Modern methods of recruitment: standard and non-standard methods. So, the main methods for selecting candidates

Introduction ……………………………………………………………………………2

Chapter 1. Methodological methods of recruiting and selecting personnel.

1.1. Sources of recruitment organization……………………………………5

1.2. Selection of candidates and factors influencing it……………………………8

1.3. Selection criteria……………………………………………………………..11

1.4. Methodology for competitive recruitment of personnel into an organization…………………14

Chapter 2. Research methods of personnel selection.

2.1 General overview of methods…………………..…………………………………24

2.2 Preliminary selection conversation…………………………………….25

2.3 Filling out the application form and autobiographical form…………...27

2.4 Hiring conversation……………………………………………………………...29

2.5 Recruitment tests………………………………………………………………………………...37

2.7 Medical examination……………………………………………………………......42

2.8 Reliability and validity of selection methods………………………44

CONCLUSION …………………………………………………………………...46

Bibliography ……………………………………………..48

INTRODUCTION.

Resolving personnel issues in the conditions of market relations and the labor market becomes especially important, since the social status of the worker, the nature of his relationship to labor and the conditions for the sale of labor change. In these conditions, the head of an enterprise must, in his decisions, proceed from the fact that human potential manifests itself under favorable conditions for the employee. and his abilities in performing work and solving problems, including problematic ones, depend on many qualitative indicators that characterize him as an individual and a specialist. The human resource management system must be comprehensive and built on the concept that the workforce is viewed as a non-renewable resource or human capital.

One of the important activities of managers in human resource management is hiring. The task of attracting personnel is to ensure that the net need for personnel is covered in qualitative and quantitative terms, taking into account place and time, as well as to effectively connect the nature of the tasks being solved by the enterprise with the human nature of the workers performing this task. Although many managers, when hiring, focus primarily on where a person previously worked, often receiving this information from a personal conversation or work record book, there are certain technologies for personnel support that are successfully used in world practice. They involve two different activities: recruitment and selection. Before an organization offers a job to anyone, it must find people who would like it. This is what recruitment is all about - creating the necessary reserve of candidates for all positions, from which the most suitable employees will then be selected. That is, hence the main task of personnel selection is to select the most suitable candidates from the reserve created during recruitment. In this case, numerous forms and selection methods are used with the help of which firms and organizations select the people most suitable for them. Personnel selection is important in human resource management, since the future activities of the organization largely depend on it, because only with qualified personnel will they be able to achieve the best results and assigned tasks.

RELEVANCE OF THE SELECTED TOPIC. Recently, there has been a tendency to reduce interest and attention to labor problems, analysis of the state and prospects for the development of labor activity, although assessing the state of affairs in the sphere of labor is a necessary condition for the correct choice of direction and methods in the implementation of measures to improve the economy.

PROBLEM STUDYED. In recent years, an employee has turned from an “annoying but necessary item of expense” into the main source of profit. Within this income, a person has begun to be considered as the most important element, and the costs of paying for his labor, training and retraining, advanced training, and creating favorable operating conditions - as a special type of investment.

In any case, it is obvious that the employee’s wishes alone are not enough for successful career development, even if they take the form of a well-thought-out plan. To move up the hierarchical ladder, you need professional skills, knowledge, experience, perseverance and a certain element of luck.

OBJECT AND SUBJECT. Establishing the initial level of parameters characterizing the qualifications of employees, using tests that assess knowledge and skills.

GOAL OF THE WORK identify and justify modern methods of recruitment and selection of personnel.

HYPOTHYSIS. The methodology of competitive recruitment of personnel into the organization contributes to:

· increasing the prestige of the position;

· attracting a large number of candidates;

· increasing the objectivity of hiring decisions;

· democratization and openness of the sphere of personnel management;

· introduction of new HR technologies;

· formation of teams;

· intensification of the collection of personal information for planning work with hired candidates.

TASKS of this work are:

· identifying the role of selection in hiring a position;

· study of the selection process;

· analysis of the selection principle.

WAYS FOR SOLVING THESE PROBLEMS are special tests and interviews, a conversation with a candidate for a position, testing as a personnel selection.

ELEMENTS OF NOVELTY– consist in developing a methodology for competitive selection of personnel for a fast food organization.

Chapter 1. Methodological methods of recruiting and selecting personnel.

1 .1. Sources of recruitment organization .

The main task when hiring personnel is to meet the demand for workers in qualitative and quantitative terms. In this case, the question should be answered: where and when will workers be needed?

