How to attract a person to work. How to attract and retain the best employees? Who is recruiting

Well, Maria, where are our workers??? asked Boris Petrovich, nervously tapping his ballpoint pen on the table.

“I… I don’t know, Boris Petrovich,” answered Maria, lowering her eyes. - There are no suitable candidates ... And where to get them - I'll never know - Maria's voice became guilty and apologetic.

Maria was an excellent office manager, possessed organizational skills, did everything quickly, accurately and did not make mistakes in her work. But when it came to recruitment, there was very little sense from it, to be honest.

- Mashenka, well, you understand that the employees were needed yesterday, - Boris Petrovich said, softening a little. - And we have not been able to find a single employee for the second month!

- Boris Petrovich, I'm trying my best! I also submitted a vacancy to the newspaper, and posted an ad on all job sites. It seems that everything is described so well - but no one responds. We have good conditions, and the work is interesting, and in terms of salary we are no worse than many. Well, what do they, the applicants, need?

- So, Masha, go to work. And do something already so that by Monday the employees will be. Otherwise, you know what...

And Boris Petrovich, pulling his spectacles over his nose and knitting his brows, began to study the entries in his diary. And Maria went to her workplace, and in her head there was only one question: “Well, where can I get them, these candidates?”

How often do you encounter a similar situation when an employee was needed yesterday, a week ago or a month ago? And there were no candidates, and no.

The fact is that every employer in the process of recruiting staff faces certain difficulties. This also applies to attracting applicants, and conducting interviews, and choosing the right candidate. Everything is more or less clear with the interview and selection of a candidate - you can study the relevant literature, take note of several methods for assessing candidates, prepare for an interview, make a list of necessary questions ... But in order to select, evaluate and interview someone, you need to have, from whom to choose. And for this it is necessary to organize the process of attracting candidates for your vacancy.

To prevent the closing of a vacancy from turning into endless hours of waiting for responses from applicants, you need to remember and follow some rules. These rules are quite simple, but following them will allow you to significantly increase the number of candidates for your vacancy. At the same time, if everything is done correctly, then the candidates will be suitable a priori. And you just have to choose the one you like the most.

Rule number 1. Be clear about who you need

That is, make a portrait of your candidate. Write a list of the main functions that your employee will perform.

Even if you have a job description, even if a specialist has already worked for you in this position, formulate the key functions anyway. This will help you draw up a portrait of the candidate.

What exactly will be included in the duties of your employee depends on what professional and personal qualities your candidate needs. Be sure to include in the portrait formal signs, business and personal qualities, temperament, professional skills, special knowledge, and also simply in your own words, without unnecessary "smart" phrases, describe how you see this employee.

It is also important to determine the leading motivation of your candidate. What should he focus on the most?

If this is an accountant, then most likely for stability and professional development. If this is a sales manager, then he should be motivated by the result, as well as the opportunity to earn. If you are looking for an office administrator, then best motivation for your candidate - an opportunity for development and growth within the company, as well as recognition from colleagues. Take the time to describe the candidate in as much detail as possible. So that you have a complete image of the employee in your head.

Remember, in order to find a good employee, you need to clearly understand which employee will be good for your company.

Rule number 2. Stand out from other employers

If you open any job site, you will see that most job advertisements are of the same type, faceless, not attracting attention.

When a job seeker looks through the offers of employers, there is nothing to catch his attention, because the ads are almost the same!

Try to stand out from other companies. Give in the ad only the information that will attract the attention of the applicant. You should not place an ad that does not make it clear at all what the company expects from the employee and what functions he will need to perform. And, conversely, you do not need to copy the entire job description into the ad.

Find a middle ground - a clear and understandable presentation of the essence, and nothing more.

Creative ads are often found on job sites. So some companies try to stand out from their competitors. But it is worth considering that a bright, non-standard, creative ad will only work if you are looking for a creative person.

For example, one great company is looking for a "Princess (Sales Manager)" to join their team. Yes, that's the name of the job! And this is just great, because this company needs creative, creative, talented and modern! But imagine if, for example, some bank places such a vacancy ... It will not be very respectable.

Therefore, if you claim to be creative, then be creative wisely and in moderation!

Rule number 3. Offer Job Seekers What They're Looking For

Remember, in the first rule, we wrote that in the portrait it is important to determine the motivation of your candidate, that is, what drives him, encourages him to work efficiently and effectively. Write about what the candidate will get by working for you.

