Modern methods of recruitment: standard and non-standard methods. Personnel selection methods

The successful development of any company largely depends on its personnel: hardworking, talented employees who are able to work in a team are the engine of progress. It is very difficult to form such a team from scratch; at a minimum, you need a suitable base. Therefore, it is impossible to fill vacancies according to the “advertise - talk - accepted” scheme - untested employees often “do not catch on”, instead of the engine of progress, the employer receives staff turnover. To create a team without “weak links”, you need to apply a scientific approach and use HR recruitment techniques.

HR Strategy or Human Resource is translated as “human resources”. This Western method of working with personnel has long proven its effectiveness. The bottom line is that staff do not work on their own, they are managed as a valuable business resource and receive maximum dividends. First of all, the company does not accept employees simply by advertisement; even certified and experienced specialists are selected - the best of the best are motivated, work successfully and, together with the team, move the company forward.

In our country, HR methods of personnel selection and further personnel management are just being introduced. Competent managers understand the advantages of this approach, but there are obstacles. For example, having your own HR department is expensive; it requires managers with expert knowledge and, accordingly, high salaries. Medium and small businesses, where the company's teams are relatively small, often refuse additional expenses - why spend money, because vacancies do not appear every day. The position is understandable, but not correct. At a minimum, we need to abandon the outdated hiring by advertisement and single conversation. In Moscow and others major cities There are experienced recruiters - employment agencies specialize in professional search and assessment of personnel, and have an expert understanding of the field. For a one-time payment for the service, the employer receives competent, verified candidates.

Methods of personnel selection at the search stage

The recruiting company uses search strategies that vary in results and price. The method is tailored to the customer's needs.

Screening– formalized search, lowest costs. The method is used to recruit junior unskilled personnel, for example, laborers or salespeople. The agent selects suitable resumes from its own database and/or mass sources, and conducts telephone interviews with candidates.

Mass recruiting– search and assessment of line workers. There are quite a lot of certified experienced accountants, lawyers, and managers in the labor market. The recruiter’s task is to select applicants according to the customer’s requirements. Personal meetings and events to assess candidates for professional suitability and personal qualities are necessarily held here.

Exclusive recruiting– attracting experienced managers and narrow eminent specialists. The agent finds candidates among the customer’s competitors and takes measures to ensure their transition to a new job. An extreme manifestation of this recruitment technique is “headhunting”: the employer specifies specific specialist, the recruiter is engaged in recruitment. The service is expensive and the process is usually lengthy. But eminent experts are priceless.

Recruitment techniques at the assessment stage

A thorough screening of candidates is relevant for mass recruiting, where it is necessary to select the best from the masses.

Development of a vacancy. The recruiter personally meets with the customer, finds out all the requirements - education, experience, competence, job responsibilities, schedule, personal qualities. To motivate valuable applicants, offers are also important - salary, prospects career growth, corporate brand values.

Evaluation of applicants. The first conversation gives a general idea of ​​candidates with suitable resumes. All those who pass (about 10%) undergo a thorough check. Recommendations must be confirmed. Detailed personal data is compared with a professiogram (a sample of a specialist in a specific professional position). Targeted interviews and testing clarify qualifications, psychological picture, ability to solve problems and work in a team. Only those who have successfully passed all the tests get to meet with the customer.

Internship. A very useful service, but usually only niche agents (accounting, finance, sales and others) practice it narrow directions). An almost 100% ready employee comes to the employer. For example, during an internship an accountant gets acquainted with latest versions legislation, gains in-depth knowledge in any area (accounting, reporting, material group, etc.), practices working with software, exhibits personality traits.

Progressive recruitment methods are used by large agencies with experience and reputation, that is, before expert recruitment of employees, you need to choose a truly reliable partner. Contact the RosCo company - we have a license, we have been working since 2004, we have proven ourselves well in the capital’s labor market. The main areas are finance, accounting, sales, management (accountants undergo a 6-month internship). By agreement, we will find personnel for enterprises in any field of activity.

To obtain Additional information, call, order a call or ask a question via chat.

