Theoretical aspects of recruitment and selection of personnel. Recruitment, selection and recruitment of personnel Recruitment and selection of personnel

What are the most effective recruiting methods? What should you pay attention to when searching and selecting personnel? What employees and employees should be hired?

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

Today we are pleased to invite you to the “day open doors” an employee of the personnel department who will share with you all the secrets of finding and selecting employees who can bring success and prosperity to your enterprise.

Our guest is Ksenia Borodina, a specialist in recruitment and recruitment.

In one of the previous articles, Ksyusha already told our readers, and today she will help us to reveal the topic of high-quality recruitment.

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

Enjoy 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 recruitment process 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 has become popularly loved and is widely used to this day.

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

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

So today they call professional recruitment agents who “poach” already working employees from one company to another on its order, offering the best working conditions.

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

The search for qualified personnel is the first thing that the head of a new organization has to do.

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

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

This will help you better understand the terms.

Recruitment is a purposeful work 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, it is the search, testing and hiring of people who can and want to work, have the competencies and knowledge necessary for the employer, and share the values ​​of the company.

Applicants- persons applying for a vacant position.

Job description- a document regulating the scope of duties and rights of employees, as well as the nature of their official relationship with other employees.

Recruitment agencies- professional organizations that act as an intermediary between a company that needs to find employees and job seekers.

High-quality selection of employees:

• increases the profits of the company;
• increases labor productivity;
• allows the company to grow.

An unprofessional approach to hiring employees is fraught with disruption of work deadlines, a decrease in company income, and failures in business processes. In the end, you will have to return to the starting point - start searching and spend money and time on recruiting new employees. Systemic errors in the recruitment process - I have observed this in practice - significantly increase the company's costs.

2. Types of recruitment sources

There are two types of sources for recruitment: 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 subspecies: budget and expensive.

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

There are 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 ads.

In addition, organizations can always get resumes directly from job seekers without going through intermediaries.

Practice shows that even in times of crisis and unemployment, finding a qualified narrow 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 sought-after professions. However, for positions that do not require special knowledge, usually use the cheapest methods of attracting staff.

Types of external sources of recruitment:

1. By recommendation. Attracting candidates on the recommendations of relatives, friends and acquaintances of the company's employees. The oldest method, very effective and more suitable for small organizations. Statistics show that in organizations where the number of employees does not exceed 50-60, 40% of new employees enter the service through acquaintances. This approach has a significant drawback - there is a risk of hiring an unqualified specialist.
2. Direct work with potential employees. Work with "independent" candidates - people who are looking for work without contacting special services. Such candidates themselves call the company, send their resumes and are interested in vacancies. Usually this is due to the leading position of the company in the market. Even if the organization does not currently need such a specialist, his data should be stored in order to be used if necessary.
3. Advertising in the media. This is the most common way to attract applicants. Announcements 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 print publications is the most effective and popular tool for attracting candidates, however, in order for ads to hit the target, the requirements for applicants and their future job functions should be stated as accurately as possible.
4. Contacts with universities. Many large corporations working for the future are focused on attracting graduates of educational institutions who do not have a full-fledged 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 without work experience, they are evaluated personal characteristics, planning and analysis skills.
5. 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.
6. Recruitment agencies. Over the past decades, recruiting has become an actively developing branch of the economy. Personnel companies have constantly updated databases and independently search for candidates in accordance with the tasks of customers. For their work, firms take a solid remuneration - sometimes up to 50% of the annual salary of the employee they found. There are companies that specialize in mass recruitment or, conversely, engaged in "exclusive search" - the selection of executives.

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

The table shows the comparative indicators of recruitment sources:

3. Basic methods of personnel search

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

In a number of situations, you can really “not warm your head” and take advantage of 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 narrow specialist is required through specialized recruitment agencies and other paid channels.

Consider the most effective methods search.

Method 1. Recruiting

Recruiting is a method of selecting employees of common professions. Usually these are specialists of the so-called "linear level" - sales agents, ordinary managers, performers, secretaries. Recruiting itself consists in compiling a competent job description and placing this description where it will be seen by potential job seekers or recruitment sites. Emphasis in this case is done on people who are in the immediate process of finding a job.

Method 2. Executive Search

Selection senior staff– heads of departments, directors of companies, 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 recruitment is carried out by specialized recruitment agencies.

Method 3. Headhunting

Literally - "hunting for heads." A method of searching or luring a specific specialist (a recognized master in his field) from one company to another. The methodology is based on the premise that top-level employees do not look for work on their own and sometimes do not even think about changing one. The task of the "hunter" - an employee of a recruitment agency - is to interest the candidate in more favorable conditions or development prospects from a competing organization.

Method 4. Screening

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

Method 5. Preliminaring (preliminaring)

Attracting candidates for the position through the work experience of young professionals (graduates of specialized universities). The choice of a future employee presupposes that applicants meet certain psychological and personal qualities.

Preliminaring 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 repeatedly had to resort to the services of personnel and recruiting agencies. The method is certainly costly, but quite effective.

The main advantages of working with an intermediary include:

• Having a huge database. The average number of resumes in the archives of recruiting agencies is 100,000. True, with today's Internet capabilities, it is not difficult to collect the required number of applicant profiles from job sites. Of this number, only “developed” resumes are really useful - that is, those on which the recruiter got in touch with the applicant and received permission to use the questionnaire.
• Professional and A complex approach to find employees.
• The presence of a standard guarantee is a free replacement of the applicant if he did not fit the employer or he himself refused employment. The warranty period is valid up to six months.

With regard to such a service of 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 mostly 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 closing the vacancy. Usually it is a certain percentage of the annual salary of the selected specialist. Average on the market - 10-30%. Services are paid approximately one week from the day the employee enters work.

I ask you to pay attention to the fact that due to the wrong approach and without proper attention in the field of recruitment Russian companies losing hundreds of billions of dollars a year.

Among the disadvantages of searching for employees through agencies is the risk of encountering an unscrupulous approach of recruiting companies to their functions. The result of which is that workplace comes the “wrong” employee who does not have the proper knowledge and qualifications. And this negatively affects the activities of the enterprise and adds to me, as a personnel officer, a “headache” and red tape 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 work of the agency, check for guarantees, evaluate the speed feedback with company employees.

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

• Friendly family(www.f-family.ru) - Moscow
• staff line(www.staffline.ru) - Moscow
• InterHR(www.inter-hr.ru) - Moscow
• Gardarika(www.gardaricka.com) - St. Petersburg
• ANT group of companies(www.antgrup.ru) - St. Petersburg

5. The process and stages of the search for employees of the company

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

Now we will consider with you the main stages of selection.

Stage 1. Preliminary conversation

The interview is conducted in a variety of ways. For some positions, it is preferable for the candidate to appear in person at a potential job, in other cases, a telephone conversation with a representative of the personnel service is sufficient. The main purpose of the preliminary conversation is to assess the level of preparation of the applicant, his communication skills, 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 seeker. Therefore, now more and more often I have a preliminary conversation on Skype.

Stage 2. Interview

An extended interview is conducted directly by a personnel worker. During the conversation, it is important to get detailed information about the candidate and give him the opportunity to learn more about his future official duties and 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 can not attach importance to personal sympathy for the candidate for the position. You may like a person outwardly, his behavior and manners are close to you, and even you and him have found common interests in life. Under the influence of emotions and feelings, you are no doubt sure that you simply cannot find the best candidate, and 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 carry out a full testing of a potential employee, and if, according to 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 past experience of the applicant and various aspects of his professional qualities are revealed;
• situational: the applicant is invited to solve practical situations in order to clarify his analytical abilities and other qualities;
• structured- the conversation is conducted according to a pre-compiled list of points;
• stressful- is carried out in order to test the applicant's stress resistance and his ability to adequately behave in provocative and non-standard situations.

