Who is involved in hiring staff? Recruitment and hiring of personnel - step-by-step instructions on how to look for and hire employees

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 This is perhaps why it is difficult to determine which of them are innovative and which are outdated.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 suits 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 could 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 in 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 does not apply).

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 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.

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

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

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

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

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

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

Happy reading!

1. Recruitment: basic concepts and terms

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

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

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

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

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

This is the name given today to professional recruiting agents who “lure” already working employees from one company to another at its request, offering better 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.

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

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

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

This will help you understand the terms better.

Recruitment is a targeted effort to attract candidates to the company who have the qualities and skills necessary for the current and long-term needs of the organization. In other words, this is the search, testing and hiring of people who can and want to work, have the competencies and knowledge required by the employer and share the company’s values.

Applicants– persons applying for a vacant position.

Job Description– a document regulating the range of responsibilities and rights of employees, as well as the nature of their official relationships with other employees.

Recruitment agencies– professional organizations that act as intermediaries between a company that needs to find employees and job seekers.

High-quality selection of employees:

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

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

2. Types of recruitment sources

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

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

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

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

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

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

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

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

Types of external sources of personnel selection:

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

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

The table shows comparative indicators of recruitment sources:

3. Basic methods of personnel search

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

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

Let's look at the most effective search methods.

Method 1. Recruiting

Recruiting is a technique for selecting employees for common professions. Usually these are specialists at the so-called “line level” - sales agents, ordinary managers, executives, secretaries. Recruiting itself consists of drawing up a competent description of the vacancy and posting this description where potential applicants or websites engaged in personnel search will see it. The emphasis in this case is on people who are in the immediate process of searching for a job.

Method 2. Executive Search

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

Method 3. Headhunting

Literally - “headhunting”. A method of searching for or luring a specific specialist (a recognized master in his field) from one company to another. The methodology is based on the premise that 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 with more favorable conditions or development prospects from a competing organization.

Method 4: Screening

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

Method 5. Preliminaring

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

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

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

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

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

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

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

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

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

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

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

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

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

5. Process and stages of searching for company employees

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

Now we will look at the main stages of selection.

Stage 1. Preliminary conversation

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

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

Stage 2. Interview

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

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

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

There are several types of interviews:

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

Stage 3. Professional testing

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

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

Step 4: Check your track record

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

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

Stage 5. Decision making

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

Step 6. Filling out the application form

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

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

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

6. Non-traditional recruitment technologies

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

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

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

Attracting job candidates to the organization

Manager's workplace specification

As an example, here is the specification of the work process of a HR manager:

1. Training and work experience. Must have extensive experience in this profession. Minimum six years of work experience.

2. Education. A four-year college or university majoring in human resources, business management, or industrial psychology.

3. Knowledge, skills and abilities. Must have knowledge of the theory and practice of personnel management, including selection, appointment and evaluation of employees.

4. Degree of responsibility. Manages a department consisting of three employees specializing in human resources management.

As you know, the purpose of recruitment is to create a pool of candidates for all jobs, taking into account, among other things, future organizational and personnel changes, layoffs, relocations, retirements, expirations of contracts, changes in directions and the nature of production activities.

When recruiting, the personnel service, as we found out in the previous chapter, must proceed from determining the optimal number of personnel. There should be neither a shortage of workers, the consequences of which can be disruptions of production programs, industrial injuries, conflict situations in the team, nor an excess, which can lead to an increase in cash costs for the wage fund, a decrease in interest in high-quality and highly qualified labor, and an outflow of qualified workers .

In short, the task of the personnel service is to monitor the compliance of the organization’s personnel with the production tasks facing it.

Having information about the organization's strategy, its structure, main activities and acceptable organizational culture, the personnel department can begin to search and select the necessary employees. There are internal and external sources of staffing an organization.

The process of recruiting candidates is influenced by external and internal environmental factors.

Environmental factors:

• legal restrictions;
• the situation on the labor market;
• composition of the labor force in the market and location of the organization.

Internal environmental factors:

• personnel policy - principles of working with personnel, strategic personnel programs, for example, the principle of promotion of employees already employed in production, the principle of lifelong employment...;
• image of the organization - how attractive it is considered as a place to work (larger firms, firms known for their products to the candidate are attractive).