Accountants, for example, are very systematic, process-oriented, accurate and disciplined people. Offer them stability and confidence in the future, the opportunity to improve their professional skills. They will also be attracted to a well-defined system accounting, availability of the necessary software, comfortable workplace.

A sales manager focused on results, money and influence will find the opportunity to form an effective team of sales managers, the need to clearly set goals and control their implementation, the ability to influence the company's profit, etc. attractive.

If you are looking for system administrator, then let the candidate know what is important to you: the equipment works like clockwork, the best system administrator is not the one who is constantly busy, but the one whose nothing breaks. How to attract him: independence in decision-making, the opportunity to develop and do what you love, modern equipment etc.

And another very important point- do not offer the candidate something that is not of paramount importance to him (according to the portrait of the ideal candidate). Why do you need a sales manager who dreams of career growth, and not high earnings? Will you be able to provide him with this very career growth or is it in the distant future?

Rule number 4. Choose the right resources to post your job

If you have clearly defined the target audience, that is, you have written down the portrait of the candidate, then you assume exactly where your applicant is found. That is where you need to look for it and attract it.

Look for a cleaner through posting ads near your company. It is unlikely that you need an employee for this position, who will travel to work from the other side of the city. Therefore, it is much more logical to attract those candidates who live nearby for the vacancy of a cleaner.

If you are looking for an employee to administer an Internet project, then it is more expedient to look for such a specialist on the Internet, on specialized forums, websites, etc. But the ad placed on the work site may not give the desired response.

Do you need temporary part-time employees? Contact universities directly. Almost every one of them has a student club where you can place your ad.

One company has internal rules: for each open vacancy it is necessary to place an ad in at least 30 different sources. But the inconsistency lies in the fact that out of 30, usually 1-2 sources work, and the rest of the time is wasted.

Take not quantity, but quality.

Rule number 5. Design a presentation for your company

What do you usually say when you call a candidate and invite him for an interview?

Here is the standard conversation pattern:

- Hello, Peter! My name is Svetlana, "Bee" company. I saw your resume on the job site. Still considering job offers?

Ugh, I'm looking. Depends on what.

We are doing something. We have an open position for an employee.

How to do it? Very simple. We rely on the leading motivation, which we have already talked about more than once in this article.

Since now the most common vacancy is a sales manager, let's consider an example of this particular position. The sales manager is result-oriented, money-oriented. It will be important for him: the company's place in the market, the demand for the product, the availability of a sales market, high profitability, percentage of commissions, a real opportunity to earn money.

Present your company as a reliable supplier, as the manager always feels responsible for the product to his client.

The company is a market leader building materials. Factory-manufacturer of high-quality equipment. Our clients are such famous companies, as …

All these phrases will motivate your candidate, leave him room for imagination, thereby arousing interest and a desire to meet with you to find out more detailed information.

And one more tip: Before inviting the applicant for an interview, ask him a few questions. Talk to him for at least 10-15 minutes. This will reflect positively on your image as an employer. It is desirable that the questions were both professional and personal. By doing so, you will show the candidate that you are interested not only in his work experience, but also in his personality. That's all. As you can see, the rules are quite simple. They do not require any special training, large time resources or financial costs. Try to follow them, and you will definitely succeed in attracting “your”, “necessary” candidates.

Zarine Karapetyan, Head of HR projects at CITY Consulting Group

For a company striving to become a leader in the industry, the primary goal is to attract as many customers as possible. Fighting for the consumer, each organization chooses its own strategy: some enter the market with rather aggressive marketing campaigns, others rely on exceptional product quality, and others rely on high-class service and service. However, the basis of the competitiveness of any company are people, thanks to whom the steps to success are taken. It is the employees - their qualifications, knowledge, personal qualities - that guarantee the implementation of any strategy of the organization.

STAFF

We strive to become leaders in our industry

and therefore we attract the best specialists to cooperate.

Large holding owner

Indeed, many leading companies do just that - they hire the best professionals in the industry. How to do it? There are several ways, and they are most effective in combination. The first option is headhunting (English head hunting - “hunting for heads”) - a popular concept in modern recruitment science, the essence of which is to entice employees from competitors. This method is quite expensive, because. the specialist you are luring should be offered more attractive conditions: a salary that exceeds his existing income by more than 30%, additional bonus schemes, guarantees and benefits. Yes, and headhangting services are quite expensive.