Stage 3. Professional testing

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

It is important to ensure that the issues of professional testing are relevant and comply with the law.

Stage 4. Checking the track record

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

Therefore, if possible, it will be good to talk with the immediate supervisor of the applicant to find out the reasons for the employee's departure from the previous job, this will improve the quality of recruitment. It will not be superfluous to familiarize yourself with the recommendations, characteristics, promotions and other items of the track record.

Stage 5. Decision making

Based on the results of the comparison of candidates, the one who best meets the professional requirements and fits into the team is determined. When the decision to enroll in the staff is made, the candidate is informed of this either orally or in writing. The applicant must be familiarized in detail with the nature of the forthcoming activity, informed about the working hours, holidays, days off, the 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, a questionnaire and sign an employment contract. The number of items in the questionnaire should be minimal: important information that finds out the performance of the applicant and his main qualities. The information provided relates to the past work, professional skills, mindset of the candidate.

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

The official introduction follows. Usually, this term refers to the first working day of a new employee, during which he directly gets acquainted with the procedure and rules of work and begins his official duties.

6. Non-traditional recruitment technologies

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

1. Stress (or shock) interview. The meaning of such a conversation is to determine the candidate's stress resistance. 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 first late for the meeting - for 20-30 minutes or even more. Or you can neglect the titles, merit and academic degrees candidate (“Moscow State University is not an authority for us - our cleaning lady graduated from Moscow State University”).
2. Brainteaser interview. Applicants need to answer some intricate or tricky question or solve a complex logical puzzle in a certain time. Typically, such methods are used when selecting creatives, marketers, programmers.
3. The use of irritants. Such factors are: a bright light in the eyes, as during interrogation in the NKVD, indecent questions, too high a chair. The subject can be seated in the center of a circle, around the circumference of which are representatives of the employer.
4. Selection of personnel on the basis of physiognomy. It involves determining the character of a person by his appearance and socionics.

Non-traditional methods allow you to evaluate the flexibility of a candidate's thinking, test his intelligence, evaluate his ability to be creative, and finally, test his ability to work under pressure, which is important in a competitive business environment. In some large corporations (in particular, Microsoft), stress interviews are used on a mandatory and massive basis.

The modern labor market is in a state of development: new vacancies and professions are emerging, the conditions and circumstances of hiring are changing, the requirements of employers and the needs of job seekers are changing.

Personnel - a relatively new phenomenon. It takes place through the emergence of large organizations, the expansion of successful enterprises and an increase in demand for reliable employees.

What does the concept of "mass recruitment" mean?

This term refers to the process of searching, selecting and hiring a large number of employees for the same or similar positions. Mass recruitment has several distinguishing features, which make it possible to identify and formulate the specifics of this type of activity:

• The set must be completed within a certain period of time.
• A large number of similar vacancies.
• Attracting large human resources.
• An impressive budget.

Selection in such conditions is also characterized by scale, efficiency and work with huge amounts of information.

Taking on mass recruiting, professionals are aware that there is a specific date for the completion of staffing. Therefore, they pay maximum attention to the development of detailed work plans and the correct distribution of upcoming costs.

Who is involved in large-scale recruiting

As a rule, large companies are interested in the mass recruitment of workers, which require employees of all levels to work: hypermarkets, chain stores and catering establishments, training centers with large quantity branches, banking institutions, manufacturing enterprises and many others.

Typically, such companies have their own department or service involved in attracting new employees. The use of their resources is justified by the fact that personnel officers are perfectly familiar with the scope of the enterprise, with its atmosphere and procedures. Therefore, it is logical to assume that they will be able to assess candidates more accurately and succinctly, understand their needs and explain their future responsibilities to them.

The recruitment agency is involved in cases where the employees of the enterprise cannot cope with the volume of work on their own due to insufficient staff size, lack of time, experience or qualifications.

Separate nuances of the process

A large number of new vacancies that need to be filled is associated with the processing of a huge number of applications and questionnaires from applicants. Each company has its own recruitment system, but they all have some common features.

Mass recruiters perform primary sorting of resumes (paper and email), evaluate candidates by phone and draw preliminary conclusions. Applicants are selected based on the created unified set of criteria.

At the next stages, with candidates who have passed the initial assessment and selection, group meetings are held, and then individual interviews. As a result, such a recruitment process is a rather large-scale project, in which almost all personnel specialists are involved. The decision to hire freelancers is made in order to release some of their employees and ensure the normal operation of the enterprise in other areas (solution of personnel issues not related to these events).

The recruitment agency provides a variety of services: from the direct search for candidates to the distribution of promotional materials.

In list important issues, which are decided by the company's management, there is also the allocation of resources (human and financial) for the organization of training for newcomers and their adaptation to working conditions.

Mass recruitment: algorithm and methodology

At the first stage, all employees involved in the search and hiring of new employees draw up a plan of their actions. Of course, there are no such systems that would suit absolutely all companies, so the following is a simplified version of the algorithm that every recruiter uses to one degree or another:

1. Determining the positions and number of employees to be found.
2. Specifying clear deadlines when employees should already go to work.
3. Project budget limit.
4. Determination of the ideal and real portraits of the candidate.
5. An indication of the average salary, which is determined after monitoring similar vacancies.
6. Preparation of formalized criteria characterizing specific types of vacancies.
7. Conducting an advertising campaign to attract potentially interested applicants.
8. Conducting initial screening and individual interviews.
9. Provide escort for newly hired employees.

In the following paragraphs, the steps that enable mass recruitment will be described in more detail.

Separate aspects of the advertising campaign

In order for promotional events to be successful and money not wasted, they must be organized by a person who is able to draw up a clear action plan, is familiar with the main communication channels and understands the primary and main selection criteria for personnel.

First, HR specialists determine the characteristics of the target audience, which will be targeted by mass recruitment tools. Among the most effective ways impact on the audience can be listed:

• PR-actions with the participation of promoters.
• Distribution of flyers and leaflets.
• Presentations.
• Participation in job fairs.
• Placement of various materials in print and online publications (ads, videos, viral news).

Advertising procedure

When undertaking advertising activities, one should take into account the company's reputation in the market. In case of insufficient popularity or unsatisfactory reputation, the formation of a favorable image may require additional financial injections.

And, of course, one should not lose sight of such an important stage as determining the requirements for candidates and drawing up an application. The specific document “Application for recruitment”, together with the description of the vacancy, contains information not only about the professional, but also about the personal qualities of the desired employee.

Work with the flow of applicants

This stage, without exaggeration, can be called the most time-consuming. Depending on how many people and what employees are required to work in the company, specialists conducting the selection of candidates have to study and process from several dozen to several hundred questionnaires.

At the same time, compliance with deadlines and timeliness is one of the main values. In addition, the quality of the incoming stream requires careful attention. It can be optimized by focusing only on working with the target audience. By gradually narrowing it down and weeding out unsuitable candidates, the recruiter achieves an improvement in the average performance of applicants.

When informing the audience, care should be taken to evenly distribute the peaks of incoming calls, as well as provide for periodic updates of advertising messages.

General presentations: how and why they are held

Candidates for the replacement of free workers who have responded to the disseminated advertising information are invited for personal communication. However, they are usually grouped into small groups.