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.

When an organization needs to hire new employees, two questions arise: where to look for potential employees and how to notify future employees about available jobs? There are two possible sources of recruitment: internal (from the organization’s employees) and external (from people previously unrelated to the organization).

The advantages and disadvantages of internal and external sources of personnel attraction are given in table. 1:

Advantages and disadvantages of internal and external sources of personnel attraction.

Hiring personnel from internal sources largely depends on the personnel policy of the organization’s administration as a whole. Wise use of existing human resources can enable an organization to dispense with new recruitment.

The success of any company depends almost 100% on the competence, talent and dedication of its employees. And for any manager, finding exactly such personnel is worth its weight in gold. The search and selection of employees must be approached comprehensively, taking into account all the features of a particular field of activity. This article will be useful to both employers and job seekers. The former will be able to glean useful information about ways to test the competence of applicants, and the latter will become familiar in advance with what they can expect at the interview.

Where to look for applicants for the position?

Before the selection begins, it is necessary to select several candidates who will go through all the competitive stages. Different companies prefer different search methods. And often several methods are used at once. The main ones:

1. Advertisements on job search sites. This method is perhaps the most common, and every company has resorted to it more than once. There are now a lot of sites where candidates leave their resumes and employers leave information about vacancies. For example, Superjob.ru, Hh.ru, Rabota.ru and others.

2. Advertisements in print media. In the Internet era, this method has almost sunk into oblivion. Although such newspapers still exist, which means that someone still finds work and employees this way.

3. Recruitment agencies and labor exchanges. Searching through recruitment agencies is the most expensive method, both for candidates and for employers. Recruitment agencies work efficiently, but charge fees for their services, often considerable. There are labor exchanges, also known as employment centers, in every city, but in most cases they can help in finding low-skilled labor.

4. Social networks. For example, the social network LinkedIn is aimed primarily at professional communication between its members. There, there is often an exchange of professional experience, including the search for suitable employees in your company. Other social networks, which were not created for such purposes, also provide a lot of opportunities to both find a job and find employees - professional communities, groups with posts about job searches, etc.

5. Search within the organization. Many large companies prefer to first look for a candidate for an open vacancy among existing employees, and then move on to other methods. If we are talking about high and responsible positions, then this approach is very reasonable - an employee already working in this company knows it well from the inside.

6. Search in educational institutions. Some companies are happy to hire a capable and talented university graduate, even without experience. Training, internship, testing - and now you already have an employee who is perfectly prepared for work. Of course, here we are talking rather about the lowest positions in the company, but which nevertheless require professional training.

Now let's move on to analyzing specific methods for selecting personnel among existing applicants.

Traditional personnel selection techniques

These methods are the most common ways to determine whether a candidate is suitable for a given position. There is no need to talk about their effectiveness - thousands of companies use just such approaches to hiring.

1. Summary.

HR managers of almost all companies want to see a candidate’s resume before he comes for an interview. A resume can tell you a lot: where the applicant studied, what professional experience he has, what awards he has earned, what human qualities he has, and, ultimately, whether he can write correctly. There is only one downside to a resume - the candidate composes it at his own discretion, and some data may be unreliable or exaggerated. And he probably won’t talk about “black spots” in his professional career and life. Therefore, hiring decisions are rarely made based on resume analysis alone.

2. Interview.

An interview is a confrontation between the company manager and the applicant. A professional personnel officer will always be able to find out all the necessary information about a candidate in a short time and evaluate him as a potential employee. You can prepare for an interview, but a job applicant cannot always know 100% what questions will be asked. This is the advantage of interviews. Most often, applicants are asked questions about their professional background, interests and their vision of themselves in a given company. In some cases, we may talk about the health status of the applicant if this may affect the quality of the work he performs.

Managers can use different forms of interviews: someone conducts it in a strictly formal form (question and answer), someone prepares only sketches of questions, and in the process the conversation can turn into an almost friendly conversation with jokes and lyrical digressions.

Recently, Skype interviews have become popular. In terms of saving time, this is beneficial for both parties. Employers most often conduct Skype interviews when there are a large number of candidates, and they need to weed out those who are definitely not suitable, even based on a superficial analysis. With the rest, personal conversations are carried out in the future.

3. Questionnaire.

Before the interview, the candidate can be asked to fill out a questionnaire, the questions of which may be different. It usually begins with passport data: last name, first name, patronymic, date and place of birth. Questions about education, previous places of work, participation in various projects are also often encountered. In addition, the questionnaire may describe various life and work situations and offer several options for resolving them, from which the applicant must choose one (as he would do). Based on this data, the manager will already be able to draw some conclusions about the candidate.

