions on the performance of official duties;

4) readiness to accept additional workloads (overtime, business trips);

Basic purpose selection and placement of personnel is the timely and high-quality filling of vacant positions in private security units (VO).

The organization of this work includes three main elements:

· planning of personnel requirements;

· selection of citizens for service (work);

· formation of a reserve of management personnel.

Persons accepted for service (work) in private security units are: voluntary ok citizens Russian Federation, regardless of nationality, gender, social origin, attitude to religion and membership of public associations.

Persons recruited for service in positions of rank and file and command must satisfy the following: requirements:

· age - not younger than 18 and not older than 35 years;

· capable of performing official duties based on their business, personal and moral qualities, education (not lower than average) and state of health;

· did not have or do not have a criminal record;

· are not recognized (by a court decision that has entered into force) as incompetent or partially capable.

Employees and workers of HE departments can be citizens of the Russian Federation who have reached the age of 18 years and are fit for health and business qualities to perform official duties. Citizen can't be hired in the following cases:

· recognition of him as incompetent or with limited legal capacity by a court decision that has entered into legal force;

· the presence of a disease confirmed by the conclusion of a medical organization that prevents him from performing his official duties;

· deprivation of his right to hold positions in the civil service, in local government bodies or to engage in security activities by a court verdict that has entered into legal force;

· whether he has an unexpunged or outstanding criminal record;

· lack of registration at the place of residence.

For a citizen entering service in the internal affairs bodies, a personal guarantee is issued, which consists of a written undertaking from an employee of the internal affairs bodies with at least three years of service that he guarantees that the specified citizen will comply with the restrictions and prohibitions established for employees this Federal Law and others federal laws. The procedure and categories of positions, upon appointment to which a personal guarantee is issued, are determined federal body executive power in the sphere of internal affairs.

The main areas of activity for selecting candidates are:

Informing the population about the procedure for admission to service (work) in internal affairs bodies and the conditions of service (work);

Professional orientation events with the population on issues of service (work) in the internal affairs bodies;

Direct search for candidates;

Initial explanatory interviews (consultations) with the candidate.

The selection of citizens is carried out in four stage: identification of candidates; research of candidates; conducting screening of candidates; evaluation of results and decision-making on hiring candidates for service (job).

Identifying Candidates. The main areas of activity to identify candidates are:

1) informing the population about the procedure for admission and conditions of service (work). It is carried out, as a rule, on the basis of special targeted programs of a comprehensive nature, using radio, television, and periodicals. Their development and implementation are carried out by personnel staff with the participation of interested structural divisions of HE;

2) conducting vocational guidance activities with certain groups of the population on issues of service (work) in higher education departments. They are conducted with students, military personnel, members of youth organizations and sports societies, employees of enterprises (institutions, organizations);

3) direct search for candidates. It provides:

· targeted work on the selection of candidates in educational institutions of secondary and higher education vocational education, military units and military commissariats, labor collectives, employment centers;

· publication of announcements about vacancies for positions in a specific department of higher education, sending requests to educational institutions secondary and higher professional education, to youth and sports organizations (societies), to the command of military units regarding candidates for filling vacant positions in military units;

4) initial explanatory and introductory interviews (consultations) with the candidate.

Researching candidates. It is carried out in two stages: preliminary study; study during the process of medical examination, psychodiagnostic examination, and passing standards for physical training.

A preliminary study of a candidate for a service (job) is carried out by the head of the structural unit in which the candidate is expected to be employed. In the process of preliminary examination of the candidate’s personality, the state of his health, compliance of his existing education and special training with the requirements for the position for which he is accepted, business, personal and moral qualities are determined.

Based on the results of the preliminary study, the head of the structural unit draws up a certificate of the results of the candidate’s study and sends it to the head who has the right to appoint to the position. The latter reviews the received documents and transfers them to the appropriate personnel department to conduct a special check of the candidate and send him to the military medical commission (MMC) to determine suitability for service in the internal affairs department.