Decision making by the candidate and the tasks of the HR manager

A candidate’s choice of a particular organization is related to his own goals, plans and characteristics, as well as the current situation. For an HR manager, understanding how a person searches for a job can help organize the most effective candidate attraction process:

In large organizations, recruitment is carried out by the personnel management department, in particular, the recruitment sector (HR department). Requests for the selection of specialists can also come from line managers(LM). It is important that when designing recruitment procedures and implementing the recruitment itself, HR managers work closely with line managers. The following table illustrates the actions of managers:

Sources of attracting candidates

Internal sources- these are the people working in the organization. In a number of foreign countries, for example Japan, when vacancies appear in the management apparatus, it is customary to first announce an internal competition to fill the position from among one’s own employees and only then, in case of negative results, invite outside specialists to participate in the competition. It is believed that this improves the moral climate in the team and strengthens the employees’ faith in their organization. When working with reserves, all large companies have so-called displacement matrices, which reflect the current position of each manager, his possible movements and the degree of readiness to occupy the next position (ready to take immediately in a year, in two years, but this requires advanced training in certain areas, etc.).

Recruitment methods from internal sources are varied.

Internal competition. The personnel service can send out information about open vacancies to all departments, notify all employees about this, and ask them to recommend their friends and acquaintances for the job.

Some French firms use an internal source of recruitment in three cases:

• in an effort to create a minimum number of personnel (personnel are partially released and redistributed, the personnel service completely abandons external recruitment);
• when redistributing personnel;
• when moving personnel, for example, the departure of a person who was at a certain level of the pyramid is compensated by the promotion of personnel from lower levels by one step.

Combination of professions. In these cases, it is advisable to use a combination of positions by the company’s employees themselves (if the performer is required for a short time, to perform a small amount of work).

Rotation. For some organizations, especially those in the stage of intensive growth, the use of internal sources of management personnel, such as the transfer of managers, is considered very effective. The following options for relocating managers are possible:

• promotion (or demotion) in position with an expansion (or decrease) in the range of job responsibilities, an increase (decrease) in rights and an increase (decrease) in the level of activity;
• an increase in the level of qualifications, accompanied by the assignment of more complex tasks to the manager, which does not entail a promotion, but is accompanied by an increase in salary;
• a change in the range of tasks and responsibilities that is not caused by advanced training and does not entail a promotion or salary increase (rotation).

This type of rotation, as a rule, leads to a broadening of horizons, increased managerial qualifications and is ultimately accompanied by job growth of the organization's employees.

TO external sources personnel selection refers to that indefinite number of people who are capable of working in an organization, but are not currently working in it. Among them may be people with whom the organization’s managers and personnel personnel previously met on the issue of employment (from the so-called waiting list), as well as specialists with whom similar meetings are yet to come.

Employment centers. Many firms and companies use local employment centers as a source for hiring people. These services can help you find less qualified personnel (for simple, routine work, perhaps requiring part-time work). As a rule, specialists who lost their jobs due to the bankruptcy of their previous enterprises and were forced to undergo retraining (retraining) to master a new specialty are hired through the employment service.

Recruitment agencies). Many HR managers use the services of recruitment agencies to save time and avoid difficulties when searching for new staff. The agency is presented with an application for specialists indicating the position, salary, content of activities, indicative search and selection criteria. As a rule, a well-functioning agency presents several candidates so that the employer makes his own choice. The represented specialists may be given a “guarantee”, which comes into force in the event of dismissal of the specialist at his own request or incompetence within the agreed period. In this case, the agency is obliged to introduce other candidates for this position free of charge.

Independent search through the media. Many serious companies prefer to independently search for and select job candidates. In this case, it is very important to have a good understanding of what media they are turning to.

The informational ad must be worded correctly to attract the attention of the most qualified candidates. It is advisable to note in the advertisement some features of the personnel you are interested in (recruitment restrictions), for example, education, special work experience or, conversely, lack of practical experience.

Personnel selection is a pressing problem in the activities of any company. For the first time, this task confronts a manager at the stage of creating a company, then as it grows and further expands - when new services, departments, and positions appear. Also, we should not forget about the constant turnover of staff. Let's look at all the nuances associated with the recruitment process.

In this article you will read:

• Why does recruiting seem like a simple and accessible process from the outside?
• How and where you need to recruit personnel for your business
• How applicants are selected, what criteria need to be taken into account
• What principles of personnel selection should be taken into account when assessing applicants?
• What recruitment problems usually accompany the employee search process?
• At what stages of personnel selection is the search for employees based?
• How is the quality of personnel selection assessed?
• What subtleties does the art of personnel selection involve?
• What principles should a recruitment department be based on?