4. Testing.

This method was one of the first to be used in personnel selection, then there was a decline in its popularity, and recently it has come back into fashion again. A test is a test of a candidate's abilities. What tests are there?

- intelligence tests. Such tests are not tied to a specific profession, but help to identify the general level of intelligence and mental abilities of a person;

- tests for professional knowledge. With their help, it is determined how well the candidate understands this specialization and is ready to perform the tasks assigned to this position. Such tests may recall the years of study at the university, when the test required the correct allocation of resources for the efficient operation of the enterprise or the balance of debits and credits;

- psychological tests. The answers of such a test cannot be correct or incorrect, unlike the two previous types. The psychological test is aimed at identifying various personal qualities of a person - leadership abilities, ability to work in a team, temperament, ambitions, subconscious fears, hidden abilities, etc. The results of such testing can only be processed and deciphered by a psychologist.

5. Assessment centers.

Of the traditional methods, it is considered the most inaccurate. The assessment of candidates is carried out by special organizations, which invite them to participate in any business games, group discussions on a given topic, or perform special thinking exercises, as a result of which the professional and psychological qualities of the individual will be analyzed.

Non-traditional personnel selection techniques

More and more companies are striving for creativity even in personnel selection. Non-standard methods, which are described below, are quite controversial regarding their effectiveness, however, they also have a right to life. Most often, such methods are used by domestic companies as experiments, because they cannot provide objective information about the candidate.

1. Stressful interview.

The company deliberately sets up unpleasant situations for the candidate in order to evaluate how the applicant behaves in unusual circumstances, how he knows how to control himself, and how he solves problems that suddenly arise. For example, a candidate was assigned an interview time of 13:00, he arrives on time, but is informed that the manager is still busy and needs to wait. And he begins to wait - half an hour passes, an hour, two hours. Some will sit quietly all this time, while others will get nervous and “pump up their license.”

Another option for deliberately creating stress for a candidate is sudden and very strange questions during a routine interview. For example, “What positions do trolleybus drivers most often sleep in?” or “how and to whom to quickly sell a baby rhinoceros”. When answering such absurd questions, reaction speed and creative thinking are assessed.

2. Brainteaser interview.

During such an interview, the goal is to determine the logical thinking and intelligence of the candidate. Questions, just like during a stressful interview, may be unexpected and strange, however, they all have logical answers. For example, how to cut a pie into eight pieces using three cuts. This can be done, and the candidate will be able to find the right solution if he thinks a little. Some questions may not have only one correct answer. For example, how many soccer balls can fit in this room. Having approximately estimated the size of a soccer ball and the size of a given room, you can give an answer through mathematical calculations. Of course, he will not claim accuracy, but it will show how much logical thinking the applicant has.

3. Physiognomy and graphology.

These methods are aimed at identifying qualities and personality type. In the case of physiognomy, conclusions are made based on the analysis of a person’s facial features and facial expressions, and graphology - analysis of handwriting. Such methods of personnel selection are a little strange for our country, and most people will most likely perceive it as something frivolous. For example, in France, the graphology method is used as a traditional way of assessing candidates.

The list of unconventional methods can be continued: socionics, fingerprint research... But still, you should not be seriously guided by their results in the personnel selection process, place the main emphasis on traditional methods.

HR services use various methods of personnel selection in their activities. For example, when selecting new employees in American companies, they use the method of psychological analysis; for this, the following documents are required from the candidate: a questionnaire filled out at home; handwritten application letter (at least 15 lines); photographs (frontal and profile). HR specialists analyze photographs using physiognomic tables containing 198 individual signs. The questionnaire and letter of application of a candidate for a position are subject, first of all, to graphological analysis, during which 238 signs are identified to characterize the personal parameters of the applicant. The questionnaire contains 140 questions, the answers to which are analyzed not so much by content, but from the point of view of style and nature of presentation, where the candidate’s personality traits involuntarily appear. When selecting workers using this method, under a plausible pretext, entrepreneurs reject up to 80% of applicants.

In most foreign companies, each candidate is comprehensively analyzed. It takes up to 48 man-hours to select one candidate in Japan, and up to 16-18 in the USA. There is a widely developed network of special assessment centers with qualified staff and modern equipment, and numerous psychological tests have been developed. When hiring, less attention is paid to the formal knowledge of the candidate, and more to his human and business qualities. The most serious inquiries are made about each candidate at his previous place of work. In Japan, for example, when hiring a university graduate, company representatives talk to his former professors.