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 people job seekers. The former will be able to gain 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 have preferences different methods search. 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. Ads in printed publications. 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 more 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 compiles 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 shapes interviews: someone conducts it in a strictly formal form (question-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 jobs, participation in various projects also occur quite often. 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 Lately it is coming back into fashion. 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 to such a test cannot be correct or incorrect, unlike the previous two types. Psychological test aimed at identifying various personal qualities 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. Candidates are assessed by special organizations that 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

All more companies They strive 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, “in what positions do trolleybus drivers most often sleep?” 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 logical thinking and the acumen 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. Approximately estimating the size soccer ball and the size of a given room, the answer can be given 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 are likely to perceive it as something frivolous. For example, in France the graphology method is used as traditional way candidate assessments.

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.

To understand all the methods of personnel selection, you need to understand the methodology. Recruitment methodology can be understood as a system of principles, as well as a set of ideas, concepts, methods, methods, and means of personnel selection. The methodology can be considered in two forms: theoretical and practical. The theoretical model refers to the ideal knowledge model. It includes the teachings of G. Mintzberg, M. Weber, A. Maslow, F. Taylor and others. On the practical side of the methodology, we can say that it is a program, a set of specific methods and techniques to achieve the desired practical goal. In a modern organization, there are many methods of personnel selection. There is no single selection model, since each organization creates its own rules and criteria by which, in fact, personnel selection will be carried out. The HR manager must carefully determine which traditional methods he will use in his work. Whether he will work with one or combine several methods depends on the purpose of the selection. The goals of recruitment are different for each organization, but in general they consist of recruiting the organization's talent pool for all jobs, with consideration of future personnel or organizational changes, expirations of contracts, retirements, layoffs, and changes in the nature of the company's activities. In various cases, this may be either an acute shortage of personnel or the recruitment of a reserve for all occasions. Environment organizations are constantly changing, something new, modern appears, and the old fades into the shadows and becomes irrelevant. The HR manager must carefully monitor various innovations in the field of personnel selection in order to correct errors or adjust the recruitment strategy in a timely manner and keep abreast of events in the labor market in order to react and take action in a timely manner. An HR manager can also be an innovator of ideas himself and offer something new, unusual, unconventional, thereby discovering new methods and principles of personnel selection that will be more effective and better than the previous ones.

Traditional recruitment methods

Traditional methods of personnel selection include generally accepted selection methods. Recruitment is divided into recruitment and selection.

Recruitment is the mass attraction of candidates for a vacant position.

There are two types of recruitment sources: internal - recruitment is carried out within the company, at the expense of employees of the organization itself, external - recruitment is carried out outside the company, at the expense of external resources.

External sources are the most common, since the organization’s resources are limited; when filling a vacant position, the previous place of work of the employee who occupied this vacant position is vacated.

External sources can be divided into expensive and inexpensive. Expensive ones include recruitment agencies and publications in the media (radio, television, print media). Inexpensive ones include government centers employment, contacts with higher educational institutions, etc. In addition, there are external sources of searching for potential candidates, which may be completely free for the organization. We are talking about Internet resources that have all sorts of free sites with which you can post an advertisement for a proposed vacancy and review the resumes of potential candidates. The organization can also receive resumes from job seekers themselves who are searching for work on their own without any intermediaries. If a company needs highly qualified specialists, then, in the conditions of current unemployment, it is better to turn to expensive sources. As for workers who do not require high qualifications, the organization can recruit personnel in a cheaper way.

There are the following types of external sources:

1. Attracting candidates for a vacant position through recommendations of people working in this organization, their relatives and friends. This method is common and effective in small organizations. It is typical for narrowly focused companies, where the number of specialists is limited and external search can be long and ineffective. In addition, there is a high risk that the recommended person may be an unqualified specialist or not the candidate the organization would like to see.

2. “Independent” candidates are people engaged in an independent job search without recourse to employment services and agencies. Organizations often organize all kinds of days themselves open doors and participate in Job Fairs to attract such candidates. They themselves call the organization, send their resume, contact specific organization where you would like to work. And even if the company does not need the services of this candidate, it is better to save information about him in case the need arises.