The head of the personnel apparatus, having received an order from the boss, who has the right to appoint to a position, to continue studying the candidate (possibility of employment), sends him for a medical examination of the Military Military Commission, a psychodiagnostic examination in psychological diagnostic centers (CPD), organizes the passing of standards for physical training, conducts verification of operational records. Please note that the CPD’s conclusion on the advisability of using a candidate in the proposed position is advisory in nature. If candidates have a history of suicidal behavior (suicide attempts), a tendency to conflict forms of resolving controversial situations, the presence of pronounced manifestations of negative character traits, as well as the presence of close relatives suffering from neuropsychiatric diseases, alcoholism or drug addiction, this information is reflected in the conclusions VVK and TsPD. This category belongs to a high-risk group and the question of their employment is considered after they must undergo a probationary period and repeat psychodiagnostic examination.

Verification of candidates based on operational records and place of residence. Its goal is to clarify episodes of the candidate’s biography, his personality traits, environment and connections, the presence of which limits the degree of his suitability for service or prevents him from being hired. The verification is carried out by using the operational capabilities of the Department of Internal Affairs and counterintelligence agencies of the Russian Federation. For persons recruited for service (work) in military units, four types checks: complete, incomplete, local and additional.

Full The following persons are subject to verification:

· recruited for positions of rank-and-file and commanding personnel, including for study in professional educational institutions of the Ministry of Internal Affairs of Russia;

· hired for positions that require access to state secrets under the first and second forms of access.

Incomplete persons hired by the internal affairs department as workers and employees for positions not related to access to secret work and documents are subject to verification.

Local Persons hired for positions of state civil servants and workers whose activities are not related to access to secret documents and work in the apparatus of security departments (departments) at the internal affairs bodies of the constituent entities of the Federation are subject to verification.

The list of activities carried out for these types of inspections is given in Table 1.

Examination according to operational accounting counterintelligence bodies of the Russian Federation is carried out in relation to persons who, in the event of admission (relocation) to service (work), will be allowed access to information constituting state secrets, participation in operational investigative activities or materials obtained as a result of their implementation, assistance in the preparation and conduct operational-search activities, issuing permits for private detective and security activities or for work related to the protection of important government facilities, valuable cargo, and the operation of facilities that pose an increased environmental hazard.

For persons transferred to the reserve from the Armed Forces (if no more than one year has passed since the dismissal), motivated requests are sent to the directorates and departments of military counterintelligence that promptly service the military units where they served (are serving).

Table 1

Examination at place of residence carried out in relation to the candidate himself by the local police department. The verification materials reflect information about his lifestyle, behavior at home, connections, relationships in the family and with others, character traits, inclinations, interests, reviews of the candidate from his relatives, neighbors, other persons, etc. It is mandatory that the check at the place of residence records information about the candidate being brought to administrative responsibility and being taken to a medical sobering-up center. If the person being inspected has lived in a given area for less than a year, then the specified inspection is carried out at the previous place of residence.

All data obtained as a result of the verification must be carefully reviewed, compared and verified with the application form, CV and certificate of preliminary examination of the candidate. If there are discrepancies, the data will be clarified.

Additional verification of the candidate is carried out if necessary due to newly discovered circumstances related to the biography of the candidate (employee), as well as in the case of hiring persons who previously served in the internal affairs bodies, in other law enforcement agencies. The results of the additional inspection are reflected in the conclusion and attached to the main materials of the inspection.

Upon completion of the study and verification of the candidate, personnel personnel draw up a conclusion on his employment, in which the possibility of admission (or refusal of admission) is justified. The conclusion about the possibility of hiring a candidate for service contains a proposal for appointment to a position or as a trainee according to the position.

Making a decision to hire a candidate. Recruitment of citizens for positions of rank-and-file and commanding staff of military units is carried out:

· by concluding individual contracts;

· by competition;

· through appointment to a position.