What does the term “recruitment” mean?

Recruitment(recruiting) is an important business process that is one of the key responsibilities of recruiters and HR managers. Recruitment today is also the main service of recruitment agencies and thematic Internet resources dedicated to personnel search.

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Personnel selection is carried out by recruitment agencies. The stages of personnel selection include collecting resumes, interviews, and assessing applicants. Only applicants with the greatest chance of obtaining the position reach the interview stage directly with the employer. On average, this service costs 1.5 times the salary of a future employee of the organization.

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Personnel selection is based on establishing the identity of the applicant's characteristics with the requirements of the employer and the vacant position. Personnel selection can be carried out in the form of recruitment, rotation or promotion.

Recruitment is an effective way and tool for selecting competent specialists or middle managers for vacant positions, which helps optimize the “quality/cost” criterion.

The applicant is looking for a decent job, and the employer needs to find a competent specialist or manager. When hiring an applicant, the manager takes on a certain risk of an unsuccessful choice. Therefore, the employer’s concerns and pickiness regarding the received resume are logical. The risk of making the wrong choice is often built directly into the way an employee is found and hired for a position.

Recruitment methods that are relevant today

Search within the organization. In this case, we are not talking about primary positions, but vacancies for senior and middle management. Vacancies arise as a result of personnel rotation or the emergence of new positions as the organization develops. In such conditions, management turns its attention to employees who already work in the company. This approach does not require significant financial expenses, and the loyalty of employees to their company increases. But this option assumes limited choice without attracting fresh forces. A localism of department heads arises, who will strive to retain the best personnel for themselves or get rid of undesirable ones.

Selection with the help of employees. This option is common for filling positions of ordinary specialists and for the purpose of recruiting workers. This method of personnel selection does not require financial costs, while the likelihood of compatibility between newly hired employees and the company is high due to already established close contacts with specialists working on staff. But ordinary employees who recommend these applicants are not professionals in the field of recruiting, so there may be a problem of ignorance of job responsibilities for a specific vacancy, which makes it difficult to select employees of a suitable professional level. When selecting personnel using this method, the problem of nepotism and nepotism arises. Selection by acquaintance is not based on taking into account the professionalism of the applicant, but mainly on the personal benefit of the recommender.

Posting vacancies on job exchanges. Thanks to this approach, it is possible to achieve a fairly solid coverage of its potential candidates for vacant positions at low costs. There is a wide selection of different job market sites. The appropriate choice of a resource depends on the ease of working on it, traffic, democracy and ease of registration, and the image of the resource. Among the most well-known resume and vacancy databases, the popular resources Rabota.ru, HeadHunter, Superjob, and Avito should be noted. It is also important to add that the effectiveness of advertising for different vacancies may vary depending on the site. Much is actually determined by the text of the compiled vacancy - depending on its attractiveness and understandability to applicants.

Selection of employees through recruitment agencies. This option is becoming increasingly attractive for companies, since the contractors take on all the grunt work. The employer simply states his requirements and will make a selection among the selected applicants. The success of an agency's selection of applicants depends on the clear formulation of requirements for the employer. The quality of the agency’s task performance largely determines the duration of the search for a suitable employee. At the same time, the employer needs to be prepared for additional costs - to pay for the agency’s services.

Agencies can help you with headhunting

Tatiana Orlova, Director of Client Relations, ANKOR recruiting holding, Moscow

It is extremely difficult to be a competent specialist in all areas - with knowledge of marketing, accounting, modern information technology. Therefore, in the case of companies in which 1-2 employees are involved in the selection of applicants, line managers have to deal with a significant burden - they must actively participate in the selection of suitable employees. The problem in the work of many recruitment agencies is solved by specializing consultants by vacancy levels and industries.

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Another advantage of using the services of a recruitment agency is the opportunity to headhunt in other companies. After all, it is inconvenient and incorrect for the company itself to take such steps, and these restrictions are not relevant in relation to the agency.

Self-proclaimed candidates. Usually these are applicants offering themselves “on occasion”. Having seen advertisements for a vacancy, they are ready to offer themselves “just in case”, without declaring a specific position. This method of personnel selection is characterized by minimal costs - but the probability that this specialist will be in demand by the company at the moment is approximately the same.