3. Advertising in the media. The most common recruitment technique is placing an advertisement in the media about a vacancy available in an organization. In this case, the applicant applies directly to the personnel service of the employing organization. The most popular media for posting job advertisements are periodicals and the Internet. Periodicals (newspapers and magazines) that advertise job vacancies can also be divided into two categories: general publications and specialized professional publications. The same can be said about the Internet. There are servers dedicated to employment, on which job seekers publish their resumes, and employers publish information about vacancies. Also, publishing information about vacancies and posting resumes is possible on specialized portals, which are virtual professional communities.

4. Contacts with educational institutions. Many large organizations are focused on recruiting university graduates with no work experience. To this end, the employing company holds presentations at specialized universities and also takes part in job fairs.

5. State employment services (labor exchanges). Databases are maintained here containing information about applicants (their biographical information qualification characteristics, work of interest). Organizations have access to such databases and can search them at little cost.

6. Recruitment agencies. Agencies carefully study the requirements that the company imposes on applicants, select candidates, conduct testing and interviews. If a candidate is hired, the agency’s services are paid by the company in the amount of 30-50% per annum wages hired employee.

The second part of recruiting is selection. Personnel selection is the natural conclusion of the process of selecting employees in accordance with the human resource needs of the organization. The final selection decision is usually formed at several stages that applicants must go through. At each stage, some applicants are eliminated or they refuse the procedure, accepting other offers.

First stage. Preliminary selection conversation. The main purpose of the conversation is to assess the applicant’s level of education, his appearance and defining personal qualities. For effective work, it is advisable for managers and specialists to use a general system of rules for assessing a candidate at this stage.

Second phase. Filling out the application form. Applicants who have successfully completed the preliminary interview must fill out a special application form and questionnaire. The number of questionnaire items should be kept to a minimum and they should ask for information that is most relevant to performance. future work applicant. The information may relate to past work, mindset, situations encountered, but in such a way that on their basis it would be possible to conduct a standardized assessment of the applicant. Questionnaire questions should be neutral and allow for any possible answers, including the possibility of refusing to answer.

Third stage. Conversation for hire (interview). Interviews are the most common method of assessing candidates for a position. During the interview process, not only does the employer receive information about the candidate, but the candidate himself has the opportunity to learn more not only about working conditions (by asking questions to the interviewer), but also about the corporate culture of this organization. A candidate can draw conclusions about the corporate culture of the employing organization, as well as about his compatibility with it, based on the level of organization and interview conditions, the professionalism of the interviewer, etc.

There are the following types of interviews:

Biographical interview. Its task is to find out the candidate’s past experience in order to predict his capabilities and abilities. During the biographical interview, various aspects are clarified professional activity candidates that are not disclosed in the resume.

Situational interview. The candidate is asked to solve several practical situations (hypothetical or real problems). This method allows us to identify common and analytic skills candidate, the approaches he uses to solving non-standard problems and his ability to get out of difficult situations.

Structured interview. Its goal is to identify the professional and personal qualities of the candidate using a pre-developed structured list of questions. This type of interview is the most common. It can combine elements of all other types of interviews.

Competency interview. The purpose of this type of interview is to determine the candidate's level of suitability key competencies necessary to work in a given organization and in a given position. To determine the level of competence, as well as the possibilities for its development, the interviewer during the interview refers to the candidate’s past experience.

Fourth stage. Check references and track record. Information from letters of recommendation or conversations with people whom the candidate named as recommenders can make it possible to clarify what exactly and with what success the candidate did in previous places of work, study, or residence. It is advisable to seek recommendations from previous places of work if the period of dismissal exceeds one year, as well as from colleagues from other organizations and professional societies with whom the candidate interacted on business issues.

Fifth stage. Medical checkup. It is carried out, as a rule, when a potential job places certain requirements on the candidate’s health.

Sixth stage. Decision-making. Comparison of candidates. Presenting results for consideration by decision-making management. Decision making and execution.

recruitment manager problem

Offer to fill a vacancy. If a candidate has received and accepted a verbal offer to fill a vacancy, the employer must provide written (official) confirmation to the candidate. In this letter, the employer must repeat all previously agreed terms and conditions of employment, giving great importance accuracy of formulations, since they will form the basis labor contract.