Do not neglect the labor market - often highly qualified specialists look for work on open vacancies of companies. However, HR managers play a significant role here, who have to do a lot of work on the search, selection and evaluation of candidates. With a lack of internal resources, it is more expedient for companies to involve recruitment agencies in the performance of these tasks.

Based on my own experience, I note that there are rare cases when a professional specialist himself comes to the company. Having worked for a certain time in the initially offered position, he understands in which direction he wants to develop, monitors the position of companies in the industry, chooses the most attractive options for himself career development and proposes his candidacy. It is these specialists who are the most effective and loyal to the company.

Another source of "supply" professional staff there may be personal connections, acquaintances of top managers and company owners. As a rule, when a top manager joins a new organization, he brings with him the best specialists with whom he worked at the previous place. Yes, and the owners, developing a new direction or new business, prefer to put people at the head of the company, whose professionalism and responsibility have been tested by years of successful joint work. Without a doubt, each company must raise its own professionals, invest in their development now, in order to get multiple economic effect, which will be the result of the correct management decision which allowed the line employee to become a leader and leading specialist.

Separately, it should be noted that if earlier companies were looking for the “best of the best” only for key positions, now this rule is increasingly being applied to the vast majority of positions. The fact is that any company is like a ship in a raging ocean of dangers and opportunities. It depends on the well-coordinated and qualified work of all personnel whether the elements or the team will win.

MOTIVATION

I work for this company

because it is not like any other.

Large company employee

Let's answer the question: how can a company stand out from others for a highly qualified specialist? I suggest you give examples according to your experience. I think the factors that we will note will coincide. So, these factors include:

■ product / solution;

■ company goals;

■ leadership and team;

■ technology;

■ tasks and capabilities of the employee;

■ working conditions, wages;

■ compensation package.

Each of us spends a significant part of our time at work. No one wants to consciously “ruin” their own life, and in this regard, most specialists are looking for exactly “their” company in which they will work comfortably. The selection criteria for each individual - from the location to the status of the organization. The company, in turn, is not as mobile as the individual. Accordingly, she has much fewer selection criteria, and they remain constant:

■ qualification of the employee;

■ his personal qualities;

■ salary.

Not all companies are leaders, but each occupies its own niche in the market. So how do you retain valuable employees? Experience shows that wages are not the main driving force, the employee's motives are often much deeper than material benefits. Everyone knows that the level wages in large companies not the highest. Its performance is close to the market average, and sometimes even lower. However, leading organizations can offer their employees a lot of other benefits: an extensive social package, company-sponsored training, modern management mechanisms, advanced operating technologies. Small firms, in turn, attract specialists, providing them with an extensive area of ​​responsibility and significant powers, the opportunity to earn more with high performance, a close-knit team, and a “family” atmosphere.

CORPORATE CULTURE

Man is a social being, therefore the environment in which he is located plays an important role for personal and professional growth. Specialists belonging to the category of "valuable employees" are distinguished precisely by the fact that, by accumulating experience, they gradually delve into the essence of key issues that are closely related to such a phenomenon as the spirit of the company. First of all, the specialist understands why the organization exists on the market and what internal tools allow it to develop. Based on this, he can adjust his personal action plan by analyzing what contribution he himself, as well as his colleagues, can make to the common cause. From this follows the opportunity to evaluate the performance of each employee and how loyal the company is to its specialists.

Everything is subject to change - people, companies, and principles. But you probably noticed that any organization adheres to the criteria of work approved by the owner. This is also true for the features of the corporate culture, which often reflect the character, tastes, worldview of the business owner. You can draw up a fairly detailed “portrait” of the owner, for example, by how you are met at the reception, how the company conducts interviews, meetings, entrusts the work site, solves problems, interacts with customers, congratulates you on your birthday, supports you in a difficult life situation, organize corporate events, trainings and much more. Rules of good manners have existed for centuries, but even they have undergone changes. What can we say about corporate ethics - this fragile substance requires constant attention from the management of the organization and the participation of each employee.