Selection in educational institutions. On the one hand, the company has the opportunity to attract “fresh blood”, although it takes more time for an employee to enter the position, given the lack of professional experience. Many companies today are ready to develop specialists from among young employees who are gradually mastering their professional tasks from scratch.

State Employment Service. This organization is intended to reduce social tension in society and help in finding employment for the unemployed population. But we have to admit that the full potential of the public service has not yet been fully revealed. Not all employers are ready to cooperate with a government organization, given the opacity of the economy - the decision to place applications here is usually found only to find low-skilled personnel. Therefore, the attitude in society towards the employment service remains appropriate.

Search on social networks. So far, this method only complements traditional methods of finding workers. But many express confidence that personal data on a social network and the contacts established there contribute to their career. Of course, social networks will not become a complete alternative to classic sites. But it would be reckless to refuse to take them into account. After all, thanks to social networks, HR receives much more information compared to recruitment sites. Social networks allow you to see a detailed “resume” of the applicant - indicating professional skills, qualities, personal preferences, lifestyle, etc.

Benefits of searching for employees on social networks

Vladimir Yakuba, senior partner of TomHunt, Moscow

Firstly, the possibility of creating a database of potential specialists in advance, indicating contact information. When the right moment comes, it will be enough to contact the selected people directly.

What are the different types of personnel selection?

Recruiting is the search for employees for positions that do not require significant work experience or particularly high qualifications. The target audience of recruiting is people already looking for work.

Targeted search (Exclusivesearch) – involves searching for representatives of rare professions, as well as managers. This search is carried out both among those currently looking for work and among those already employed.

Search for a specific specialist (Headhunting) – this option is used when a selected person is required for a position in your company. Usually this is an employee for the position of top manager. This approach is relevant for finding rare specialists, key employees who have proven themselves in other companies.

What are the basic principles of personnel recruitment?

Often, basic recruiting rules are not taken into account in the work of hiring managers. The main rule is planning a personnel policy that will correspond, first of all, to the strategic goals of the organization.

A personnel recruitment plan is being drawn up for the company for at least 1.5 years, based on a thorough assessment of its resources and personnel needs. If this plan is absent, the activity of the HR manager will be reduced to searching for the best applicants from among those who have applied. This is often accomplished in a very short time frame. As a result, the company may attract a more or less qualified employee, but one who does not meet the requirements.

Despite all the obvious failures of the option with traditional algorithms (announcement - review of resumes and a simple interview), most employers continue to use them. As a result, most employees leave the company of their own free will. And the reason is not poor adaptation in the team and staff of the company, but as a result of the discrepancy between their ideas about work and the requirements and expectations of the company itself.

Some use the opposite option - creating an entire assessment system to weed out unsuitable applicants, combining structured interviews, batteries of tests, business games, special techniques, etc. This method may be partly justified, but it requires serious material, time and human resources. Therefore, in order to ensure the successful and efficient development of the company, it is necessary to plan every action, down to a detailed description of each position in the company.

3 golden rules that will never let you down

Victoria Shilkina, editor-in-chief of the Main Thought project, Moscow

In our company we adhere to the following principles for selecting applicants:

Priority of personal qualities over professional ones. You can determine the right person based on 5 qualities:

Optimism - sensitivity, sincere kindness, confidence that the glass is always half full.

Intelligence – including the desire to learn new things.

Professional ethics is the desire to perform any task as best as possible.

Empathy is caring for others, the ability to feel how your actions will affect them.

Self-analysis, honesty - willingness to admit your mistakes, work to eliminate their causes, adequate perception of criticism.

Maximum attention during the probationary period. To check the personal and professional qualities of an applicant, companies use the screening method - a combination of training and monitoring an employee in a real team environment. During the probationary period, the most promising applicants will have to go through 5-6 screening stages with various partners and tasks. Upon completion of each stage, the subject is provided with a list of requirements that he must fulfill. The company ends up with a fully trained employee who has confirmed his qualifications to his colleagues.

Avoid complacency. Our company's managers never stop looking for new specialists. They continue to search for new candidates because the company needs them. Sometimes, when a suitable specialist is found, an additional position is specially created for him. And we make serious efforts to retain the employees already attracted to our ranks.

Does the company need a recruitment department?