Official introduction to the position. Introduction to a position means the entire process of hiring an employee on the first day at a new place, familiarizing him with the rules and procedures of work, with employees and his immediate responsibilities, as well as with the traditions and culture of the employer company. This may be seen as the beginning of an in-house training period or as the final stage of the personnel selection process.

A modern HR manager must know that personnel selection is the most critical stage in personnel management, since a mistake is too expensive. The ability to hire the most suitable people is a great and rather rare talent that a personnel manager can possess. The HR manager must have knowledge in the field of psychology, law, sociology and economics in order to immediately understand whether the company needs a candidate and whether he should go through further stages of selection. Thereby giving chances to more capable candidates. Having analyzed the above methods, we can conclude that there is no one the best way selection, so the HR manager must master the entire set of techniques.

Technologies for searching and selecting personnel do not stand still. Methods that worked well just a few years ago do not give the desired results today. There are many reasons for this: the demographic situation, the “difficult” labor market, changes in the motivation of young professionals, and so on. The essence remains the same. Finding the right candidate is becoming increasingly difficult.

In my article I want to dwell on two components of the personnel selection process - the search (methods of attraction) and selection (evaluation) of personnel.

I note that a detailed description of the “work” of all methods (who/how/why/when to use them and how much it costs) is not my task.

The article turned out to be lengthy, so I won’t bore you with a long introduction.

Personnel search

4 main recruitment technologies:

• Mass recruiting (massrecruiting) — used for selection large quantity employees. These are mainly line-level specialists with fairly clearly defined professional skills and experience;
• Recruiting (recruiting) — search and selection of qualified specialists. As a rule, it is carried out among candidates already looking for a job;
• Direct search (executive search) — search for rare specialists and/or middle managers. Conducted both among free specialists and those still working;
• Headhunting - Poaching a specific working specialist.

Methods of attracting personnel (search sources):

Speaking about methods and sources of personnel search, it is worth noting that some of them are used only by direct employers (due to certain restrictions), while some are more often used by recruitment agencies.

• Personnel reserve— nominating a candidate from among the organization’s employees for an open vacancy;
• Referral Recruiting– There are two types of referral recruiting: within the company and external. Referral recruiting within the company - employees recommend candidates from among their friends; outside the company - the candidate is sought on the recommendation of former colleagues, acquaintances, etc.;
• Targeted training in universities— the company “grows” future employees by offering employment after completing targeted training;
• Employment centers at universities – attracting young specialists for the period industrial practice with subsequent employment, especially relevant for workers and technical specialties;
• Open days – This is an acquaintance of candidates with the organization “from the inside”, an opportunity to evaluate working conditions with their own eyes and communicate with managers. The main disadvantage of this method is the lack of guarantees of attracting interesting candidates and the very labor-intensive process of organizing an event;
• Job fairs– industry-specific ones are the most interesting, a good opportunity to make a company presentation and collect contacts of candidates interested in the job;
• State employment centers - This method works well when attracting personnel with low salary requirements;
• Targeted retraining of specialists in training centers– training of promising employees of the organization with their subsequent promotion;
• Posting job vacancies near the organization– one of the “guerrilla” methods, works well for retail and workers, production specialties;
• Recruitment agencies– by contacting the agency, the employer receives a guarantee of attracting a certain number of candidates who meet his requirements, from which he can choose the most suitable one;
• Posting vacancies on specialized employment sites– one of the most common passive methods of attracting personnel; the disadvantages include the low activity of candidates and the inconsistency of the responses received with the stated requirements;
• Searching for resumes on specialized employment sites- one of the most common active ways attracting personnel, often expensive and extremely labor-intensive;
• Placing advertisements about vacancies in specialized print media – well suited for searching for blue-collar, technical and manufacturing specialties;
• Placement of vacancy announcements in non-core print media– allows you to reach candidates not currently open to the market;
• Posting advertisements for vacancies in public transport – The main advantage of this method is large area coverage and the opportunity to interest candidates not open to the market;
• Posting job vacancies on radio and television– perfect for a small city, but for a metropolis this method is too expensive.