Depending on the size of the company, the owner, HR director, manager or director of corporate development of the company can deal with issues related to corporate culture. It is not necessary to indulge all the requests of workers. Each organization should have its own corporate values ​​and select employees in accordance with them. The system of values ​​should be built "from above" and instilled in the staff in stages. Collective adherence to common values, which also applies to top management, and the creation of the necessary conditions for their implementation is the key to the formation of a superteam and the successful development of the company.

In the last two or three years, the phenomenon of remote work has become quite common, when some employees perform duties that do not require their presence at the workplace. In such situations, the interaction between team members worsens, team cohesion weakens. In this case, the manager needs to pay more attention to maintaining the corporate spirit. Modern telecommunication means can come to the rescue, which will allow employees who are far from each other to communicate and exchange information. Here is an example from the practice of our company: as you know, consulting is a constant communication with clients. The work of consultants is traveling in nature, and it is quite difficult to get everyone together. That is why the “Monday rule” was introduced in our organization: every Monday in the first half of the day we gather in the office, allocate about two to three hours to resolve work issues, exchange information, discuss plans and just communicate with each other. In addition, during the day we are all in touch using phones, the Internet and other means of communication.

WAGE

However, if your company has not only the desire to take a leading position in its field, but also the ability to offer the applicant a decent salary, you have the right to attract the best highly paid specialists. But keep in mind that not everything is sold and bought for money - in addition to economic benefits, there must be moral ones as well. If you set yourself long-term goals, then the union of a specialist with your organization should be based on trust, confidence in each other and mutual benefit.

The experience of participating in international projects with the involvement of foreign specialists has shown that for Russians the main factors in the feeling of successful labor activity are the very possibility of work, the excitement of achieving goals and the approval of management. In addition, we are not at all afraid of processing.

As you know, the world financial crisis led to a sharp decrease in the level of wages in our country, which affected almost all areas of activity. Some companies quickly recovered and raised salaries again, some failed to improve their performance. At the same time, the vast majority of specialists from companies belonging to the second group did not refuse to cooperate with their employers: people understand that this situation is temporary and will soon change in better side.

It would seem that if a company does not have the opportunity to pay a “market” salary, as well as provide employees with attractive bonuses and benefits, then it remains to be content with those employees who “no one hires” for work. I dare to refute this opinion. Such companies can attract professional specialists if they follow four rules.

1. Search for the right people from among those living in the nearest areas. Moscow is a huge metropolis. The need to travel long distances every day, as well as the notorious traffic jams, are inciting an increasing number of people to look for work close to home. The material and time costs of travel, as well as the shattered nervous system, cannot always be compensated for a little more than high salary. In addition, companies and online employment resources provide an opportunity for a territorial search for vacancies and employees.

2. Provide the possibility of a flexible work schedule. Unfortunately, many people associate a “flexible schedule” with idleness, but what matters in an employee is the efficiency of his work, which is reflected in the results of work, and not sitting at the computer from 9.00 to 18.00. Naturally, this does not apply to positions such as, for example, a call center operator. Thus, if you tend to control the results of an employee’s work, and not the process, then feel free to implement a flexible schedule.

3. Invite young professionals to work. Let them be applicants with not very extensive work experience, but able to quickly delve into the tasks assigned to them.

4. Invite older people to work. Due to the reluctance of many companies to accept specialists “over 45”, there are a large number of such candidates, they are ready to work for a lower salary, and young and ambitious specialists can envy their experience and knowledge.

OPPORTUNITIES AND PERSPECTIVES

Some experts had the opportunity to evaluate the benefits of having a social package, which includes medical insurance, a subscription to a fitness club, payment for communication services, company transport, bonuses, and training. For some, such bonuses are not yet available. In this regard, an important question arises: how to intrigue the first group of potential employees?

It's no secret that routine work and the same type of operations get boring and quickly lead to fatigue, unwillingness to fulfill our obligations, because nature has laid in us a constant desire to comprehend the new. So it is at work: even being in the same position, you can and should perform new operations. I am impressed by the experience of large foreign companies, in particular the Japanese ones. People can work in them all their lives, but in different positions. Upon reaching certain results, Japanese specialists are distributed to other departments and even to other positions. Thus, management, on the one hand, encourages employees not to relax, on the other hand, it receives more qualified personnel. All in the same Japanese companies, according to the kaizen strategy, each specialist considers it his duty to make a proposal to optimize the activities of a particular business process, which is useful not only for the mind, but also for the wallet of employees, since best offers encouraged.