Strictly speaking, the presentation should be attributed to the advertising campaign, as it is its continuation. Here the employer talks about the company, its history and value system. It also highlights the stated goals and tasks to be performed. The most important part of the presentation is a more detailed description of the manager about the vacancies.

Being present at such an event, the applicant can ask questions that have arisen, and the manager has the opportunity to get to know him better.

Questionnaire stage

Those candidates who are satisfied with the conditions proposed by the company move to the next level. In an effort to save time and at the same time get the most reliable results, employers use a variety of methods:

• Questioning.
• Testing.
• Different types of business games and educational trainings.

All of these techniques are designed to quickly and efficiently filter the incoming flow of candidates. Techniques that cope with this task can be called really effective.

Selection personnel using a questionnaire is convenient for comparing the key characteristics of candidates, and testing reveals their skills, potential and abilities.

Other ways to get information

Conducting business games and trainings can provide the maximum amount of information about the applicant. Analyzing this data, an experienced specialist can form an idea of ​​who the candidate is and what he breathes. Given the rush mode in which mass recruiting often takes place, a quick study of the personal and professional qualities of candidates becomes the key to the success of the entire campaign.

Processing the results, specialists apply a point-based assessment, or scoring.

When conducting an interview, the recruiter does not set out to deeply assess the personality and professionalism of applicants. Often, the duration of the meeting is a quarter of an hour, and this time allows you to complete the collection of data on the candidate, check the documents necessary for hiring and clarify clarifying questions.

How to identify potentially unscrupulous employees

Many enterprises are ready to hire very young employees, even those who do not have work experience. However, in this case, the employer does not have the opportunity to check the reliability of the candidate. You can find out how serious the applicant’s intentions are by asking a simple question: “What do you need this job for?” The way a person answers, what exactly and how confidently he says, perfectly characterizes him.

The problem for managers is the abuse of alcohol among staff. Often this phenomenon is common among unskilled workers (loaders, handymen, builders) or among the lower levels of personnel.

There are effective and efficient methods for detecting this addiction: the Michigan alcohol screening test, the methods of Poltavets and Zavyalov.

Final stage

The latest in a series of events in mass recruiting is the training and adaptation of those candidates who have successfully passed previous tests. The selection of applicants is also carried out here, however, its scale is much smaller.

Candidates are taught to comply with the current regulations and procedures of the organization, familiarize themselves with the standards. If necessary, the employing company uses external training centers for better or specialized training of personnel. Some enterprises, taking care of maintaining the recruited staff, use the support method: for a short time, the beginner is advised by an experienced worker. Its purpose is to maintain confidence in the right choice of company.

Security checks and medical examinations are becoming common practice. An additional interview with the immediate supervisor may also be scheduled.

Ministry of Sports and Tourism of the Republic of Belarus

educational institution

"Belarusian State University

physical culture"

Department of Social and Humanitarian Disciplines in Tourism and Hospitality

COURSE WORK

"PERSONNEL MANAGEMENT. SELECTION AND RECRUITMENT"

Executor: 3rd year student

TiG, gr.434, Dubovik I.K.

Supervisor:

department teacher

Mikheeva Ekaterina Anatolievna

Content

• Introduction
• 1.1 Search for applicants
• 1.2 Selection technology
• Chapter 3
• 3.2 Recommendations for improving the system of selection and recruitment of personnel in the GPU "NP "Narochansky"
• Conclusion
• List of sources used
• Applications

Introduction

Until recently, company leaders paid great attention to improving financial management, while personnel management receded into the background. At present, the efficiency of business in general and the tourism business in particular is directly related to the opportunities for improving the work of staff.

Given the important role that tourism plays in our modern life, it is developing at a rapid pace. The specifics of the tourism sector is such that it is the work of people and for people. There is constant contact between people. Therefore, the quality of the tourist product depends on how qualified, sociable, friendly and open the staff of a tourist organization will be.

In foreign and domestic practice, a scientifically based system of personnel selection is becoming widespread. Selection and hiring of personnel is one of the most important stages of personnel policy. It determines the composition of the team, the atmosphere in the team, and hence the overall results of the company. Therefore, the chosen topic is very relevant at the moment.

The writing of this term paper made it possible to get acquainted in more detail with the theoretical aspects of personnel management, the basic principles, stages and methods of personnel selection and the features of personnel selection both in the tourism business as a whole and on the example of a single organization - the GPU "NP" Narochansky ". This is one of the largest environmental institutions in our country and the main supplier of tourist services in the Naroch Territory.It was this fact that aroused our interest in the personnel selection procedure in this organization.

Target work: study of the selection and hiring of personnel in the GPU NP "Narochansky" and recommendations for improving this process.

Tasks that need to be solved to achieve the presented goal:

1. Study and analyze the scientific and methodological literature, as well as theoretical aspects personnel management, in general, and recruitment in the field of tourism in particular;

2. To analyze the activities of the GPU "NP "Narochansky", to investigate and analyze the existing system of selection and recruitment of personnel;

When writing a term paper, the following research methods were used: observation, literature analysis, document analysis, information synthesis, interviews with leaders.

When writing the work, the following information sources were used - legislative acts of the Republic of Belarus, as well as educational and methodological literature.

Chapter 1. Personnel management as an integral part of organization management

1.1 Search for applicants

The work of any organization is inevitably connected with the need for staffing. The recruitment and selection of new employees not only ensure the normal functioning of the organization, but also lay the foundation for its future success. The quality of human resources, their contribution to the achievement of the organization's goals, as well as the quality of products or services provided, largely depend on how effectively the work is done in these areas of personnel management.

According to Article 41 of the Constitution of the Republic of Belarus, a citizen has the right to choose a profession, occupation and work in accordance with his vocation, abilities, education, professional training. At the same time, it is very important that the position occupied corresponds to the abilities and professional qualities of the applicant. Both the employer and the applicant are interested in this. In the first case, such an employee can bring economic benefits to the employer, because. all duties assigned to him will be carried out qualitatively. In the second case, it brings moral and material satisfaction to the employee.

Staff - is the staff of the organization labor activity on the basis of a contractual relationship with the employer. The part of the staff that is on the staff of the organization is called personnel. Personnel work consists in creating the necessary reserve of candidates for all positions and specialties, from which the organization selects the most suitable employees for it. It is necessary to take into account the difference between cash labor force and future need for it. This takes into account factors such as retirement, turnover, layoffs due to the expiration of the contract of employment, expansion of the scope of the organization.

The recruitment process includes the following steps:

The search for applicants is usually carried out from external and internal sources.

Most organizations prefer to recruit primarily within their organization. Promoting your employees is cheaper. The capabilities of their employees are known; it reduces the time for collecting information; characteristics of applicants will be more reliable; in addition, it increases their interest, improves morale and strengthens the attachment of employees of the organization.

External sources of recruitment include:

· Search in personnel databases (websites) of the Internet.

· Filing an advertisement for a vacancy in the media: placement in a newspaper, magazine, radio, television, most often cable.

· Appeal to regional employment centers. Regional employment centers can assist in the selection of qualified workers listed in the data bank, training, retraining and advanced training of personnel and laid-off workers, as well as placing in the media information about the enterprise's need for personnel.