The decision to accept a candidate for service (work) in a military unit is made by the chief who has the right to appoint to the position. It is formalized by an order for employment (work) indicating the position to which the candidate is appointed. When appointing a candidate as a trainee by position, the order indicates the duration of the probationary period and determines the mentor.

The order for recruitment or appointment to a position is signed by:

· for persons of middle and senior command - the head of the department (department) of the Military District under the Department of Internal Affairs of the subject of the Federation;

· for employees and private and junior commanding officers - by the head of the relevant military unit.

This order is announced to the citizen against signature no later than three days from the moment it is received by the unit.

If a candidate cannot currently be appointed to a position or as a trainee for a position for reasons that do not impede recruitment, then he is included in the reserve. In this case, the head of the internal affairs department may register him as a freelance police officer in the manner established by the Temporary Instructions for organizing the work of freelance police officers. The study materials for this candidate are stored in the personnel office along with the verification materials and are considered valid for six months.

The results of the selection of personnel for service in the internal affairs department are reflected in annual reports. The results of this work and ways to improve it are discussed annually at operational meetings.

Management reserve is a group of promising employees formed in accordance with the established procedure for their targeted training and subsequent promotion to management positions.

Main tasks formation of the reserve and work with it are:

1) streamlining the mechanism for planning the promotion of employees (career);

2) increasing the efficiency of training of management personnel;

3) timely filling of vacant positions with the most qualified employees;

4) strengthening and stabilizing management personnel, ensuring their continuity;

5) strengthening the democratic principles of resolving personnel issues in the internal affairs department.

At selection candidates for enrollment in the reserve are taken into account:

· results of operational activities, personal and business qualities of the employee;

· age of the employee (taking into account the maximum special rank for the intended position);

· compliance of the employee’s education with the specialties provided for the position expected to be filled;

· experience in the proposed type of activity;

· knowledge of regulatory legal acts regulating the activities of HE departments;

· his state of health.

The number of employees considered for enrollment and included (with the consent of the employee) in the personnel reserve for the relevant position is not limited. An employee may be included in the personnel reserves to fill several positions.

Responsibility for the formation of the reserve, along with the staff of the personnel apparatus, lies directly with the managers, who have the right to appoint employees to the appropriate positions.

Managers must possess certain skills and techniques that allow them to fairly correctly judge candidates for a particular position. Each experienced manager, in the process of work, has developed his own “secrets” and techniques, which, however, often take into account only the interests of a structural unit or department and are not always combined with the interests of private security as a whole. Some managers are reluctant to “outsource” grown, matured employees for more responsible work and keep them in their previous positions, and less capable employees fill vacant positions in management levels. There are also managers who would be more willing to promote employees from their department instead of inviting a more capable person from another department to fill a vacant position.

An order is issued to enroll employees in the promotion reserve. The employee's tenure in the reserve should not exceed three years.

Comprehensive work with the personnel reserve for promotion, control over this work should be the focus of attention of the head of the HE unit to which the transfer of employees enrolled in the reserve is planned. These managers, together with the personnel apparatus, make up individual training programs employees.

An individual program is drawn up for the entire period of an employee’s stay in the reserve, taking into account his theoretical and practical preparedness (Table 2).

Main forms of control work with the personnel reserve are:

· hearing at an operational meeting of managers and personnel personnel about the progress of forming the reserve and working with it, including the implementation by employees enrolled in the reserve of their individual training programs;

· an annual written report from the employee, submitted to the appropriate supervisor, and, if necessary, heard at an operational meeting on the implementation of the individual training program.

Of all types of resources used by an enterprise, labor costs are the most dynamic. As a result, production costs are significantly reduced even with a low share of labor costs. At the same time, enterprises that have achieved a reduction in human labor costs can receive additional income by increasing production volume based on the same technical base.

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What are the most effective recruitment methods? What should you pay attention to when searching and selecting personnel? What employees and workers should you hire?

Hello, dear friend! With you again is one of the authors of the business magazine HeatherBober.ru, Alexander Berezhnov.