The most common methods for evaluating personnel in Japanese corporations are the following.

1. Study of the biography, where the main aspects of the analysis are:
family relationships;
nature of education;
physical development;
main needs and interests;
features of intelligence;
sociability.

2. Personal file data, which is a kind of dossier where personal data and information obtained on the basis of annual assessments are entered. According to the personal file, the progress of the employee’s personality development is traced, on the basis of which conclusions are drawn about his prospects.
3. Expert assessments to determine the abilities and personal qualities of a manager or candidate for nomination. They are carried out on the basis of processing special questionnaires that are filled out for the person being assessed by superior managers, subordinates and himself (tripartite personnel assessment). Typically, the questionnaire form contains the following data:
abilities (identification of professional qualities necessary to perform the main functions of management: the ability to make decisions, plan, organize people, control the activities of subordinates);
work experience (compliance or non-compliance with the position held; quality of professional activity; aspiration for the future, plan for career advancement);
development (to assess character traits and improve them).

The questionnaire lists 24 character traits: perseverance, optimism, rudeness, secrecy, talkativeness, diligence, etc.
4. Completing written assignments: developing a project, preparing a business letter, writing a report, etc. The test taker either submits the completed task to a commission of experts for subsequent verification, or immediately after writing the work, reports it to the examiners.
5. Oral examinations, which usually take the form of interviews, interviews, group discussions. As a rule, their topics are production problems typical for the position occupied by the subject.

Recently, in industrialized countries, graphological bureaus have become widespread, which analyze the professional and personal qualities of workers based on their handwriting. For example, in the USA there are already hundreds of such bureaus, and they have turned into a real branch of business. The most reputable companies and government agencies trust graphologists, based on just a few lines handwritten by candidates for high positions, to determine their aspirations, degree of self-control and initiative, and thereby the likelihood of success or the danger of an unsuccessful choice. Graphological analysis is for corporations and firms the simplest, cheapest and, most importantly, the most accurate method of selection than traditional psychological tests.

In many Japanese and Western companies, when vacancies appear in the management apparatus, an internal competition for filling the position is first announced (among its employees) and only in case of negative results are outside specialists invited to participate in the competition. This improves the moral climate in the team and strengthens faith in their organization. Much attention is paid to working with reserves. All large companies have so-called movement matrices, which reflect the current position of each manager, his possible movements and the degree of readiness to take the next position (ready to take immediately; will be ready in a year; will be ready in two years, but for this it is necessary to improve his qualifications in such and such areas, etc.).

The most important element of personnel management is the movement of managers. Correct, targeted relocation allows not only to ensure the employee’s suitability for the position, but also to overcome stagnation and conservatism in thinking. In the management practice of developed countries, there are at least three types of transfers of managers: firstly, promotion (or demotion) in position with an expansion (or narrowing) of the range of job responsibilities, an increase (decrease) in rights and an increase (decrease) in the level of activity; secondly, an increase in the level of qualifications, accompanied by the assignment of more complex tasks to the manager and not entailing a promotion, but accompanied by an increase in salary; thirdly, a change in the range of tasks and responsibilities that is not caused by advanced training and does not entail a promotion in position and an increase in salary (rotation). This type of rotation leads to broadening one's horizons, increasing and expanding managerial qualifications and, ultimately, to job growth. This type of movement is especially typical for Japan.

In recent years, assessment procedures have changed significantly: employees themselves are increasingly involved in them. Research conducted at the General Electric Corporation revealed that about 90% of managers and 86% of subordinates believe that self-assessment must be taken into account as an integral part of the assessment as a whole. This, according to the respondents, will increase its efficiency, involve employees in the management process, and the assessment itself will cease to be only an expression of the opinions of managers.

Methods for selecting management personnel and their improvement are today the focus of management theory and practice. A survey of managers of a number of corporations showed that an interview is a universal means of assessing the business and personal qualities of a manager. Appointment to a leadership position based on reviews and recommendations is also of significant interest. Analysis of the results of using biographical data (obtained on the basis of answers reflecting the main stages of the future leader’s life path) is increasingly being used, which indicates a high degree of its reliability.