According to many HR managers, the HR department is capable of filling most vacancies no worse than a recruitment agency. But practice confirms that, usually, the work of the organization’s personnel department and the recruitment agency is carried out in parallel.

At the same time, in 90% of cases, the enterprise service is ahead of the recruitment agency, since it is better aware of the requirements and expectations from a new employee, with a better understanding of the company’s available resources. And candidates are more likely to respond to offers from a direct employer rather than from a third-party agency.

For companies with their own recruitment departments, we recommend contacting specialized agencies only in one case - to conduct headhunting. After all, this often involves poaching specialists from a direct competitor. It is often commercially and ethically inconvenient for the company itself to act in this way. Therefore, in this case, a professional mediator is quite appropriate.

If your company does not have a special recruitment department or at least a manager for this work, going to recruitment agencies is not at all necessary.

In any case, the formation of requirements for the position should be done by the manager under whose subordination the new specialist will be. An office manager can handle posting vacancies on specialized websites. As a result, such a search will be much cheaper compared to intermediaries.

We cope without a recruitment department and agency help

Konstantin Ippolitov, commercial director, one of the co-owners of AspinSils Group LLC, Moscow

I don’t see the point of a small company turning to recruitment agencies (even if it doesn’t have its own HR manager).

I doubt the ability of representatives of recruitment agencies to conduct a high-quality assessment of the technical knowledge and skills of applicants. We have to deal with this task. But we are not ready to pay money for drawing up and posting an advertisement, sending us applicants for interviews.

When you just need to contact a recruitment agency

It is a widely accepted position that an enterprise that does not have a human resources department will be forced to turn to recruitment agencies if the following conditions are necessary:

– urgent vacancy closure;

– search for personnel according to working specialties;

– simultaneous selection of many employees;

– search for a rare, exclusive specialist;

– selection of a regional representative;

– for a long time it is not possible to fill the necessary vacancy.

Step-by-step recruitment process

We determine the need for new personnel. When the need for new employees arises, corresponding vacancies will be opened. At this stage, it is important to clearly define the method and technology of personnel selection. After all, in the future you will have to be guided by them.

We are searching for candidates. Depending on the specific specifics of the organization and the number of employees, various approaches can be used to solve the problem; they are selected individually from the above.

We conduct a superficial analysis of submitted resumes. From the total volume of resumes received, only those worthy of attention are selected. Each HR specialist takes into account certain parameters. For some, the level of education is important, for others work experience or marital status, if the success of a specialist depends on these factors. The resume also allows you to partially assess the level of PC proficiency and literacy of the applicant.

We conduct a preliminary interview by telephone. The main goal of this stage of personnel selection is to invite the applicant for an interview. During communication, it may turn out that the applicant does not need this job at all. As a result, a significant portion of all selected resumes is eliminated. For those interested in the job and meeting the necessary skills, it is proposed to undergo an individual interview and a number of other tests.

We conduct an interview with the applicant. The purpose of the interview is to assess the skills and knowledge of the applicant. Until recently, people were limited to only studying resumes and reviews from their previous place of work. Over time, it became clear that this would not be enough to find a real professional.

Regardless of the initially selected search technology, the selection of applicants should include a number of methods for assessing the applicant:

– survey;

– testing;

– essay writing;

– solving logical problems;

– psychological analysis;

– collection of detailed information about the candidate.

All this opens up a wide scope for activity. When choosing a specific assessment method, it becomes possible to comprehensively study the skills and abilities of the applicant.

Testing your knowledge using the “alarm suitcase”

Maxim Belousov, Managing Director, Moscow Harley-Davidson Company

When an applicant is hired, he is provided with a special folder for review - known as the “alarm suitcase”. It provides a minimum of information for takeoff and landing. The folder contains information about the history of the brand, with descriptions of the model range, divisions of our organization, etc. This information will be very useful for the applicant for further communication with clients.

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Nowadays, I sometimes test the knowledge of my employees without prior warning. I ask the service director to prepare a test for this, designed for 40-50 questions. Then I come to the store, print it out and sit down with the employees to answer. After all, you can’t demand from them what you haven’t mastered yourself. I myself sometimes encounter mistakes - but I see this not as a problem, but as an opportunity to improve.

When hiring “golden age” employees, it is important to assess their level of health

Irina Maltseva, HR Director of the Volga macro-regional branch of Rostelecom, Nizhny Novgorod

When selecting and adapting older employees, a number of nuances deserve attention.