Today we are pleased to invite you to the “day open doors” HR employee who will share with you all the secrets of searching and selecting employees who can bring success and prosperity to your company.

Our guest again is Ksenia Borodina, a specialist in personnel selection and hiring.

In one of the previous articles, Ksyusha already told our readers, and today she will help us cover the topic of high-quality personnel selection.

This article is filled with invaluable, practical tips that will help you understand and easily practice the art of finding the right people.

Happy reading!

1. Recruitment: basic concepts and terms

In order for the “personnel issue” in your company to be resolved effectively and competently, it is necessary to approach the matter of personnel selection consistently and professionally.

The phrase “cadres decide everything” belongs to I. Stalin: if we ignore the political aspect, one cannot help but appreciate the wisdom of this statement.

This expression became popularly loved and is widely used to this day.

As a recruiter with 5 years of experience, I can confirm: the well-being of the company, the atmosphere within the team, the development prospects of the company and much more depend on the personnel.

The company's HR department (the term comes from the English "Human Resource" - "human resources") is engaged in personnel selection, taking into account the long-term prospects of the organization's development. Sometimes companies resort to the help of head hunters, which literally translates as “head hunter.”

This is what today they call professional recruitment agents who “lure” already working employees from one company to another on its order, offering best conditions work.

For successful business It is necessary that employees are not only talented in their fields, but also able to work effectively in a team.

Finding qualified personnel is the first thing the head of a new organization has to do.

Recruiting employees is also relevant for an already operating company if there is suddenly a stagnation in work or prospects for expanding the field of activity arise.

To begin with, let me remind you of the meaning of basic terms and concepts.

This will help you understand the terms better.

Recruitment is a targeted effort to attract candidates to the company who have the qualities and skills necessary for the current and long-term needs of the organization. In other words, this is the search, testing and hiring of people who can and want to work, have the competencies and knowledge required by the employer and share the company’s values.
Applicants– persons applying for a vacant position.
Job Description– a document regulating the range of responsibilities and rights of employees, as well as the nature of their official relationships with other employees.
Recruitment agencies– professional organizations that act as intermediaries between a company that needs to find employees and job seekers.

High-quality selection of employees:

increases company profits;
increases labor productivity;
allows the company to develop.

An unprofessional approach to hiring employees is fraught with delays in completing work, a decrease in company income, and disruptions in business processes. Ultimately, you will have to return to the starting point - start searching and spend money and time recruiting new employees. System errors in the selection process - I have observed this in practice - significantly increase the company's costs.

2. Types of recruitment sources

There are two types of recruitment sources: external and internal.

In the first case, personnel are selected from among the employees of the company itself, in the second - at the expense of external resources. It is clear that internal sources are always limited, and it is impossible to completely solve personnel problems with their help.

The most common sources of hiring workers are external. Conventionally, they can be divided into 2 subtypes: budget and expensive.

Inexpensive sources include, for example, government employment services, contacts with universities and colleges. Expensive sources are professional recruitment agencies and media publications.

There are also completely free sources of personnel - Internet sites that publish vacancies and resumes of applicants, for example - HeadHunter, Job, SuperJob.

Even in every major city there are usually several such local sites. Even smaller cities often have their own city websites where you can post job openings.

In addition, organizations can always receive resumes directly from applicants without going through intermediaries.

Practice shows that even in conditions of crisis and unemployment, finding a qualified specialist in any field is not an easy task. Personally, I have repeatedly had to use expensive sources to find the best representatives of the most in-demand professions. However, for positions that do not require special knowledge, the cheapest methods of attracting personnel are usually used.