· Appeal to recruiting, personnel agencies. In this case, the most important are, first of all, the conscientiousness and professionalism of the specialists working in it, as well as the name of the agency, its fame and rating. It is important that employees of recruitment agencies have their own methods of finding out the needs of the client, since often the customer either does not have a very good idea of ​​who he needs, or cannot really explain. Sometimes it can be more effective to apply to different agencies, because some are strong, for example, in the search for managerial or secretarial positions, others for technical, still others for personnel for the service sector, etc. For the correct setting of the task, the agency needs to give a detailed professional portrait of the required specialist and familiarize the agency with the corporate culture of the enterprise in which the candidate is selected. It is important to prioritize your requirements for the candidate: for example, an excellent knowledge of a foreign language is required, and the age "framework" can be revised. With the specialists of the agency, you can agree on ways to identify certain qualities of a candidate.

· Distribution of announcements about vacancies in mailboxes and on the streets. This method can give good results when looking for candidates for some others, but, of course, not for "key" positions in the organization.

· Applications for graduates of educational institutions. Some companies prefer to grow cadres from university graduates, investing money, knowledge, and time in them. This often justifies itself, because young people are more flexible in accepting a new corporate culture for them, they are energetic, creative, and you can grow excellent specialists out of them. But failures are also possible if the learning and development abilities of candidates are not well defined.

· Informing friends about vacancies. The disadvantage of this method is the limited choice, since it is unlikely that everyone has many acquaintances looking for a job, moreover, professionals in the desired field. The advantage is that you can get first-hand information and recommendations about the candidate, as they say. It is only necessary to correctly approach the selection of information.

recruitment recruitment management

· "Leasing" of personnel. Companies use various methods reducing personnel costs while maintaining the highest possible quality of work of employees. Recruiting agencies offer a relatively new service in our country - personnel leasing, although from a legal point of view this term is incorrect. A recruiting agency concludes an employment contract with an employee on its own behalf, and then sends it to work, in any company. This can be documented, for example, as a business trip.

"Leasing" allows you to control the budget of the company and regulate the staffing (especially when their hard limits are set). A recruiting company can take over the enrollment of an employee in its staff and registration with him labor relations, maintenance of a work book, calculation and payment of salaries, settlements with funds. This package can be supplemented by life and health insurance of an employee, provision of temporary staff for periods of vacation and illness of full-time employees, and other services. In addition, the "leasing" of personnel allows companies represented by the agency to have a qualified intermediary in relations with labor and tax inspectorates.

Participation in job fairs. This method of selection of candidates is practiced, as a rule, in large cities.

HR specialists in job advertisements should provide applicants with only the most important information containing information about the organization: the name of the organization, its location, the size of the enterprise, the number of employees, management style. On the work: the causes of vacancies, the range of tasks, the competence of the applicant, the possibility of development. Evaluation criteria for the applicant's personality: professional training, personal character traits, professional qualities, special knowledge, abilities, professional experience. Advantages and benefits of the organization: salary, working hours, recruitment system, other benefits. Information about the conditions of admission: the deadline for admission, the necessary documents for admission, the address of the enterprise.

Both external and internal recruitment sources have their advantages and disadvantages. Them comparative analysis presented in table 1.1.

Table 1.1

Comparison of recruitment sources

Therefore, the HR manager must choose the right source of recruitment in order to new employee brought the greatest possible benefit to the organization and to maintain a favorable climate within the team.

Thus, we see that in service personnel managers there are a large number of sources of replenishment of the staff of the organization. Based on the current situation and the needs for personnel, an employee of the personnel service can contact employment centers or Internet personnel databases. If there is a need for highly qualified personnel, it is best to contact a recruitment agency. When the leader wants an influx of young professionals "educated" in the spirit of the organization, it is advisable to apply in educational establishments. In any case, the reliability of the selected sources must be taken into account.

1.2 Selection technology

Successful enterprises are interested in highly qualified personnel working in their staff, therefore, they take the selection of applicants very seriously. For example, to collect reliable information, the manager goes to the previous place of work of the applicant and conducts a conversation with a number of his former colleagues. This makes it possible to learn both about his professional qualities and about his personal ones. Of course, this is a costly way to search for personnel, but it is quite effective - with a positive decision to accept this applicant for a job, the errors are no more than 5%.

After studying the personal data submitted by the candidates and making a decision to invite the candidate for an interview, the most crucial period (moment) for personnel services begins - the period of personnel selection.

To select, it is necessary to compare. For comparison, a certain system of evaluation is needed. In many cases, employees are selected primarily on the basis of their education. But this does not always allow you to achieve the desired result. The level, nature and quality of education should be taken into account along with other requirements for a specific position, specific job.

In addition, it is necessary to determine the "preparedness" and "readiness" of a specialist for activity. Preparedness is considered as the presence of a specialist in personal qualities, theoretical knowledge, practical skills and abilities, allowing at any time to successfully solve the tasks facing him and perform functional duties. readiness specialist - in a narrow sense as a state of mobilization of all psycho-physiological systems of a person that ensure the effective implementation of certain actions, and in a broad sense as a set of professionally determined requirements for a person.

At the disposal of the personnel department there are a lot of selection methods that can be used in a given situation to select the right candidate.

In order for the employee selection system to be effective, only reliable (reliable) and justified (valid) methods should be used.

The selection process usually consists of several steps (stages). Moreover, the stages themselves can line up in different sequences: for example, first the employer can get to know the candidate by phone and only then will be able to see his documents or, conversely, first read the resume and then talk to him in person. Some steps may be omitted. In general, these steps are as follows:

1. Analysis of the submitted documents.

2. Preliminary conversation (by phone or in person) in order to get acquainted with the candidate. At this stage, you can learn more about his education, work experience, get an idea of ​​​​communication skills.

3. Familiarization with the resume of the candidate and / or filling out the questionnaire. Usually, the questionnaire includes questions of a personal nature (Appendix 1) related to previous jobs, education, and hobbies. Often there are questions aimed at determining the level of self-esteem, attitudes towards various phenomena of social life, etc.

4. Interview. Interviewing a candidate, to some extent structured and formalized, can be conducted orally or in writing.

Effective recruitment interview takes place according to a certain pattern and is very similar to the structure of commercial negotiations.

First round of the interview:

establishing contact. At the same time, the interviewer (recruiter, interviewer) needs to create a favorable impression of the company, enable the candidate to relieve anxiety and behave appropriately.

Second round of the interview:

This short story about the company, the specifics of the business, the main tasks of this position, the reason for the vacancy.

Third round of the interview:

interview in the traditional sense of the word. The candidate is invited to answer a number of questions, situational tasks are offered, etc. On average, 0.5 - 1 hour is enough for an effective interview, but occasionally it can last 1.5 - 2 hours. At this most important stage of the interview, there are several aspects to consider:

a. Methods should be varied, each assumption should be checked by the employer 3-4 times using different methods.

b. You should rotate the topics of questions, which will minimize the likelihood of receiving socially desirable answers.

c. Questions should be asked at a fast pace and the interviewer should have the initiative.

d. The process of recording information received at the interview, if it is carried out, should be organized in such a way that the candidate does not see what the interviewer is writing down, and at the same time the interviewer should have time to write down while the candidate is speaking and not pause between questions.

e. Don't ask too many biographical questions. Most of this information is reflected in the summary. It should also be taken into account that the candidate always prepares for such questions in advance and the interviewer runs the risk of receiving socially desirable answers.

f. You should also not fully plan the interview script in advance: based on the answers and behavior of the candidate, you need to be ready for improvisation.

At the fourth stage of the interview:

give the candidate the opportunity to ask questions. An acceptable option is when the candidate asks a moderate number of questions (3 - 5) related to the content of the job, relationships in the team, the level of responsibility, the specifics of the business, and also raises questions related to the compensation package.