If we talk specifically about modern methods of personnel search, we can highlight the following:

• Search for candidates in in social networks – a relevant, inexpensive, but labor-intensive method of attracting personnel. Well suited for searching for young and mid-level professionals.
• Searching for candidates on the Internet (forums, specialized communities) - inexpensive, but rather labor-intensive method. Allows you to contact a narrow circle of specialists, as well as receive recommendations for interesting candidates.
• Posting job advertisements on the Internet in video format – one of the most popular methods today. The cost of creating a video about a company/vacancy is comparable to the cost of traditional methods of attracting personnel. The effectiveness of this method is quite high. Thanks to distribution on the Internet, the maximum number of views is ensured.

The active use of these methods of attracting personnel is associated with the development of the global web. Following the candidates, recruiters also went to the Internet.

Recently, methods such as:

• Personnel leasing– use of temporary labor resource provided by recruitment agencies for a long period of time to solve the organization’s production problems;
• Outsourcing– transfer to a third party of some business processes that are non-core for the organization;
• Temporary staff– unlike leasing, it is used in cases where an organization needs additional employees for a short period (from one day to several months);
• Outstaffing– registration in the staff of a specialized agency of employees working in a company that, for one reason or another, no longer wants to maintain these personnel.

Of course, these methods are not methods of attracting personnel to the organization, but they solve the problem of its shortage no less effectively.

Personnel selection

Speaking about the selection of candidates, namely all sorts of different tests, we can no longer make a distinction between direct employers and agencies. They use all selection methods equally, and their choice depends on the knowledge and experience of a particular selection specialist.

So, the main methods for selecting candidates:

• Analysis of resumes and other documents- screening based on formal criteria;
• Telephone interview— screening according to formal requirements, determining the level of expected salary;
• Interview- except necessary competencies assessed and appearance, and the candidate’s demeanor;
• Stressful interview— level of stress resistance, pattern of behavior in a stressful situation;
• Questionnaire— compliance with procedures, willingness to make contact;
• Testing— psychological, level of intelligence, etc.;
• Essay— the ability to express one’s thoughts in writing;
• Solving business cases— model of behavior in a given situation;
• Logical and associative tasks- behavior, reaction to questions, logical thinking abilities;
• Infusion into work groups— evaluation of communications, work proposals;
• Collection of recommendations— recommendations from employers, colleagues from previous places of work;
• Collecting information on social networks.

I would also like to note some unconventional and largely controversial selection methods:

Anthropological selection method

Anthropological- the candidate’s abilities, his intellectual and creative abilities are assessed based on the structure of his skull: size brow ridges, position of lips and ears, etc.

Graphological selection method

Graphological- the applicant’s handwriting is analyzed, based on this analysis, conclusions are drawn about individual characteristics candidate. According to graphologists, graphological examination allows one to assess personal and business qualities person. It must be said that this method is used mainly in Europe. In Russia it is not widespread, and graphology itself is often classified as a pseudoscience.

Astrological selection method

Astrological— the candidate’s zodiac sign is analyzed. It is believed that by the zodiac sign one can determine the personal and business qualities of a candidate, the success of his entry into the team, and his predisposition to certain types of work, professions and positions. In Russia, again, this selection method is not common.

It is rarely used by professional recruiters (well, perhaps out of female curiosity). But a male leader can resort to him at the most unexpected moment and make a choice in favor of a candidate based on his zodiac sign.

Numerological selection method

Numerological- the same story with numerology. The candidate is assessed by date of birth (the numbers themselves, their order, combination, etc.).

Palmistry

Palmistry- Palmists evaluate a person’s abilities based on palm parameters. They even say that palmists can evaluate professional qualities.

The boom in attracting palmists, magicians, psychics and other people of outstanding abilities occurred in the “dashing” 90s. Turning to such “specialists” removes the responsibility for making a decision on choosing a candidate, but the quality of assessing candidates is difficult to assess.

Polygraph

Polygraph (Lie Detector)- the least exotic method, has a real scientific basis. Used for over 100 years. The average reliability level of a lie detector is 95%. Recently it has become increasingly widespread.