Given the widespread use of “verbal” methods of personnel selection and placement, Western researchers pay great attention to studying typical mistakes that job candidates make during interviews with HR employees or managers. Such errors include:
insufficient preparation for the interview (the candidate should have preliminary information about the future place of work and use it as actively as possible during the conversation);
lack of a conversation plan (the candidate must outline the main topics of the interview in advance and be ready to provide any necessary information);
inability to answer specific questions briefly and clearly (within three phrases);
inability or unwillingness to ask questions (which indicates a lack of interest in the place of future work);
inability to listen to the interlocutor (which leads to misunderstandings, misunderstandings, and confusion when answering questions);
inability or unwillingness to make a first favorable impression with appearance (modesty and a certain conservatism in clothing, hairstyle, cosmetics, etc. are recommended).

In all cases of using various methods of selection and placement of personnel, which make it possible to correctly determine which particular qualities of a person deserve special attention, Western experts recommend carefully studying the functional responsibilities for each specific position.

Finding a good specialist who can take the place of a quit employee or effectively fit into an expanding workforce is not easy. After all, he must be not only a professional who copes well with his work responsibilities, but also a sufficiently adequate person to become part of the team without provoking conflict situations, without being late for work and without setting others up.

To find one, you need to know the methods of searching and selecting employees, as well as know how to make the process of assessing applicants fairly objective.

Selection rules

In his work, a candidate selection specialist should be guided by the following principles:

• Complexity. You cannot select an employee based on any one factor: for example, hiring a system administrator just because he is well versed in his professional field. To become part of the team, a system administrator must also be responsible, neat, hard-working, and these qualities also need to be identified in applicants.
• Objectivity. The interviewer's assessment can be (and likely will be) subjective, so the selection process should include methods that make the results comparable. For example, if you need to hire a waiter, you should give all applicants the same test: set a table for guests. Thus, it will be possible to evaluate who did better, not by subjective criteria, but by objective ones.
• Scientificity. A simple interview continues to be popular, but it cannot be the only method for finding personnel. It is also necessary to apply modern developments, tests and psychological techniques, including non-standard ones, which will allow us to create the most reliable portrait of the applicant and assess how suitable he is.
• Continuity. The work of a human resources specialist must be continuous, until the moment a worker for the empty position is found.
• Impartiality. You cannot refuse a good specialist just because the personnel officer does not like him for personal reasons. Perhaps the applicant is a woman with three children, perhaps the applicant is a young guy who has just graduated from college, or a disabled person of the third group. As long as its feature does not interfere with work, it is insignificant and should not be taken into account.

Only when the interviewer adheres to all five principles can he find a worthy employee.

Options for attracting candidates

To find an employee, you can turn to the following sources:

• Own organization. People who work in a certain field usually have friends who are interested in it. If you ask employees to find a person suitable for a vacant position, this can bring many applicants to the company, for whom there is someone to vouch.
• Mass media. An announcement about the search for a specialist can be posted on the Internet (this is the most popular and easiest way, since most job seekers look for vacancies via the Internet), broadcast on radio or television, and hung on poles throughout the city. The larger the area covered, the more people will be able to know that they are being sought.
• Higher education institutions. If an organization agrees to hire young specialists and train them, a good solution may be to cooperate with educational institutions that train workers in the required profile. There are many options - post announcements on stands in universities, organize open lessons with job offers and stories about prospects, spread rumors. The only disadvantage of this approach is that the employees will be inexperienced.
• Private recruitment agencies. This option requires the least time and effort - it is enough to simply issue the specialists the requirements for applicants and a monetary reward, and all the burdens will fall on their shoulders. However, there is a big disadvantage - agencies do not work for free, and selecting employees using their own resources can be quite expensive.

Either way, it's not too difficult to attract people. It is much more difficult to choose from them those who are suitable.

Selection methods

To choose the one who is ideal for the position, you need to conduct a kind of admissions exam -. As a rule, it includes:

• Interview. At this stage, they have a casual conversation with the candidate, finding out how adequate he is, what is the level of his professional ethics, whether he is ready to really work and what level of salary he is applying for.
• Testing. At this stage, as a rule, the applicant’s professional data is checked, offering him a small task that will help identify his level. The tasks are different for all specialists. The bartender is asked to mix several cocktails or name their composition, the teacher is asked to quickly create a daily routine for the children, the waiter is asked to set a table, the programmer is asked to correct errors in the code. The main thing is that the results can be compared with the results of others.
• . They are designed to reveal the adequacy of the candidate and his personal qualities.
• Questionnaire. It is also not suitable for everyone and requires that the applicant fill out, on the basis of which it will be possible to get an idea of ​​his personality.