Possible health problems. During the first interview with applicants over 50 years of age, we take into account whether there is tremor of the hands, facial asymmetry, swelling of the legs or shortness of breath, and we also evaluate the healthy color of the skin. These signs can tell us about problems in the heart. We also ask questions to test your memory. Including “Do you have grandchildren?”, “What are their names?”, “Tell me how you got to the office?”

Long adaptation process. Older people tend to clarify and double-check new information several times to gain some confidence. For applicants over 45 years of age, a standard 2-week adaptation and training program is provided, similar to other employees. To support them, immersion in work together with a mentor of a similar age is provided.

We make a decision. Next, the final decision has to be made. This decision will be made by the manager, based on the findings of HR specialists or a personnel selection assistant. For a candidate accepted for a position, a positive decision is communicated, with an agreement on the date of entry to work. However, the recruitment work should not end there. Specialists will have to help the newcomer adapt to the team during the probationary period.

What problems may a manager encounter during personnel selection?

Level of requirements for candidates. In the modern domestic market with personnel, there is an ambiguous situation. Rapidly developing industries (telecommunications, IT, construction, etc.) are in dire need of qualified specialists.

Excessive demands are often put forward for the applicant, since the manager seeks to recruit an already professional specialist into his ranks, without the need for additional training. However, it is extremely difficult to find such an applicant, since the education system does not match the pace of industry development.

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In this case, two options are possible - lowering the level of your requirements or luring specialists from competitors. Often the first option is completely justified. For example, it is enough to abandon the requirement of “knowledge of a foreign language”, and the choice of possible applicants expands significantly. And you can teach a competent specialist a foreign language on your own.

Formation of a candidate profile.

The success of selecting applicants is greatly influenced by the clear formulation of requirements for this vacancy. If the responsibilities to the applicant are indicated in a rather general and vague manner, but meetings will have to be held with many applicants, although initially there will not be a suitable one among them.

Subjective assessment of candidates. Sometimes the appearance of an applicant has a much stronger influence on his chances of finding a job than his professional skills or work experience. Stereotypes are often associated with the marital status of candidates, their gender, education, etc.

Wrong expectations. It is believed that for successful development and progress, a company needs an experienced specialist with already achieved success in another organization. However, such a condition is not necessary. Often, a manager spends a lot of money, effort and time to lure such an employee, but he does not bring any special changes to the company. The reason is that often a person wants to see that this particular specialist has become the secret of a competitor’s success, without taking into account other important circumstances and factors.

Criminal background of candidates. It is possible that during the security check of applicants it turns out that due to their youth there was a slight problem with the law. The manager can vouch for the applicant if the company needs him.

The vacancy does not fill for a long time. If you have been looking for an employee for a long time through all channels, but this does not bring results, there is a high probability that he will not be there at all. Often the reason for such failure lies in insufficiently clear requirements for a given task, unclear tasks, or when they do not correspond to the proposed salary.

Search for a rare specialist. Professional experience is required to lure specialists. If you do not have successful experience in these matters, then the only solution is to contact an agency. This will result in costs. But to attract a valuable specialist, it will be a profitable investment for your company.

Information about the author and company

Victoria Shilkina, editor-in-chief of the Main Thought project, Moscow. “The Main Thought” (www.gm.gd.ru) is a new electronic project of the publishing house “General Director”, which is a collection of the most famous and useful business books in a summary (in particular, the works of Donald Trump, Steve Jobs, Jack Trout and many others). You can read one book in just 15 minutes. Currently the library has more than 100 publications.

Tatiana Orlova, Director of Client Relations at the ANKOR recruiting holding, Moscow. "ANKOR" is one of the largest personnel companies in Russia. Operating on the market since 1990. It has a wide network of regional offices (21 representative offices).

Konstantin Ippolitov, commercial director, one of the co-owners of AspinSils Group LLC, Moscow. AspinSilzGroup LLC supplies imported seals for industrial equipment.

Vladimir Yakuba, senior partner of TomHunt, Moscow. TomHunt. Field of activity: personnel selection.

Maxim Belousov, Managing Director of the Moscow Harley-Davidson Company. He graduated from the Moscow Automobile and Highway Institute with a degree in engineer-economist, as well as the International Institute of the Stock Market with a degree in stock trading in securities. In 1992–1998, he worked as vice president for the securities market at the Russian Exchange (formerly RTSB). From 1998 to 2003 – project manager in companies operating in the investment and consulting fields. Since 2004 – Managing Director of the Moscow Harley-Davidson company. “Moscow Harley-Davidson”.