At the fifth stage of the interview (final):

it is necessary to agree on an algorithm for continuing mutual actions. At the same time, the employer is expected that, on his initiative, the approximate terms for making a decision on this candidate, the expected number of additional rounds of the interview and their purpose, and the procedure for obtaining a response will be specified.

When interviewing a candidate for a position, it is important to understand that the analysis is based not only on his verbal answers to questions. Should be compared nonverbal behavior and verbal, in order to identify coincidences or contradictions.

One way to conduct an interview is the CASE interview, or the Case Interview. The method under consideration is based on the construction of certain situations and the proposal to the interviewee to describe the model of his behavior or way out of this situation.

The candidate in the interview situation tries to give the so-called socially desirable answers, i.e. shows what behavior he considers socially correct. This is where you can evaluate how these representations correspond to the values ​​of the organization, the accepted behavior patterns, as well as the work that the candidate will perform.

5. Testing (psychological, psychophysiological, professional, intellectual), tests. In each case, a special testing program (the so-called "test battery") is developed, corresponding to a specific vacancy. Testing can be individual or as part of a group, carried out on one day or over several.

One of the blocks of tests are tests for the execution of a sample of work. There are two main forms (types) of such tests. The first type are tests designed for candidates with work experience and aimed at determining the basic skills required to perform a particular job. The second type is learning aptitude tests, suitable in cases where candidates do not have experience related to the performance of the job they are applying for.

Unlike sample work tests used to select experienced workers, learning tests are primarily aimed at identifying how a candidate with no work experience is able to learn. The main difference between the Sample Work Test and the Learnability Test is that the latter has cycles of structured and supervised learning. Instructors demonstrate how the task is to be carried out while giving standard instructions; Questions from candidates are welcome. Candidates then try the task and their attempts are scored against a checklist that takes into account both the progress (i.e. the number of errors) and the result of the work (i.e. the finished product).

Psychological testing. In practice, when selecting personnel, two main types of psychological tests are used: tests of cognitive abilities and personality questionnaires. Cognitive tests make it possible to assess intellectual abilities: such as the G. Eysenck questionnaire, the Cattell test, the Sternberg test (STAT), etc.

Personality questionnaires are mainly designed to identify the propensity of people to behave in certain situations in a certain way. These are the Thomas questionnaire, tests for self-actualization (CAT), tests for the ability to work in a team, tests for conflict and stress resistance.

To date, modern projective methods have been widely used: the Luscher test, the Rorschach test, the TAT (thematic apperceptive test), as well as various methods for studying the products of human creativity (drawing a person, a tree, a house, etc.).

Projective tests are based on the interpretation of the individual's responses to seemingly neutral questions and reactions to situations that allow for multiple interpretations when perceived by the subject. Based on these reactions, the researcher tries to understand the deep essence, mental characteristics of the personality (for example, to reveal the system of personal meanings, the structure of motivation, etc.). The subject projects his thoughts and feelings onto the test picture (hence the name of the tests - projective). Projective techniques make it possible to identify the managerial potential of the individual, determine the level of anxiety of the candidate, identify dominant needs, a tendency to conflict, etc.

Among the projective methods, the most popular Rorschach test. In it, the subject is presented for interpretation with pictures with abstract images-spots of various configurations and colors (resembling ink blots). Based on what the subject sees in these blots, his hidden attitudes, motives, character traits are diagnosed.

Luscher test allows you to explore the personality of the employee by analyzing his subjective preferences when choosing color stimuli. In the original, the stimulus material is represented by 73 cards of different colors; in domestic psychodiagnostics, a simplified test technique is common, using eight primary colors. Each color is assigned a specific meaning. The order in which colors are chosen is important: the first colors chosen express the explicit goals of the individual's activity and ways to achieve them, the latter - suppressed, repressed aspirations.

A modern employer is interested not only in how well an accountant can count or how many articles of the law a lawyer knows by heart. Now HR is looking for witty and out-of-the-box thinkers. And for this they go to a variety of tricks: a potential employee may be offered to solve a puzzle, demonstrate their musical skills, and even wash the floors.

An important role in the selection of a new employee is played by appearance applicant. How neatly he is dressed, his demeanor when talking, the pace of speech, vocabulary. The tourism sector is based on close communication and interaction of people, so speech should be intelligible and clear. Both excessive talkativeness and laconicism are excluded.

6. Analysis of test results and making a conclusion on professional suitability. At this stage, the results of assessments of the previous stages are carefully analyzed and conclusions are prepared on the professional suitability of candidates for all qualities, including personal ones.

7. Making a hiring decision. At this stage of selection, the personnel management service, together with the leadership of the unit and department where the employee is to be admitted, analyzes and compares the results of the professional selection of all applicants for this position who have passed the required selection stages.

The best method for the final selection of applicants is considered to be sequential removal from the list of the worst candidates until a small number of the most suitable in the main requirements remain, with which further work is carried out. Quantitatively, the selection process is characterized by its coefficient. The selection coefficient is equal to the ratio of the number of selected persons to the number of applicants. Already at its value of ½, the choice becomes difficult; on the other hand, the lower it is, the more selective the organization can behave.

In some cases, it is advisable to hold a competition in an organization to fill a vacant position, which involves the procedure for filling it on the basis of elections (administration, organization council, commission).

8. Preparation of a draft employment contract. In case of a positive decision on hiring, the employee is informed of the list of required documents (Appendix 2). The date of discussion of the draft labor contract is agreed with him. By this date, on the basis of a standard employment contract, a project is drawn up, taking into account all the features of a particular position, which receives the approval of the head of the unit.

9. Conclusion of an employment contract. Labor relations in the Republic of Belarus are regulated by labor legislation. The main legislative act on labor is the Labor Code, as well as Decree of the President of the Republic of Belarus dated 07/26/1999 N 29 (as amended on 05/28/2008) "On additional measures to improve labor relations, strengthen labor and performance discipline", Law of the Republic of Belarus dated 15 June 2006 "On the employment of the population of the Republic of Belarus" and a number of other normative legal acts.

Employers in Belarus have the right to conclude an employment contract with employees for an indefinite period. The procedure for concluding and terminating an employment contract is established by Chapter 2 of the Labor Code.

Also, the employer can conclude a contract with an employee, the minimum period of which is 1 year, the maximum period is 5 years.

Contract - an employment contract concluded in writing for a period specified in it, containing features in comparison with the general norms of labor legislation and providing for a specific minimum compensation for the deterioration of the legal status of an employee.

Thus, we see that the search, selection and hiring the right workers it is a complex and multi-step process. Most managers in the selection of personnel rely on their intuition and life experience. For those who have well-developed intuitive thinking, this helps. However, subjectively, the view of a manager who uses only these resources can do him a disservice. And any experience is from the past, and the actions of a subordinate must be calculated for the future. In this regard, specially developed and repeatedly tested diagnostic methods can become indispensable. Of the above methods, the biographical one is the most accessible, because it does not require special psychological skills or the presence of a full-time psychologist in the organization. It is enough to carefully analyze the documents submitted by the candidate: resume, questionnaire, autobiography, eyewitness accounts.

Another integral method of the selection procedure is the interview. With a competent interview, the employee of the personnel service has the internal potential of the candidate, his focus on success, preferences, and simply evaluate external data.

The psychometric method is more complex than those described above. It requires special skills, knowledge in the field of psychology. With this method mono open some of the hidden side of the applicants. The presence of which sometimes even the subjects themselves do not know. You can find out about the suitability of the candidate to perform a particular job. The results of psychometric measurements can be used not only for selection, but also for the correct placement of personnel within the team.