Types of external sources of personnel selection:

By recommendation. Attracting candidates based on recommendations from relatives, friends and acquaintances of company employees. The oldest method, very effective and more suitable for small organizations. Statistics show that in organizations where the number does not exceed 50-60 people, 40% of new employees enter the service through acquaintances. This approach has a significant drawback - there is a risk of hiring an unqualified specialist.
Direct work with potential employees. Working with “independent” candidates – people searching for work without contacting special services. Such candidates themselves call the company, send their resumes and inquire about vacancies. This is usually due to the firm's leading position in the market. Even if in at the moment the organization does not need such a specialist; his data should be saved in order to be used if necessary.
Advertising in the media. This is the most common way to attract applicants. Advertisements are given in newspapers, on Internet portals, on television, after which the candidates themselves call or come to the company. There are specialized publications and websites focused on a wide range of professions or specific industries. The use of online resources and printed publications is the most effective and popular tool for attracting candidates, however, in order for advertisements to hit the target, the requirements for applicants and their future job functions should be outlined as accurately as possible.
Contacts with universities. Many large corporations working for the future are focused on attracting graduates of educational institutions who do not have full-time practice. To this end, employers hold events at specialized universities or participate in job fairs. Since it is difficult to assess professional skills without work experience, personal characteristics, planning and analysis skills are assessed.
Labor exchanges are state employment centers. A developed state is always interested in increasing the level of employment of citizens. For this purpose, special services are created that have their own databases and work with large companies. The method has a significant disadvantage: not all applicants apply to government agencies for the unemployed.
Recruitment agencies. For last decades recruiting has become an actively developing sector of the economy. Recruitment companies have constantly updated databases and independently search for candidates in accordance with the tasks of customers. For their work, companies charge a substantial remuneration - sometimes up to 50% of the annual salary of the employee they find. There are companies specializing in mass recruitment or, conversely, engaged in “exclusive search” - the selection of executive employees.

The correct selection of external sources ensures success in recruiting competent employees who correspond to the profile of the company and its spirit.

The table shows comparative indicators of recruitment sources:

№	Personnel search methods	Average time spent	Total time
1	Through the media	An advertisement in the newspaper is published after 5-7 days. For electronic media, the period is reduced to the day the announcement is submitted. It takes 5-7 days to process resumes from candidates and preliminary interviews with applicants	6-14 days
2	Through friends and acquaintances	For a full survey of your social circle, 3-5 days are enough	3-5 days
3	Among university graduates	Communication and interaction with employees of relevant university services (5-7 days). Collecting resumes with subsequent processing – another week	2 weeks
4	Inside your own company	To analyze possible candidates from among the employee, 1-2 days are enough	1-2 days
5	Through employment centers	Providing information to responsible employees of Employment Centers – 7 days. Processing of applicants’ resumes – 5-7 days	2 weeks
6	Through free recruitment agencies	Establishing relationships with agency employees – 3 days. Data processing – 7 days	10 days
7	Through recruiting companies	Providing information to company employees – 1 day. Search and selection of candidates for a position by a recruiting agency – 5-10 days	1-2 weeks

3. Basic methods of personnel search

Let's look at the classic and newfangled methods of finding employees. I’ll say right away that experienced HR specialists always combine methods of attracting personnel in their work.

In a number of situations, you can really “keep your head down” and use the recommendations of work colleagues who are looking for a position for their friend or relative. In other cases, a multi-day search for a specialist through specialized recruitment agencies and other paid channels is required.

Let's consider the most effective methods search.

Method 1. Recruiting

Recruiting is a method of selecting employees for common professions. Usually these are specialists at the so-called “line level” - sales agents, ordinary managers, executives, secretaries. Recruiting itself consists of drawing up a competent job description and placement of this description where it will be seen by potential job seekers or recruitment sites. Focus on in this case is done on people who are in the immediate process of searching for a job.

Method 2. Executive Search

Selection of management personnel - heads of departments, company directors, heads of regional divisions. This also includes the search for rare and unique specialists. Unlike recruiting, “exclusive search” involves active actions on the part of the interested company. Typically, this type of employee selection is carried out by specialized recruitment agencies.