Irina Maltseva, HR Director of the Volga macro-regional branch of Rostelecom, Nizhny Novgorod. Macroregional branch "Volga". Field of activity: provision of telecommunications services and Internet access (part of PJSC Rostelecom).

is the process of attracting, selecting and selecting qualified people for a job. As a rule, in medium and large organizations this issue is dealt with recruiter, but often companies also use the services and recruitment agency.

The recruiting industry consists of four areas : employment agencies; recruiting websites and job search engines; "headhunters"; Niche agencies that specialize in a specific area of ​​recruitment. Some organizations use employer branding strategy and internal recruiting resources of the company, without resorting to the services of recruitment agencies. Recruiting is usually done by staff HR department companies.

The recruiting process consists of:

1. Search for a candidate using advertisements and other methods.

2. Selection of a potential applicant through testing and/or interviews.

3. Selection of candidates, which is based on the results of testing and/or interviews.

4. The adaptation process, during which the employee receives the necessary knowledge and skills that will help him perform his job effectively.

Types of agencies

The main task of the recruiting industry is to find a qualified employee for its client for a certain fee. On the one hand, there are agencies that receive payment for their services if the candidate remains to work with the client (employer) after the probationary period. There are also agencies that receive a fee to study the client's needs in detail and find the right candidate. When such a candidate remains employed by the client's company after the probationary period, the recruitment agency receives a percentage of his salary. Today's recruiting industry is quite competitive, so agencies have always been looking for a way to differentiate their activities and add value. There are five main types of recruiting agencies:

Traditional agencies

Also known as employment agencies, recruiting companies have historically had a physical location. The candidate visits the local office for a short interview and assessment of his potential, only after which he can register with the recruitment agency. Agency employees select candidates from their personnel reserve for vacancies offered by the client. A short list of suitable candidates is then compiled and sent for an interview with a potential employer.

Payment for agency services occurs in different ways, but there are several most popular ways:

1. Commission (acontingency fee), which is paid to the agency when the candidate gets a job in the client’s company. This amount is 20%-30% of his first year's salary, while compensation for finding an applicant online can be about 12.5% ​​of the annual salary. The recruitment agency provides its clients with a guarantee for a period of 30 to 90 days, and if the applicant fails to cope with his work responsibilities and leaves work during this time, the commission, partially or in full, is returned to the client.

2. Fee, which is paid by the company in the form of an advance payment. This type of payment is refundable and is entirely based on the search result (40% initially, then 30% within 90 days, and the rest upon completion of the search). This form of compensation is typically used to pay for search services for qualified executives.

3. Hourly wages for temporary workers. The agency also receives a fixed fee for finding temporary workers.

Headhunters

The term "headhunter"(“headhunter”) is a recruiter who selects candidates when all other search methods have failed. “Headhunters” are considered more “aggressive” recruiters, since they can, under the guise of clients, visit various offices and find out information about the employees they are interested in. Recruiters can pay a lot of money for lists of names of specialists and the titles of the positions they hold. Although, as a rule, they independently compile such a list. Recruiters may arrange a meeting or formal interview between the client and the candidate. They prepare the candidate for the upcoming conversation and help negotiate salary. These recruiters are often members of industry communities and associations. Headhunters often attend national and international exhibitions and conventions where they can meet potential candidates.

As a rule, headhunters always want to receive good compensation for their services. Sometimes this figure reaches 30% of the candidate's annual salary. Due to the high cost of services, companies turn to such recruiters to fill vacancies for senior managers and executive officers. They also recruit highly qualified specialists. For example, in some scientific fields that deal with new areas of research, top-level professionals can be counted on the fingers of one hand. In this case, it makes more sense to contact headhunters and recruit one at a time rather than posting an advertisement seeking a candidate internationally. While in-house recruiters try to attract candidates for specific jobs, headhunters will engage in both attraction and active search, both within and outside the company. To do this, they can partner with various companies, create large databases, buy employee lists and call up promising recruits.

Headhunters use social media (social media) to search and study candidates. This approach is often called social recruiting.