Sometimes atypical steps are added to the interview. For example, a quiz, blitz testing or stress test. In any case, the main thing is to get an idea of ​​what the applicant is like.

The results can be assessed according to several criteria:

• Test results. Everything is simple here: this is the most objective of the evaluation criteria, since it represents a comparison - this candidate solved all the problems correctly, and this one only half. It is obvious which of them is better suited for the position.
• Results of questionnaires and psychological tests. There are no particular difficulties here either: just look at what qualities the tests revealed. Is one applicant sociable, optimistic and persistent, while the other is withdrawn, serious and irresponsible? It is immediately clear which of them is better for the company.
• Interviewer's subjective assessment. This indicator is the most unreliable and in no case should be the only one. However, the opinion of a person who communicated with the applicant personally, saw how he spoke, felt lies or sincerity and was able to form a general impression cannot be discounted. There are things that no tests will reveal - that is why the interviewer should be an experienced specialist who understands people and has a good understanding of the essence of the proposed work.

In general, assessing which candidate would be better than others can be difficult. But the tests speak for themselves, and you need to focus primarily on them, and also avoid making common mistakes.

You can learn modern interview techniques from the following video:

Common Mistakes

For those who do not search for employees very often, some things may not be obvious. There is a whole list of mistakes that can be made due to inexperience:

• Limitation. Requiring applicants to fax their resumes or only call means narrowing the pool of those who will make it to an interview. There are people who do not have a fax, and there are those who open up only in personal communication. You shouldn’t discount them right away.
• Pickiness towards the applicant. If the resume that came in response to an ad seems completely unattractive, this is not a reason to refuse a specialist. Many people simply don’t know how to write a resume in a way that makes people want to answer it.
• Being picky about yourself. If a person writes that he only wants to work in a large company, it is worth trying to attract him anyway - everyone has their own concept of largeness.
• Stealth. If an ad doesn't include a salary, a large percentage of applicants simply won't respond.
• Being late. If the interviewer is late for an interview, few candidates will want to continue working with the organization.
• Disapproval of a previous employee. If the interviewer speaks negatively about a previous specialist, the applicant may transfer this hostility onto himself and not want to be spoken about in such a way later.

Finding the perfect employee is not as difficult as it seems. It is enough to act consistently and not make stupid mistakes.

For each company, the best recruitment methods are those that are applicable in its conditions. This is perhaps why it is difficult to determine which of them are innovative and which are outdated. The decision remains with the HR service specialists, but for it to be correct and justified, it is necessary to master the entire set of techniques and tools that allow you to select highly professional and successful employees.

Personnel search methods

As you know, there are not many methods of recruiting personnel. There are only four of them, and they have long been firmly established in the daily work of HR managers in almost all companies. Let's briefly describe each of these methods.

1. Recruiting- search and selection of middle and lower level personnel. As a rule, it is carried out among candidates who are already looking for a job.

2. Exclusive search(exclusive search, direct) - direct targeted search and selection of senior management personnel and rare specialists. As a rule, this method is used if it is necessary to find people who have a key impact on the company’s business and ensure the implementation of the strategy - as a rule, these are management personnel. The search is carried out both among free specialists and those still working.

3. Head hunting- a type of direct search, in which there is a kind of “hunt” for a specific specialist and his “enticement” to the company. This is complex work, which is usually necessary when searching for senior managers, as well as key and rare employees - both in their specialty and level of professionalism.

The search technology is complicated by the preliminary collection of information about the specialist and the careful preparation of “recruitment”. Head hunting is also used if the customer does not know a specific specialist and the “hunter” must find him himself through a thorough analysis of competing companies and collecting information about key employees of these organizations. This procedure is lengthy (the average period is up to six months), expensive and responsible.

4. Preliminaring(preliminary) - attracting promising young specialists (students and university graduates) to work through practical training and internships, who will become the key to the company’s success in the future.

Which of the following methods can be considered the most modern? It is hardly possible to answer this question unambiguously - they are all good in their own way and in their own time. When choosing a search method, it is necessary to proceed from the position and position, the state of affairs in the company, the urgency of the vacancy and the situation on the labor market. It seems that at present more attention should be paid to preliminary planning as the most promising method of forming a workforce. It is clear that from the point of view of the general organization of personnel management in the company, it is very labor-intensive, since we do not get a ready-made specialist with established experience and skills, but a newcomer who needs to be trained and supervised. But if the organization has a high-quality adaptation and training system, preliminary training is a good way to find loyal young employees who will renew the established team.