Method 3. Headhunting

Literally - “headhunting”. A method of searching for or luring a specific specialist (a recognized master in his field) from one company to another. The methodology is based on the premise that workers top level They don’t look for a job on their own and sometimes don’t even think about changing one. The task of the “hunter” - an employee of a recruitment agency - is to interest the candidate with more favorable conditions or development prospects from a competing organization.

Method 4: Screening

Quick selection of candidates based on formal criteria. Psychological characteristics, motivation, and personality traits are not taken into account during screening: the main criterion for such a search for employees is speed. The screening period takes several days. The technique is used when recruiting secretaries, managers, and sales consultants.

Method 5. Preliminaring

Attracting candidates for positions through practical training of young specialists (graduates of specialized universities). The choice of a future employee presupposes that applicants meet certain psychological and personal qualities.

Preliminary training is aimed at the company's long-term business plan: it is the most promising way to create a strong and productive work community.

4. Recruitment companies - a list of reliable recruitment agencies, an overview of the advantages and disadvantages of using the services of recruiting companies

In my work, I have often had to resort to the services of personnel and recruiting agencies. The method is certainly expensive, but quite effective.

The list of main advantages of working with an intermediary includes:

Availability of a huge database. The average number of resumes in the archives of recruiting agencies is 100,000. True, with today’s Internet capabilities, collecting the required number of applicant profiles from job sites is not difficult. Of this number, only “researched” resumes are really useful - that is, those for which the recruiter contacted the applicant and received permission to use the questionnaire.
Professional and integrated approach to finding employees.
The presence of a standard guarantee - a free replacement of the applicant if he was not suitable for the employer or refused employment. The warranty period is valid for up to six months.

As for such a service from recruitment agencies as an “evaluation interview”, in most cases you should not rely too much on the effectiveness and “exclusivity” of this offer. Recruiting agencies conduct such interviews mainly remotely, and without a personal meeting, a correct assessment of professional and personal qualities is impossible.

The cost of agency services is calculated depending on the complexity of the search and the speed of filling the vacancy. Usually it is a certain percentage of the annual salary of the selected specialist. The market average is 10-30%. Services are paid approximately a week from the date the employee returns to work.

Please pay attention to the fact that due to the wrong approach and lack of proper attention in the field of recruitment, Russian companies are losing hundreds of billions of dollars a year.

Among the disadvantages of searching for employees through agencies is the risk of encountering an unfair approach by recruiting companies to their functions. The result of which is that workplace the “wrong” employee arrives, not having the proper knowledge and qualifications. And this negatively affects the activities of the enterprise and adds headaches and red tape for me, as a personnel officer, with paperwork.

To avoid this, I advise you to pay special attention to the choice of the company with which you want to cooperate. Be sure to study reliable client reviews about the agency’s work, check for guarantees, and evaluate the speed of feedback from company employees.

Here, for your convenience, we have already analyzed several reliable recruitment agencies that will help you find the best employees for your business:

Friendly family(www.f-family.ru) - Moscow
StaffLine(www.staffline.ru) - Moscow
Inter-HR(www.inter-hr.ru) - Moscow
Gardarika(www.gardaricka.com) - St. Petersburg
ANT Group of Companies(www.antgrup.ru) - St. Petersburg

5. Process and stages of searching for company employees

The employee selection process consists of several stages that candidates for a position must go through. At each stage, some applicants are eliminated or they themselves refuse the vacancy, taking advantage of other offers or for other reasons.

Now we will look at the main stages of selection.

Stage 1. Preliminary conversation

The conversation is carried out using various methods. For some positions, it is preferable for the candidate to appear in person at the potential job site; in other cases, a telephone conversation with a HR representative is sufficient. The main goal of the preliminary conversation is to assess the applicant’s level of preparation, his communication skills, and basic personal qualities.

But here it should be remembered that only at the level of visual communication can one get the most accurate idea of the personality of the job applicant. Therefore, now more and more often I conduct preliminary conversations via Skype.