Therefore, in the personnel service there should be specialists with sufficient knowledge in this area. They must know the specifics of the selection of the necessary personnel, possess skills in the field of psychology, and clearly know the current legislation.

Chapter 2

2.1 Basic information about the GPU "NP "Narochansky"

For a practical consideration of the methods of selection of personnel, we went to the GPU "NP" Narochansky ". It was created by Decree of the President of the Republic of Belarus on July 28, 1999 No. territories General Director Korzhov Vasily Vasilyevich.

The state nature conservation institution "National Park" Narochansky "is located in the northwestern part of the Minsk region. On the territory of the Myadel district. Only 4% of the park is located on the territory of the Vileika, Postavy and Smorgon districts. The length of the National Park from north to south is 34 km, from the west to the east - 59 km The administration is located in the resort village of Naroch, Myadel district, Minsk region.The total area of ​​the National Park is 97.3 thousand hectares.

Due to the fact that the territory of the National Park belongs to specially protected areas where economic activity is limited or completely prohibited (reserved zone), an experimental forestry farm "Myadel" with a total area of ​​52 thousand . ha, which is a structural subdivision of the National Park "Narochansky". Thus, the area of ​​​​the park's land, together with ELOH "Myadel", is 117.8 thousand hectares.

To maintain the status of a protected area in the National Park, functional zones with the appropriate regime have been established:

· protected area, in which the presence of unauthorized persons without appropriate permission is prohibited;

· regulated use zone where haymaking, grazing, gathering of mushrooms and berries, amateur fishing and other types of nature management for the needs of the National Park and the population living on its territory are allowed in specially designated areas. Reforestation, organized tourism and excursions and other activities that do not contradict the intended purpose of the zone are also allowed;

· recreational area, which is designed to accommodate facilities and facilities for sanatorium treatment, tourism and recreation of the population, as well as for holding cultural events. Within the boundaries of the National Park, this zone includes seasonal and year-round health-improving and tourist facilities, recreational areas: beaches, forests, parks, meadows, edges - places where a large number of vacationers are concentrated;

· economic zone, which is allocated for the placement and operation of buildings and structures, the implementation of industrial, economic, trade, economic, tourism, agricultural and other activities that do not contradict the goals and objectives of the National Park.

The number of employees is 1024 people. The National Park provides accommodation services, excursion services, organizes hunting and fishing tours, transportation services. Forestries offer services to the population in the preparation of firewood. Woodworking shops "Servach" and "Konstantinovo" provide woodworking services.

In the structure of the organization there is a department for tourism and excursions. Its number is 7 people. It is this department that organizes tourist services. Its specialists are developing new routes both within the National Park and outside it. The institution owns several hotel modules on the territory of forest areas, where hunting tours are organized, which are very popular with guests from near and far abroad. The organization of these tours is also the responsibility of the tourism department. In addition, the park owns several hotels and guest houses, accommodation in which requires coordination, which is also handled by the tourism and excursions department.

1.2 Studying the methods of working with personnel in the GPU "NP "Narochansky"

Personnel in the tourism sector are especially highly engaged in their work. In the minds of consumers, employees of a tourism organization are inextricably linked with the services they provide. It is very important to find the "right" people who will only strengthen the prestige of the enterprise.

The selection of personnel in the GPU "NP "Narochansky" is carried out by the Deputy General Director for ideological work Vasilevich Natalya Nikolaevna, who is directly subordinate to the personnel department. We turned to her in order to study some components of the personnel policy regarding the selection and hiring of employees.

Natalya Nikolaevna has been in this position for 9 years already and, according to her, the selection criteria have undoubtedly changed over time. It cannot be said that they have become tougher, they have simply become different. After all, the tourist department of the National Park is nothing more than the former tourist bureau "Naroch" that simply became part of it as a structural unit. It is clear that with the reorganization, both working conditions and requirements have changed, so some of the workers remained, some left, and young workers took their place.

There is no staff turnover in the organization. Thanks to the correct personnel policy and motivation system, employees do not seek to change their place of work. If a valuable employee has reached retirement age, he is given the opportunity to continue working. The organization is doing serious work to study the movement of personnel. Based on the existing personnel of the enterprise, monitoring of expected vacancies until 2020 was carried out. An action plan has been developed to improve the system for recruiting and placing personnel, attracting and retaining young specialists (Appendix 3). This applies not only to the tourism department, but to the entire organization as a whole. Both the achievement of retirement age by people and the education received by employees on their own are taken into account. After all, if a person working in accounting receives a pedagogical education, then it is clear that he does this in order to change his job.

To replenish the staff of the organization, both external and internal sources are used. Job advertisements appear in local media, as well as on the official website of the organization. Applicants for leadership positions are selected within the organization. To do this, the company has a reserve for promotion to higher positions. It includes 32 employees. It is almost impossible to come from the street to a leadership position in the National Park. In addition, providing employees with linear growth is part of the personnel policy of the organization. A case is opened for each reservist, where they are: his profile, an objective description and his reports on the work done, various developments. Of course, this takes some time, but after studying these documents, you can make the best decision on the appointment of an employee to a managerial position.

As for the requirements for candidates for a vacancy in the tourism department, there are no such strict requirements, there are preferences. The first thing an applicant should have is a desire to work, an interest in it. A person must be sociable and it is desirable to be a graduate of the Faculty of History or Biology. This follows from the specifics of the work of the National Park. The tourism department of the organization has developed and is still developing many ecological routes and knowledge of biology is recommended. Any young specialist who has come will undergo an internship for a period of three months. For this period, a contract is concluded with him. During this time, he can consolidate his theoretical knowledge in practice, learn something new, necessary in further work. Judging by the results of the internship, a decision is made to conclude a contract with him or to refuse.

An interesting fact is that in general, when applying for a job, there are no age and gender restrictions in the organization. The only position in the tourism department is that of a tour guide, for which preference is given to men.

The fact is that express polls are periodically conducted among tourists. And since women are more mobile than men, therefore, most of the travelers are the fair sex. And of course, they are very pleased when the tour is conducted by a gallant and pleasant man. But this is just a subjective female opinion.

As for the authority to make a final decision on the admission of a particular candidate, they belong to to CEO, he endorses the entire application. Due to his employment, he does not have the opportunity to engage in selection personally. Therefore, the responsibility for selection rests with Natalya Nikolaevna. Vasily Vasilyevich fully trusts her opinion. If she has any doubts or it is problematic to determine the competence of the applicant due to the lack of specific knowledge, the general director conducts the conversation.

Having studied the documentation and having a conversation, we can safely say. That the organization cherishes and cares about its workforce. The management understands that it is economically beneficial for the enterprise.

The personnel service of the National Park has developed comprehensive plan training and advanced training of personnel (Appendix 4). Firstly, as far as possible, non-resident employees are provided with housing, which, you will agree, is not unimportant these days. Secondly, employees have the opportunity for training and retraining. Thirdly, all employees receive full social package including health insurance.

If we talk about corporate culture, we can say the following. All sorts of traditions are developed and take root over the years. The leadership of the National Park is trying to rally the team at some corporate events, such as the Day of the National Park, on March 8, men arrange a big holiday, but the team is very large and it is quite problematic to rally it. According to Natalya Nikolaevna, everyone who talks about the corporate spirit in large teams is a little disingenuous. After all, it is very difficult to find common interests in a team of more than 1000 people. It is very difficult to unite such a large number of people. Of course, there are small informal groups in the organization, as in any team, each of them has its own traditions.