Methods for selecting the best

It is worthwhile to dwell in more detail on the methods of assessing candidates for vacancies during personnel selection. There are many more of them than search methods, and they make it possible to create a personnel selection system that is suitable for each specific organization and solves its problems more effectively.

So, how do you choose the best applicant from all the applicants who respond to a job posting? First, it should be noted that the definition of “best” will vary significantly from company to company. One organization needs an employee who exactly meets the stated requirements, so that from the first day of work it is possible to get a full-fledged result (although it is unlikely that it will be possible to find such a candidate and you will still have to adapt the employee to the conditions of the new company). Another employer is ready to put up with the lack of certain skills and “finish training” for a new specialist, but demands that he must have a certain set of personal qualities and quickly fit into the corporate culture. For the third company, the human qualities of the candidate come first, and experience is not so important.

There are no universal recipes here, and there cannot be. But it is necessary to master the entire set of methods for assessing candidates in order to make exactly the choice that will ideally meet the company’s needs.

Collection of data about applicants

Primary screening, as a rule, occurs before personal communication with candidates - already at the stage of receiving a resume. It seems that now only the lazy do not know how to write a resume correctly, and it will not be difficult for recruiters to complete the initial assessment. But sometimes it is the unification of these techniques that leads to the fact that HR specialists stop carefully reading the resume and do not notice truly interesting candidates, paying attention only to the formal side of the presentation of information. It must be admitted that this stage deserves a more thorough approach than searching for “key words” in applicants’ resumes. You need to learn to “read between the lines” - and then the likelihood of missing out on a valuable employee will be less.

Interview

This concept has quite a few interpretations, but for our article the definition given by the dictionary of business terms is most suitable: “An interview is a conversation conducted according to a pre-planned plan.” It is the plan prepared in advance that distinguishes the selection interview from any other conversation.

When recruiting personnel, various types of interviews are used.

Brief telephone interview

This is the most common type of interview, conducted by a personnel specialist after studying written resumes from applicants. Many recruiters neglect this method, shifting these responsibilities to assistants. But in vain! During a short telephone interview, you can clarify and supplement the information presented in the resume, as well as understand whether the applicant is ready to work in your company. This method is good for almost any vacancy; it does not take much time and effort, so you should not abandon it.

Interview

This is the central, key stage of the selection system. Interview is the most common method that is always used when recruiting any employees.

But, as with any rule, there are exceptions. Well-known startup website manager Anton Nosik, who launched such portals as Rambler and Lenta. ru and many others, prefers to use email correspondence and blogs for recruiting. He believes that a personal interview is not informative, and gives the following arguments:

The interview does not last long - on average half an hour, and during this time the candidate can pull himself together and “play the role” of a successful and interesting person, although in fact he is not one.

The situation can be just the opposite: an intelligent and experienced, but overly modest professional gets lost, which is why he looks withdrawn and does not make the right impression.

But interviews are usually not neglected. There is an opinion that a well-conducted interview is much more effective than all assessment methods combined. Experience in conducting interviews can only be gained through practice - subject to constant, thoughtful use of existing tools. It is best to conduct an interview from the position of equal partners. The exception is the so-called stress interview (I think this type is already going out of practice). As for the structure of the interview, its order may be as follows:

1. It’s best to start with a greeting and an outline of the interview procedure.

2. Then you should briefly talk about the company (within 3 - 5 minutes) and provide the candidate with more detailed information about the vacancy.

3. Body: At this stage, the interviewer asks questions to the candidate.

4. The interviewer answers the candidate’s questions.

5. You should thank the applicant and explain further actions and deadlines.

Prepare for the interview in advance: make notes on your resume, think through a rough list of questions. Don't confuse an interview with an interrogation. The candidate must see the logic of the questions; give him time for possible clarifying explanations or counter questions. Help the applicant understand the question correctly and, if necessary, reformulate it. Before you find out anything, clarify for yourself why you are doing this, what you want to find out. The wording of questions must be correct - tactful and not subject to double interpretation. Do not ask questions whose answers are contained in the resume - this is only permissible at the very beginning of the interview in order to “get the candidate to talk.”

The interview can take place in various formats:

- Structured interview contains an approved list of questions for a specific vacancy or category of personnel. Allows you to compare the answers of different candidates to the same questions and choose the best one more objectively.

- Free unstructured interview(actually a conversation) is used in cases where there are not very many applicants for a vacancy and the position itself is quite creative. In this case, standard questions will not allow you to get a full impression of the candidate.