Niche recruiters

These specialized recruiters search for personnel with a very narrow specialization. Such agencies always demonstrate excellent results, as they use all their resources to find highly qualified specialists. This method of recruiting allows them to offer more vacancies, and, accordingly, attracts more potential candidates. These recruitment agencies strive to establish and maintain connections with candidates, as candidates may contact them several times throughout their careers. Niche companies have information about the development and employment trends of a particular industry (eg Energy), and are also able to identify demographic shifts such as aging and its impact on the industry.

Social recruiting

Social recruiting is the use of social media for recruitment.

A referral program is a system in which employees can recommend (make recommendations) potential candidates for an offered vacancy. If such a candidate is hired, the employee who gave him recommendations receives a cash bonus.

In some cases, the company pays a cash bonus if the recommended employee stays with the company for more than 3-6 months. The cash bonus depends on the status of the recommended employee - the higher the status, the greater the bonus. This method, however, is not used for hiring high-level employees.

Recruiting within the company (in-house recruitment)

Many large and medium-sized organizations use recruiting within the company (in-house recruitment). This is done by personnel department employees who work with the public. Recruiters post job openings on company websites, review employee references, work with external associations, professional groups, and recruit graduate specialists. Some large employers use third parties to find workers, but the more common approach is still to attract personnel from the company's internal environment.

Agencies that specialize in finding jobs for “passive candidates”

These agencies are engaged in the study (discovery) of passive candidates and their further employment in customer companies. Recruiting organizations typically charge an hourly rate or a flat fee to find a candidate. In most cases, in this way it is possible to uncover the names of employees who could not be found using other search methods. This allows the company's recruiters to focus their efforts solely on recruiting.

Process

Job analysis

The recruitment process must begin with a detailed studying the vacancy to determine the requirements that the employer places on the applicant. This information is stored in job descriptions, which, unfortunately, may represent a historical collection of tasks that were performed in the past. Such documents should be reviewed and adjusted before the search for a candidate begins. If the search process begins with a detailed study of the vacancy and the characteristics of the job, then it will undoubtedly be successful.

Search (sourcing)

Search includes:

1. Accommodation advertisements. This part of the recruiting process covers several media, such as the Internet, newspapers, trade publications, as well as employment centers and graduate recruitment programs.

2. Research aimed at identifying talented professionals who do not respond to advertisements and other recruitment methods. Such research is carried out for the so-called “passive prospect”, that is, a list of potential candidates is compiled, who can then be contacted if necessary and their resumes obtained.

Selection and recruitment

How suitable a person is for a given job can be assessed by his communication skills and computer knowledge. A candidate's qualifications can be determined from their resume, work applications, interviews, educational and professional experience, and various types of testing. Position, length of service and time worked are also displayed on the resume. In many countries, employers are required by law to provide equal conditions of employment. Most recruiting agencies use computer programs to automate the testing process. Many recruiting organizations use an applicant tracking system to perform various filtering tasks in parallel with the use of psychometric testing software.

Adaptation

Onboarding is a process during which new employees are provided with all the assistance they need to become productive members of the organization. A well-planned adaptation system helps newcomers quickly integrate into the team. For many organizations that want to retain top talent, onboarding campaigns can last from 1 week to 6 months.

Internet recruiting and websites

Such sites, as a rule, work in two directions: job advertisements and a database that contains resumes of candidates. In the vacancies section you can find information about the job you are interested in. In order for potential employers to notice you, you need to post your resume on the website. To submit an advertisement or access the resume search, you must make the appropriate payment. Since the late 90s, Internet personnel search resources have developed rapidly. The websites host a database that stores detailed information about candidates. Websites are used by various organizations that need to find qualified employees and improve their business activities.

Online recruiting helps companies attract, test, recruit, employ and retain qualified personnel at minimal financial cost. Websites help active job seekers find jobs, but they are unlikely to attract “passive candidates” who are interested in other sources of information. There are also people who really want to change jobs, but they are not entirely sure that they should post their resume on the Internet, because they are afraid that their colleagues and employers will be able to see it.

Job search mechanisms

The emergence of modern search engines (meta-search engines) allows job seekers to view vacancies on multiple sites. Many search engines provide a traditional list of vacancies. There are also vacancies that are posted only on employer websites. These vertical search engines allow job seekers to get information about all existing job openings.

en.wikipedia.org/wiki/Recruitment
Translation by Tatyana Gorban for the website

Dictionary type:

• Dictionary of personnel management

• Recruitment and selection, Labor market