To sum up the unconventional methods of personnel selection, I will say that I have formed a rather entertaining image of a recruiter-astrologer-numerologist-palm reader with a polygraph at the ready. Do I need to say that I don’t know such a specialist? And you? 🙂

Of all the listed unconventional methods, there is not a single one that would guarantee 100% correctness of choice (with the possible exception of a lie detector). But traditional methods do not provide such a guarantee.

Conclusion

The choice of ways to attract and select personnel depends on many factors: the state of the labor market, the profile of the vacancy, corporate culture organization and its financial capabilities. At the same time, recruiters, as a rule, do not stop at any one method, but use them in combination.

Recruitment technologies are actively developing, thereby reflecting business needs for qualified specialists who are ready to move enterprises forward. Those methods that were relevant several years ago are becoming a thing of the past: our society is changing quickly, and outdated options simply do not show effective results.

Adapting to the world around us

Why has the old technology of mass recruitment ceased to be effective? Our society has undergone the following changes:

• demographic;
• crisis;
• motivational.

At the same time, the essence of recruiting remains the same - you need to find a person who would fully suit the company. It is becoming increasingly difficult to achieve success. The theory says that there are two key elements that make up recruiting: search and selection. The right approach to both stages will allow you to achieve a good result.

How to find?

There are four modern technologies search and selection of personnel:

• mass recruiting;
• recruiting;
• headhunting;
• direct search.

In the first case, we are talking about finding a large number of workers. As a rule, these are line specialists. They are subject to strict requirements for experience and qualifications; it is known in advance what professional skills people should have. But recruiting is more complicated story, since here you need to find a qualified specialist. This method is in demand when a company is looking for an employee from among the available persons on the labor market.

Headhunting involves a situation where a highly qualified specialist is already working in a certain company, but another company, having assessed his skills and abilities, is interested in poaching the human resource and is using all possible means to do this.

Finally, direct search is a recruitment and selection technology that allows you to find a rare specialist. This method is used to search for mid-level management personnel. It is possible to select people from among the temporarily unemployed, as well as those who already work in other companies, but there is a possibility of luring them away with more attractive working conditions.

Selecting staff

All personnel selection technologies include a personnel selection stage. At the same time, the characteristics of a particular person, his professionalism, experience and skills are studied in order to assess whether he will cope with the responsibilities of the vacant position. The HR service interacts with several applicants, analyzing their parameters and selecting best option for given conditions. Take into account:

• personality;
• interests of the company;
• motivation;
• person's character;
• qualification level;
• specialization.

Selection stages

If a recruitment agency selects workers for your company, most likely the selection will be made according to the classical scheme. It looks like this:

• conducting a preliminary interview;
• filling out a form;
• interview with a personnel specialist;
• test;
• checking work experience and references;
• medical check.

The results that the test gives are provided to the head of the organization or the manager responsible for personnel, who decides whether or not to hire the person. The applicant does not always go through all stages of personnel selection. In some cases, it is customary to use a simplified scheme. For example, if it is considered to be a very valuable, important shot.

Selection principles

Classic personnel selection technologies are guided by the following principles:

1. Highlight strengths applicant.
2. Look for the right people, not the perfect ones.
3. Do not hire new employees if there is no need, regardless of their qualities.
4. Focus on qualified personnel, but not at a higher level than a specific position.
5. Work to match the job and employee requirements.

The most effective technologies for searching and selecting personnel recommend paying attention to the number of selection criteria, warning that their excess will lead to failure - you will not be able to find anyone. Key criteria that deserve the attention of a HR specialist:

• education;
• experience;
• skills;
• quality;
• professionalism;
• personality type;
• possibilities;
• physical parameters.

External recruiting

Studying new technologies for recruiting Russian market labor, one cannot help but pay attention to external recruiting. Despite the fact that the method came relatively recently, it has proven itself to be effective. This is largely due to the crisis that occurred shortly after the collapse of the Soviet Union, when all previously applicable techniques suddenly lost their relevance and effectiveness.

As the economy has changed, recruiting practices have changed along with it. If previously young specialists were sent to jobs “by assignment”, now this method has exhausted itself. There are several higher educational institutions, who even today employ their students in this way, but there are very few of them.