- Situational interview used to obtain important data when recruiting personnel for management positions, as well as vacancies for managers with a high level of responsibility. In essence, this type of interview is a special psychological test, adjusted to meet the requirements for the responsibilities of the future employee. For each situational interview question, several answer options are offered, more or less close to the “correct” ones.

Group interview

This method is also called an expert group interview - this refers to the situation when several interviewers communicate with the applicant. Such an interview creates the most stressful situation for the interviewee, and this allows you to assess whether he is able to withstand pressure. The need to conduct a group interview may arise when a vacant position requires highly specialized knowledge that an HR employee cannot assess. To make sure that the applicant has the necessary knowledge, representatives of the department in which the vacancy is open are invited. In addition, a group interview allows you to evaluate not only the professional, but also the personal qualities of the applicant and reduce the likelihood that he will not join the new team.

When planning this type of interview, it is necessary to clearly distribute roles between interviewers. However, a situation is possible when one of them is the leader, and the rest join the conversation as necessary to ask additional questions.

Assessment center

One of the types of group interviews can be called the currently popular assessment center method. It was formed in the West during the Second World War. It was used to recruit junior officers in the UK and intelligence officers in the USA. Subsequently, it was adopted by business organizations, and currently in the West, almost every large company uses this method to evaluate personnel. In Russia, the assessment center began to be used in the early 1990s, and now this method of studying human resources is the most popular. It is perfect for working in mass recruitment situations, when it is necessary to select the best one from a large number of candidates in the shortest period of time.

This method is based on the observation of specially trained assessors (appraisers) of the behavior of employees in real work situations or when they perform various tasks. The content of assignments reflects the main aspects and problems of activities within a particular position. Each assessment center includes a number of procedures and is developed taking into account the requirements for employees. An important component of this method is measurement.

The assessment center is close to tests, since it involves standardization, that is, the presence of certain standards for carrying out procedures and a rating system (criteria and rating scales). Sometimes, in addition to special tasks, the assessment center includes a structured interview and testing.

When conducting all types of interviews, do not forget about such effective means as projective techniques, self-presentation of candidates and cases, which are an indispensable source of data for assessing a potential employee of the company.

Testing

Testing is a fairly common method of selecting candidates and includes several types of assessment. When using them, you must adhere to certain rules.

Psychological tests

Nowadays, many personnel services require candidates to undergo psychological testing for a variety of positions. However, when using psychological tests in recruitment, there are some limitations to keep in mind.

Testing should be used only when there is really a need for it, for example, a position requires the employee to have certain personal qualities that can be identified using a test.

Tests used to assess candidates must be professional and fit for purpose. They must have a high degree of objectivity, reliability and validity (i.e., they actually measure what they are intended to measure).

A professional psychologist must conduct psychological testing of candidates.

In addition, there are ethical standards that must be followed when choosing this assessment method: the candidate must undergo testing voluntarily, since a person cannot be subjected to psychological examination against his will (except in special cases regulated by law, which is the case in the hiring process in ordinary companies not applicable).

Professional questionnaires

Professional questionnaires make it possible to identify incompetent candidates already at the first stage of the interview and thus significantly save the HR manager’s time. They are effective in recruiting employees of various professions - accountants, lawyers, programmers, IT or telephony specialists. The questions are developed by the personnel service together with the head of the department in which the applicant will work. The completeness and depth of the candidate’s knowledge in the professional field is assessed by his potential supervisor. The objectivity of this method can reach 80%.

Testing skills and abilities

This method can be classified as professional testing. It consists in the fact that a recruiter or expert checks the skills and abilities necessary for a candidate to perform a job efficiently, for example, typing speed and/or knowledge of shorthand for a secretary, level of foreign language proficiency for a translator, etc. The main condition is that the skill must be mandatory and can be easily measured. Of course, such a method cannot be used in every case, but if it is suitable for a given vacancy, it should not be neglected. It is almost 100% objective and therefore should take its rightful place in the arsenal of any recruiting manager.

Summing up

We looked at the main methods of searching for candidates and assessing them, used when recruiting personnel for a company. It is worth noting that there are no good or bad methods - there are suitable and not suitable for a specific company, position and situation. Therefore, to create a better and more flexible personnel system, each HR service can choose the means and methods that meet the goals and interests of the company. Typically, the selection process includes a set of methods depending on the vacancy and the situation on the labor market. This is precisely where the talent of a recruiter lies - to use exactly those methods that will be good in their time and place.