As a result of the interview (APPENDIX 5) we can see that the selection criteria are not very strict. The article "Ladder up" of the magazine "Tourism business" No. 12 for 2010 indicates the requirements for the personnel of a travel company with their degree of importance in points (from 1 to 5). In the comparative table 2.1, you can see how the requirements in the State Institution "NP "Narochansky" correspond to the requirements of the specified specialists.

Table 2.1.

Comparative table of requirements for the personnel of a travel company

As we can see, the demands placed on the staff of the National Park are key. It can be expected that workers selected in this way will bring tangible benefits to the organization. After all, if an employee knows that the company is interested in his services, provides an opportunity to learn new technologies and appreciates his work, efficiency will increase. This will undoubtedly affect the success of not only the employee himself, but also the success of the organization as a whole.

For the sake of completeness of the study, in addition to the travel agency of the State Budgetary Institution "NP" Narochansky ", the SOK "Priozerny" and the travel agency "Nara-OchTravel" were studied for the content of their vacancies and requirements for candidates. personnel service, in the travel agency "Nara-OchTravel" - director due to limited staff. In contrast to the State Pedagogical Directorate "NP "Narochansky", among the mandatory parameters in the vacancy, the age range of candidates is indicated. Profile education is mandatory - sometimes employees with higher education in various other specialties are hired, skills in working with specific software products. Employers also require work experience, as a rule , from one year.Sometimes indicate the presence of knowledge of foreign languages ​​and mass trends.Personal and business qualities usually fade into the background.

Thus, after studying the technology of personnel selection in tourism profile organizations, we can conclude that there is no single line in the selection. Each organization has its own requirements for candidates. If the GPU "NP "Narochanskoye" is ready to spend time and money to teach the applicant the specifics of work, to give the opportunity to adapt and prove himself over this period, then other organizations studied prefer to immediately receive a ready-made specialist. In our opinion, the employee "brought up" in the organization It will be difficult to lure such a specialist to another company, which will reduce the cost of finding and training a new employee.

3.1 Conclusions on the work of the personnel service in the GPU "NP "Narochansky"

In the course of writing this work, we studied the theoretical issues of selection and recruitment of personnel. The methodological literature in this area of ​​personnel management was studied.

Study of this issue in practice, we carried out in the National Park "Narochansky". Judging by the fact that the GPU "NP "Narochansky" has been flourishing in the market for almost fifteen years, the staff of this organization employs employees who love their work and are interested in success, and, therefore, serious painstaking work is being done to select personnel. A great merit in this, of course belongs to top management.

Personnel needs planning is the initial stage of the staffing process and is based on data on available and planned jobs, a plan for carrying out organizational and technical measures, staffing and a plan for filling vacancies. The organization carried out monitoring of expected vacancies until 2020, which takes into account both the expected retirement, and the receipt by employees of education not related to this activity, probable maternity leave.

As we could see, the personnel department of the organization does not impose strict requirements on applicants. One of the main ones is active life position and a desire to succeed. Of course, the specifics of the organization dictates the condition for having a certain education, but due to the fact that in the process of environmental and economic activities, the enterprise solves diverse tasks, any knowledge is applied.

A feature of the personnel policy of the National Park is that, unlike other organizations under study, it prefers to "grow" an employee on its own, and not to get a ready-made one. "Growing" of its specialists gives the company a number of advantages. First, you get employees loyal to the company. Secondly, in the process of study, employees acquire those skills, that specialization that they really need to most effectively solve the tasks assigned to them. Thirdly, the possibility of moving up the career ladder, thanks to continuous improvement, greatly increases the motivation of employees, "forcing" them to work with full dedication.

But it is not enough to recruit qualified personnel, it is necessary to create comfortable conditions for work. And this is an ergonomic workplace, equipped with everything necessary, and a favorable socio-psychological climate in the team. And a flexible system of fair motivation.

In the National Park, when selecting personnel, they do not conduct psychological tests for conflict, but when you get into the team, you immediately feel the atmosphere of attention and goodwill.

Among the positive aspects of the personnel policy, we will also include the presence of a personnel reserve for leadership positions. Each active ambitious employee is given the opportunity for career growth. In this regard, serious work is being done in the National Park. All achievements of each reservist are taken into account. They conduct separate cases, which makes it possible, if necessary, to analyze the available information and make a rational decision. This is a good incentive for young professionals to work with full dedication. After all, if a person is sure that all his efforts and work will be appreciated according to their merits, then he will show good results in his work. This in turn will have a positive effect on the organization as a whole.

In order to avoid staff turnover, the organization sends its employees for training for retraining or advanced training. Each employee knows that if the organization does not currently need his services in a particular profession, he will be sent to training, where he will receive a new qualification that is needed at the moment. This provides stability for workers who are in difficult economic conditions important.

In general, we assess the work with personnel in the National Park as satisfactory. The organization values ​​the existing employees. A close-knit team is the key to the successful functioning of the enterprise. The presence of own housing stock for nonresident employees is an additional factor in retaining the most valuable employees in your state. The management of the National Park understands that retaining an existing employee is more cost-effective than finding and adapting a new one. Despite this, I would like to make a few recommendations.

Despite the positive assessment of personnel work in the National Park, we would like to give a few recommendations.

Firstly, when selecting personnel for the department of tourism and excursions, introduce a mandatory requirement - knowledge of a foreign language. The national park organizes tours for guests from both near and far abroad. Therefore, knowledge of a foreign language should become a mandatory criterion in the selection of a new employee.

Secondly, to put into practice the conduct of psychological tests. Until now, when choosing a new employee, intuitive decisions were made. In our opinion, when selecting, it is important to use a system of methods aimed at determining with the maximum degree of accuracy how the candidate meets the requirements of the position and the needs of the organization. Tests for self-actualization, for behavior in conflict situation will help to reveal some psychological points that in the future may interfere with successful work in this team.

For employees of the tourism and excursions department, it would be important to conduct tests for Creative skills or creativity. When conducting such tests, it is possible to identify abilities that could not be manifested in ordinary life.

Due to the fact that organizations willingly hire young professionals without work experience, it is advisable to introduce learning tests, which will avoid the mistake of accepting an "undesirable employee" into the staff.

Thus, we see that the hiring policy is different in different firms and depends, as a rule, on the value system adopted here. For almost fifteen years of successful activity of the National Park, certain principles have developed in relation to personnel policy. A system of values ​​has developed. At the enterprise in question, people are hired according to certain criteria developed by experience. Employees involved in the recruitment of personnel for their enterprise not only know recruitment methods and other types of work with personnel, but also successfully apply them in practice. The positive dynamics of the company's development indicates that the personnel policy is being pursued in the right direction.