Of course, a company can place an advertisement in a newspaper, on a bulletin board on the Internet, or hang advertisements at entrances, but this method has proven to be ineffective, since it provides a very small audience reach. This is most relevant in large cities. A recruitment agency came to the rescue. The number of such enterprises is growing by leaps and bounds.

What is it about?

The recruitment agency works in such a way that the client is satisfied. The slogans of such companies sound quite monotonous - “we will find you as many qualified workers as possible.” To do this, the following personnel selection techniques are used: specialization of potential candidates, analysis of unemployment levels, specialization in a particular type of business or its form.

In most cases, recruitment agencies are ready to provide a guarantee for their services. If this is not an exclusive search, then usually the warranty period is three months. Firms use mass and direct search workers, using the accumulated database of temporarily unemployed and turning to other sources.

An exclusive search assumes that a recruitment agency is looking for a senior executive (CEO, top manager, management team) for the customer. This service appeared on the market relatively recently, it is being introduced by top agencies. Practice shows: quality can only be achieved by specializing in this issue.

Please note that recently there have been a lot of companies offering exclusive search, but providing this service with poor quality. These are fairly small companies with a small database and a low level of specialists. Assuming that your company needs such a service, try to work only with reliable organizations.

This is a social recruitment technology that involves searching for candidates by assessing the availability of recommendations. Only with these conditions is it possible to fill the vacancy. Proponents of this method say that it is very convenient to make inquiries about a potential employee from someone who is willing to give a recommendation, and analyze whether this person will fit into the team. As they say, the efficiency of this method is better. In this case, the person submitting the recommendation can count on some bonus from the company interested in filling the vacancy.

The main advantage of this technology of search and selection of personnel is the opportunity to discover even passive ones, that is, those potential employees who are not looking for something new right now workplace. Often these are the most valuable acquisitions for a company.

Recommendations allow the HR department to have more information about a potential employee than a dry resume. In addition to this, they also get an idea of ​​how a person is able to work from a character directly familiar with him, who deserves (from the point of view of personnel officers) trust.

Inside and outside the company

The recommendation method is also widely used when it comes to recommending a person already working in the company. This precise personnel selection technology appeared in Russia relatively recently and is based on recommendations that an existing employee can give to his friend. If, based on his “tip,” the vacancy can be filled, such an employee receives some preference - for example, a bonus.

However, it is no less applicable in the case where the recommending person does not work for the company interested in filling the vacancy. In this case, they resort to the services of independent persons who are ready to give recommendations. As a rule, their services are paid, and contacts are made through the virtual Web.

Special recruiting sites have been developed that allow you to recommend your friends and get good money for it.

Recruitment technologies: verification

If a potential employee comes to the personnel service with recommendations, specialists must check their authenticity, and only after that make a specific decision. To do this, employees look for recommenders and conduct interviews with them, during which they find out whether the potential employee has previously successfully coped with the tasks assigned to him, as well as where he studied and lived.

If a person already works in a certain company, asking for recommendations here is considered useless. On the one hand, this leads to an unwanted leak of information, on the other hand, the HR manager is hardly interested in giving a correct and accurate answer, since the personal perception of the employee who wants to leave the company plays a role.

It is best to check references from a previous job where the person left a year or more ago. It is acceptable to use information received from colleagues of a potential employee, as well as representatives of those professional societies with which he was forced to work.

Innovations

If previously personnel selection technologies regulated the list of documents submitted by a candidate as quite small, recently it has grown somewhat. This includes characteristics from previous jobs, as well as from the university. If a potential employee takes them with him to an interview, he thereby documents that he treated his studies and work responsibly and diligently. This forms a positive assessment from the HR specialist of the company where he wants to get a job.

• social activity;
• social activity;
• hobbies and skills outside the profession.

Competence-based approach to personnel selection

The most effective recruitment courses recommend assessing candidates based on their competencies, since this technique has shown greater effectiveness than outdated options.

Selection stages:

1. Drawing up a list of competencies.
2. Creation of tools for assessing candidates within the competence.
3. Interviewing candidates.
4. Drawing up a resume for each candidate.