In many companies, the personnel reserve system works intensively, when a specialist can develop within his organization. Some firms are increasingly implementing socially significant urban and international projects, within which employees switch to new tasks, gain additional experience, as well as new connections.

Separately, I would like to dwell on the question of whether individual specialists should be retained. The decision is always individual: in some cases, the whole team may leave for a specific person, and you will be left with nothing. In other situations, the state of affairs can change dramatically for the better: a conflicting person will leave, and someone who enjoys authority and trust will come in his place. It is always necessary to analyze what is happening in the company and what are the risks of leaving one or another specialist.

Never forget how small the world is. If it so happened that you have to part with a person, do it beautifully: the moment will come when you can be useful to each other. If neither you nor the employee have an unpleasant aftertaste in their souls, then you can forget past disagreements and direct your common forces to new tasks. That's exactly what my client did - rehiring former employees. During their work in another organization, they gained additional experience and new contacts, becoming even more valuable for the company.

In conclusion, I would like to note that work with personnel is a continuous and cyclical process. The best specialists will pay attention to you if the company is of particular interest to them, which, in turn, largely depends on the well-coordinated work of your team.

What is attractive for an employee when choosing your company Financial incentives Reliability of the company Attractive working conditions Prestige of the company Social security Remoteness of work from significant places in life Positive image of the company Presence of acquaintances, friends and other significant persons Other (write in) Task: select and prioritize factors on which the employee will choose your company

Methodology for identifying "gaps" leading to a new job search List of company qualities Qualities of a company that a working employee would highlight The ideal of a company in which employees work for a long time with full dedication Authoritarian Aggressive Indifferent Reckless Fearful Democratic Dynamic Caring Caring Task: What needs to be done to achieve closest to the ideal state in the development of the company? Motivation Management

Studies in the field of dismissal of employees Studies conducted in March 2008 by the recruiting agency Kelly Services (St. Petersburg) showed that 25% of the 4 thousand respondents in Moscow, St. Petersburg and 6 other Russian cities (including Novosibirsk) work in the current workplace for less than six months, and another 17% - up to a year. It turns out that 42% of employees tend to change jobs during the first year of their stay in the company.

Research in the field of dismissal of employees More ambitious and prone to dismissal are employees at the age of 45, while employees after 45 years of age are less concerned about this problem. The situation is approximately the same when employees do not have interesting work. Its presence is more important for those who are a year old than for people over 45 years old.

Research in the field of dismissal of employees About 5% of the 4 thousand respondents would change jobs due to the lack of social guarantees, working conditions, informal employment, dislike for the company itself, the boss, the team in which they work, the work schedule and its location.

Why does an employee leave the company? Dissatisfaction with the social package (material incentives, pension savings, “white wages, etc.) Lack of respect for the employee Low group cohesion Lack of accounting individual characteristics Lack of job satisfaction Failure to keep promises by management Destructive conflict resolution Weakening of commitment and loyalty of an employee in the company “Ruptures” in interpersonal relationships (“every man for himself”) and production processes (mutual substitution of tasks, a plurality of diverse tasks, etc.) Inadequate assessment of work an employee from the side of management “Developing all your resources” in a “non-developing” (according to the employee) company Others (marriage, divorce, relocation, change of activity, training beyond work experience, etc.) Task: highlight and arrange in order prioritize the reason for leaving an employee from your company

Why does an employee leave the company? According to Kelly Services, low or insufficient assessment of work by the employer is the main demotivating component. In second place is the unethical behavior of colleagues, which can also make you think about dismissal. Further, but to a much lesser extent, follow: the uniformity of functions, unsatisfactory working conditions, low corporate spirit, refusal to revise wages. Employees are even less concerned about work schedule, company location, time for personal life and career prospects.