Similar Documents

Essence, principles, efficiency assessment and current trends in personnel selection. Analysis of labor force indicators and personnel selection technology at DEP-100, as well as recommendations for eliminating shortcomings and improving the personnel selection process.

term paper, added 09/16/2010


Concepts and methods of selection and selection of personnel. Description of the main stages of the personnel selection process. Analysis of the personnel selection system at ZAO Medtronics. Description of the financial and economic activity of enterprise. Personnel management system.

term paper, added 02/25/2011


Methods of selection and evaluation of personnel in hiring. Organization of the process of selection of candidates for a vacant position. Personnel assessment and selection system for hiring in OAO "Gazprom". Development efficient technology selection of personnel in the organization.

term paper, added 09/05/2015


The place of personnel selection in the personnel management system, basic personnel technologies. Peculiarities of the process of recruitment and selection of personnel in Kommash LLC. Analysis of the effectiveness of the current personnel selection process, proposals for its improvement.

term paper, added 05/23/2012


Disclosure of the essence and assessment of the significance of the selection and selection of personnel as elements of enterprise management. Study of recruitment methods. Description of the elements of personnel management in OOO "Anchor". Efficiency of recruitment and selection of personnel in Ankor LLC.

thesis, added 08/29/2012


Analysis of the sources of personnel attraction. The main stages of building a personnel selection system. Phone interviews, conducting interviews with the best candidates. Checking the recommendations and the data presented in the summary. Methods of personnel selection at enterprises.

control work, added 05/07/2009


Determination of personnel selection according to V. Dyatlov. Characteristics of the main stages of selection and selection of personnel. Analysis of the organizational structure of CJSC "Medtronics": personnel selection procedure, use of questionnaires. Features of the personnel policy of the enterprise.

thesis, added 05/13/2012


Principles, criteria, methods of recruitment and selection of personnel. Analysis of the personnel management system of CJSC Design Plus. Features of the correct recruitment and selection of personnel. The main types of personnel recruitment costs. Steps in hiring a new employee.

term paper, added 03/27/2016


Study of personnel indicators and the effectiveness of the applied methods of selection and selection of personnel in LLC "Business Top". An idea of ​​the strengths and weaknesses of the selection and hiring of specialists in the enterprise. Distribution of personnel by length of service.

thesis, added 12/24/2016


Goals and objectives of personnel selection during hiring. Selection methods: questionnaires, interviews, testing, assessment centers, resumes. Analysis of the organizational aspects of the personnel selection system on the example of the administration of the municipal district "Olovyanninsky district".

Job responsibilities:

responsibilities;

legal responsibility.

Qualification card:

employee education;

length of service in the relevant position before being hired by the OS;

belonging to the floor;

profession and qualifications.

Competence map:

technology for the implementation of the employee's professional skills in a particular area;

personal qualities of the employee;

temperament;

leader quality;

sociability;

adaptation technology in the team;

nationality;

religious affiliation.

2. Attracting candidates.

Attracting candidates to the OS can be carried out as follows:

Search within the OS.

Selection with the help of employees.

Recruitment with the help of self-appearing candidates.

State and private agencies.

Internet.

Work in universities of the city.

Personnel selection.

The selection of personnel in the OS may include:

Primary selection.

Interview.

Making inquiries about a potential client.

Interview with the head of the structural unit.

Tests.

Making a hiring decision.

Recruitment is a series of activities aimed at attracting candidates who have the qualities necessary to achieve the goals set by the organization. Personnel management begins with recruitment.

Hiring technology.

• 1. Determining the need for personnel (enterprise development strategy)
• 1.1. quantitative need
• 1.2. quality need
• 2. Development of a profile of requirements for a future employee
• 3. Calculation of the number of personnel as a whole, taking into account the long-term provision of the organization with personnel.
• 4. Forming a recruiting organization
• 4.1. Hiring to match or looking for "new blood"
• 4.2. Current job or long-term career
• 4.3. Hiring trained or being trained
• 5. Identification of the field of interest profile in the labor market. The choice between external and internal sources recruitment (marketing)
• 6. formation of the list of applicants
• 6.1. Determination of the optimal number of recruits
• 6.2. Recruitment itself (identification of target groups of job seekers, development of advertisements, selection of channels for attracting candidates)
• 7. Conducting the selection procedure
• 7.1. "Wide" selection
• 7.2. "Narrow" selection - test + interview
• 8. Analysis of the effectiveness of selection (justification of the choice made)

The concept of recruitment and selection of personnel.

Sources of recruitment.

Recruitment is a series of activities aimed at attracting candidates with the qualities necessary to achieve the goals set by the organization.

The recruitment consists in creating the necessary reserve of candidates for all positions and specialties, from which the organization selects the most suitable employees for it. The amount of recruitment work required is largely determined by the difference between the available labor force and the future need for it. This takes into account factors such as retirement, turnover, layoffs due to the expiration of the contract of employment, expansion of the scope of the organization.

To the means external set include: publishing advertisements in newspapers and professional magazines, contacting employment agencies and management firms, sending contracted people to special courses at colleges.

Most organizations prefer to recruit primarily within their organization. Promoting your employees is cheaper. In addition, it increases their interest, improves morale and strengthens the attachment of employees to the firm. A possible disadvantage of the approach to solving the problem only through internal reserves is that new people with fresh views do not enter the organization, which can lead to stagnation.

A popular method of recruiting through internal reserves is to send out information about an opening vacancy with an invitation to qualified employees. Some organizations have a practice of notifying all their employees of any open position, which gives them the opportunity to apply before outsiders are considered. An excellent method is also to ask your employees to recommend their friends and acquaintances for work.

Recruitment includes:

1. Requirements for a candidate for a position. For these purposes, the following can be worked out in advance: job descriptions, a qualification card, a competence card.

Job responsibilities are a kind of functional characteristics of the workplace and regulate the procedure for the employee to perform duties, for the results of which he is responsible to the line manager.

Job responsibilities:

• - rights;
• - responsibilities;
• - legal responsibility.

In practice: the general block - for what it is responsible, the private block - what it is obliged to do.

Job responsibilities are made by the line manager, the head of the line manager recommends certain positions; signed by the line manager.

Qualification card:

It is compiled in advance in the OS for a specific position, this is a document that reflects some parameters. It includes:

• - employee education;
• - work experience in the relevant position before being hired by the OS;
• - age;
• - belonging to the floor;
• - profession and qualifications.

Send your good work in the knowledge base is simple. Use the form below

Students, graduate students, young scientists who use the knowledge base in their studies and work will be very grateful to you.

Similar Documents

Recruitment as the creation of a reserve of potential candidates. Types of sources of attraction and recruitment methods. Personnel selection as the main technology of personnel management, its principles and criteria. Reliability and validity of selection methods.

term paper, added 03/13/2009


Basic concepts of business evaluation and personnel selection. Objectives of the recruitment process. Selection of candidates for a vacant position, promotion, for enrollment in the reserve, reductions, training. Methods for assessing the business and personal qualities of candidates.

test, added 12/08/2012


Recruitment as the creation of a reserve of potential candidates. Personnel selection as a selection from a reserve created during recruitment. Methods of professional testing when hiring. Recruitment cost-benefit analysis. Assessment of the recruitment process.

term paper, added 11/22/2012


The concept and features of the recruitment and selection of personnel in the organization. Advantages and disadvantages of internal and external sources of attracting employees. Organization of the process of selection of candidates for a vacant position. Improving the technology of personnel selection.

term paper, added 05/16/2015


Engagement of staff. Sources of staff recruitment. recruitment methods. Personnel selection. Principles and criteria for selection. Selection and reception of personnel. Strengthening the personnel potential of organizations. Conditions for promotion to higher positions.

term paper, added 11/29/2006


Recruitment and selection as the initial stage in the process of working with personnel. The main stages of the recruitment stage. Personnel selection: primary collection of information about applicants; interview; surveys and recruitment tests. The effectiveness of personnel selection methods.

term paper, added 02/15/2010


Determining the need for staff. Planning and optimizing the number of personnel in LLC "Virs". Evaluation of labor resources. Selection and recruitment methods. Selection of personnel of the organization through the prism of socionics. Consulting services.

thesis, added 13.02.2003


A systematic approach to the organization of personnel selection, the principles of professiography and its importance in this process. The main stages and methods of personnel selection: planning, selection of candidates. Measures to improve the personnel selection system of Mantra LLC.

term paper, added 11/08/2013