List of competencies: what is it?

As noted above, it all starts with the formation of such a list, which must be agreed upon with the head of the organization. It lists all the competencies that are important for the vacant position. In order to describe the workplace as accurately and in detail as possible, at the same time not to set too many conditions, you need to select 12-20 competencies.

With this approach, the recruiter will not waste time. As soon as his communication with the candidate begins, he will immediately find out what is needed for a particular workplace. This will allow you to collect accurate and full information without omissions and without wasting time and energy on unnecessary work. At the same time, a correct analytical summary will allow you to evaluate each candidate for suitability for the position.

• professionalism;
• motivation;
• personal properties;
• managerial qualities;
• human security for the organization.

Using examples

List of competencies for candidates from which to form personnel reserve enterprises:

1. Managerial:

• Overall vision of the enterprise.
• Ability to organize work process.
• Management skills.
• Ability to form your own team.
• Ability to express thoughts orally and in writing.

2. Strategic:

• Determination.
• Customer focus.
• Thirst for results.
• Foresight.

3. Personal:

• Leadership properties.
• Ability to be flexible.
• The ability to avoid conflicts.
• Energy.
• Desire to take initiative.
• Independence.

4. Security:

• Loyalty.
• Focus on long term services in the organization.

How does this happen?

In most cases, the project of such competencies should be developed by the manager who will be interviewing a potential employee. It is he who forms the tools that help evaluate a person, and then he will have to make a conclusion based on the results of the interview. It is important not to lose sight of information about the company as a whole, about a specific position, and also discuss the competency points with the head of the department where the employee is being hired and the head of the company.

There is no standardized form of assessing a candidate based on pre-planned points, so it is very important that the list of competencies is compiled by someone who will then compare them with a real person and analyze how suitable he is for the company. The impossibility of formalizing the process has repeatedly caused controversy, on the basis of which digital technologies in personnel selection have been developed. They are effective, but only apply to line workers. As for the management team, assessment is still only possible with personal interaction and a deep understanding of the area in which the person will work. It is necessary to formulate your vision of the ideal employee, and then evaluate each candidate for the level of similarity to this image.

If the recruiter has an idea in advance of what qualities need to be assessed, he will be able to concentrate on them from the very beginning and not waste time or waste his energy. Competency-based assessment allows you to avoid drawing attention to secondary factors that are not significant for the vacant position. This approach minimizes the risk that the wrong person will be hired. And in order to form a plan, you need to work out in advance situations that may arise when communicating with the interviewee, formulate questions and think through written exercises.

Latest technologies and recruiting

The technological revolution that has been taking place recently simply could not help but affect the labor market. It is expected that in another five years we will see absolutely new system selection of workers in a company that is completely dependent on the virtual Web and computers.

Hiring managers are increasingly taking advantage of the opportunities that have become available with the introduction of the latest technologies:

• accuracy of information;
• ability to control remote employees.

According to consulting companies, in Russia by 2020 at least 20% of all employees will work remotely, but there is a possibility that this figure will be even higher. If now up to 80% of all tasks solved by recruiters are standard processes associated with mass interviews and information verification, then soon, as experts predict, this will be automated, which will allow people to do only complex cases, which require an individual approach.

The main goals of recruiting today

As can be concluded from recent conferences on labor market issues, in the coming years this area will work in two main directions:

• automation;
• adaptability.

In the first case, we are talking about the replacement of manual labor with machine labor. This has already happened in many areas human activity, but the search for new workers has not yet been affected by technology. Now is the time to automate more and more difficult questions. The first sign is the requirement for HR specialists to be closer to technology, to have deep knowledge of how they work, in order to plan selection algorithms in the future.

Adaptability implies that HR professionals must be able to accept new things. Our future is generations Y and Z, who should be treated with special care. These are the people who force the world adapt to themselves, but are not ready to “bend” themselves to the standards of companies. Soon a person will be able to live in the environment that he chooses for himself, and not within the strict framework given to him by the corporation. The HR manager must become a “freedom manager”, selecting for each temporarily unemployed person exactly the place where he will be comfortable and where he can show maximum performance.