Examples from interviews on layoffs Maxim KHALYOV: - Employers, of course, were interested in the reason for leaving, but sometimes it is so difficult to explain it. Especially when it seems to the employer that the employee should be satisfied with everything, but in fact he is not satisfied with anything. It was necessary to indicate the facts as the reason for dismissal, which are enough to quit, and which the employer already knows very well. Most often, I explained my departure by the fact that on new job I promise to pay more. And to explain to employers that I just got tired of this place and want something new is very difficult. They persuaded to stay, but rather sluggishly, because they could not offer better conditions for a job or to promise professional growth. Alexey SHIPILENKO: - When I left my previous job, I was invited to a conversation with the deputy chief engineer and the head of my service. They asked about my plans. At that moment, I was not yet sure whether I would be able to leave for the job that attracted me. Therefore, I honestly said that I really think about dismissal, but I can’t name specific dates. They were not interested in the reasons, since they lay on the surface - the company did not index salaries for 3 years, it was believed that they were already decent. This was partly true, of course, but it is purely psychologically difficult to realize that, taking into account inflation, from month to month you earn less and less. They tried to keep it, promised a promotion, but I was used to bringing my plan to the end, especially since I didn’t have any special prospects for growth at this enterprise. In addition, the management of the organization complained that they spent a lot of effort and money on my transformation into a competent specialist. We agreed to solve this moment in the following way: I promised to find and prepare a successor, which I eventually did. After that conversation, I worked for about two more months, after which I wrote a statement and quit without much delay. By the way, no one forced me to work for 14 days.

What keeps an employee in a company? Kelly Services experts: When asked what could keep an employee in his company: vertical promotion (promotion with a corresponding salary increase) - 33%, additional training at the expense of the employer - 14%, salary increase without changing the position -13.63% . opportunity to work abroad - 10%, horizontal promotion - 10%; less than 5% - change in work schedule or working conditions, expansion of the social package, promotion without increasing wages. Preferences are shifted towards intangible factors - the staff wants to grow, develop, and not just momentarily receive more and more money. 7% of respondents will not stop anything - they realize their intention to quit in any case! So 93% of valuable employees can be retained to work in the company

Means of retaining an employee During the work of an employee in the company: Supporting, developing corporate environment and management (reflexive management, self-developing environment): -Conditions for social security -Career growth (reserves for management, reserves for changing positions and functions) -Self-realization and self-development of an employee -Awareness by the employee of the significance of his contribution to the development of the company and its adequate assessment by the manager Reflective assessment of labor (adequate assessment and encouragement, respect and stimulation for development, for great achievements) Dialogues aimed at retaining the employee (during his work in the company) Reflective dialogues ( structured survey techniques and feedback, When an employee decides to leave: An in-depth “farewell interview”

Reflexive management in the company Today, employees are increasingly tuned to open and honest interaction with employers, and this implies the most objective open feedback on the results of work (reflexive management as an employee retention factor). Reflective assessment of labor as a motivational factor and employee retention factor.

Dialogue aimed at retaining an employee "The law of figure-background relations." In each situation, in the course of a dialogue with an employee, it is necessary to find pluses that you cannot immediately single out for the minuses that bother the employee. In each situation there is a variety of pluses, the value of which is quite high for the Employee in comparison with the initial ones. desired results!

Reflective dialogue with an employee The main skill that a HR manager needs to develop is “the ability to see the pluses”. With this skill, it is easier to help employees in a new way perceive the situation in terms of meeting their interests. Task: identify the most significant difficult situations in retaining an employee and highlight the advantages for the employee in them if he remains to work in the company.

What to do when an employee leaves? if a company knows how to benefit from each dismissal and minimize its risks, it greatly helps itself in further development. What to do in case of layoffs? The first is work with the employee himself. First of all, to identify the reasons for his dismissal (if he was not fired by you for some critical violations). And then - for the sake of equalizing the impression that he has of your company. The second is teamwork. It is important for employees who remain to work to clearly explain the reasons for leaving you. Or, even more so, why are you firing. Otherwise, rumors are possible in the team (not always provoked by the departing, but often arising simply due to lack of information and the presence of fear), and even subsequent mass statements - “for the company”, “just in case”, or even with the aim of teaching the management a lesson . The third is work outside the company. It is important that the employee leaving you does not take away confidential information (and if he did, he could not use it), and also that he does not try to spoil the company's reputation. Sometimes, however, you really want to ruin his reputation, but it’s better not to do this ... Most of the tasks of the first and third blocks are solved by conducting an in-depth “farewell” interview. Task: Highlight what measures your company takes when an employee leaves?

In-depth “farewell” interview with an employee The tradition of conducting a “farewell” interview has recently become part of the company. And that is more at the level of intuitive understanding. Indeed, it is very important to carry it out regardless of whether a person has become a victim of “headhunters”, leaves “for company” with a colleague or moves to another part of the country, and also regardless of whether he leaves or “leaves him” . But why? The need to conduct an interview in the event of an employee's dismissal should be considered as an opportunity to obtain useful information for the company in the future as a whole - for example, to analyze the reasons for dismissals and work with them.