Stage 2. Interview

The extended interview is conducted directly by the HR employee. During the conversation it is important to get detailed information about the candidate and provide him with the opportunity to learn more about his future job responsibilities and the corporate culture of the environment where he will work.

Please note that at this stage it is very important not to make one mistake. You cannot attach importance to personal sympathy for a candidate for a position. You may like a person externally, his behavior and manners are close to you, and you also have common interests in life. Under the influence of emotions and feelings, you are without a doubt sure that a better candidate simply cannot be found and that he, like no one else, will “fit” into the team in the best way. And therefore there is no point in “torturing” him and asking tricky questions.

It is necessary to conduct a full testing of a potential employee, and if on important technical points he does not meet the established requirements, then feel free to refuse him employment.

There are several types of interviews:

Biographical, during which the applicant’s past experience and various aspects of his professional qualities are revealed;
Situational: the applicant is asked to solve practical situations in order to determine his analytical abilities and other qualities;
Structured– the conversation is conducted according to a pre-compiled list of points;
Stressful– is carried out with the aim of testing the applicant’s resistance to stress and his ability to adequately behave in provocative and unusual situations.

Stage 3. Professional testing

Conducting tests and tests to obtain information about the professional skills and abilities of the future employee. The test results will allow you to assess the candidate’s current and potential capabilities and form an opinion about his work style.

It is important to ensure that professional testing issues are relevant and comply with legal requirements.

Step 4: Check your track record

To get a more complete picture of the employee, it is worth talking with his colleagues at his previous place of work. Many people have a bad “professional history”, although the reason for dismissal at work is “on their own”.

Therefore, if possible, it would be good to talk with the applicant’s immediate supervisor to find out the reasons for the employee leaving his previous job, this will improve the quality of personnel selection. It would be a good idea to familiarize yourself with the recommendations, characteristics, incentives and other points of the track record.

Stage 5. Decision making

Based on the results of comparing candidates, the one who best meets professional requirements and fits into the team is determined. When the decision to enroll is made, the candidate is informed about this either orally or in writing. The applicant must be familiar in detail with the nature of the upcoming activity, informed about the working hours, vacations, days off, rules for calculating salaries and bonuses.

Step 6. Filling out the application form

Candidates who have successfully completed the first and second levels fill out an application form and sign employment contract. The number of points in the questionnaire should be minimal: information that clarifies the applicant’s performance and his main qualities is important. The information provided relates to the candidate’s past work, professional skills, and mindset.

Below you can download samples of these three documents relevant for 2016.

This is followed by the official assumption of office. Typically, this term refers to the first working day of a new employee, during which he directly becomes familiar with the procedures and rules of work and begins his job duties.

6. Non-traditional recruitment technologies

Non-traditional personnel selection methods are becoming increasingly relevant. I have compiled a list of the most effective non-traditional ways to hire employees:

Stressful (or shock) interview. The point of such a conversation is to determine the candidate’s resistance to stress. During such an interview, various techniques are used, the purpose of which is to unbalance the interlocutor. For example, the person responsible for the conversation is, to begin with, late for the meeting - by 20-30 minutes or even more. Or you can be dismissive of the candidate’s titles, merits and academic degrees (“MSU is not an authority for us - our cleaning lady graduated from MSU”).
Brainteaser interview. Applicants must answer some intricate or tricky question or solve a complex logic puzzle within a certain time. Typically, such methods are used when selecting creatives, marketers, and programmers.
Use of irritating factors. Such factors are: bright light in the eyes, like during an interrogation in the NKVD, indecent questions, a chair that is too high. The subject can be seated in the center of a circle, around the circumference of which are representatives of the employer.
Personnel selection based on physiognomy. It involves determining a person’s character by his appearance and socionics.

Non-traditional methods allow you to assess the flexibility of a candidate’s thinking, test his intelligence, evaluate his creativity, and finally, test his ability to work under pressure, which is important in a competitive business environment. In some large corporations (in particular, at Microsoft), stress interviews are used mandatory and en masse.