Tasks of an in-depth interview with a departing employee Conducting an in-depth interview with a specialist who leaves the company for any reason is a serious tool in common system HR branding. In this case, several tasks are being implemented at the same time: One of the main questions that can be clarified and on which much will depend: what attitude does a person leave you with, does he think that he was treated fairly here, or does he think that here he is only used as a resource or even offended and touched the most sacred ... If a person leaves the company in a state of extreme indignation and dissatisfaction, the main goal is to calm him down and make every effort to mitigate some of his obvious dissatisfaction. This will help the company reduce the risk of transmitting a high degree of dissatisfaction to others, as well as the possibility of transmitting any important information(if he has not yet managed, of course, to transfer all the bases to competitors). With the right questions, you can find out the quality of management in the department, and the main difficulties of most employees, and general mood. Often, employees who leave the company due to moving to another place are ready to objectively point out a number of shortcomings within the company. There is an opportunity to find out what area or company a person is moving into, as well as his plans for further activities, and, therefore, to find possible points of contact for further cooperation (which is very important in the situation of the existing personnel shortage). Finally, this is just a fashion move - not every company can boast of having heart-to-heart conversations with "traitors", which are often referred to as leaving employees.

Some questions from the in-depth farewell interview Friendly environment and expression of concern for the employee and the company What would ensure that an employee has the opportunity to work in your company until retirement? What are the top three mistakes a department head should not make? What could improve the performance of the department? What would an employee change if they were a manager? With what feeling and mood does the employee leave the company? You "work out" each objection of the employee and thereby strive to come to an adequate assessment of the dismissal, leaving a pleasant impression and the image of the company with the employee. And also contribute to the development of the company by taking actions to reduce the risk of dismissal. Assignment: Write down the questions you ask an employee when leaving? Discuss their significance and importance for employee retention in the company?

If the dismissal of an employee is unavoidable, this is a reason for improving work. The HR manager should consider the dismissal of an employee (and any other undesirable event) as a kind of “gift”, since by the very fact of its appearance it gives a reason to improve something, to provide something for the future . Or consider that it warns about something. For example, the situation of dismissal of new valuable employees who “do not fit” into the team (which most often happens), considered as a “gift”, will make it possible to make the following adjustments to the adaptation program for new employees: the mandatory development of a plan for the new employee to enter the position, in which interim reports, interviews with the HR manager, and the new employee receiving regular “feedback” from the manager are envisaged.

You can call yourself a “treasure hunter of the highest category”,
if you don't like "cracker". Some call themselves that.
We don't care. Gandalf told us that a local
the specialist is urgently looking for a job and that the meeting is scheduled here,
Wednesday at five o'clock.

J. R. R. Tolkien. hobbit

As you know, the purpose of recruitment is to create a reserve of candidates for all jobs, taking into account, including future organizational and personnel changes, layoffs, relocations, retirements, contract expiration, changes in the direction and nature of production activities.

When recruiting, the personnel service, as we found out in the previous chapter, should proceed from the determination of the optimal number of personnel. There should be no shortage of workers, the consequences of which may be disruptions to production programs, industrial injuries, conflict situations in the team, and an excess that may lead to an increase in cash costs for the wage fund, a decrease in interest in high-quality and highly skilled work, an outflow of skilled workers .

In short, the task of the personnel service is to monitor the compliance of the personnel of the organization 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 the search and selection of the necessary employees. Distinguish between internal and external sources of staffing the organization.

The recruitment process is influenced by external and internal environment.

Environmental factors:

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

Factors of the internal environment:

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

Decision making by the candidate and tasks of the HR manager

The choice of a particular organization by a candidate is connected with his own goals, plans and features, as well as with the current situation. For an HR manager, understanding how a person is looking for a job can help organize the most effective candidate acquisition process:

Actions of a potential candidate	Tasks of the Human Resources Manager
Step 1. Determination of the ultimate goal of promotion and the sequence of jobs on the way to this goal. What allows you to consider the proposed places in the organization in terms of the option of the final or intermediate job	Analysis of the labor market and identification of possible segments, whose representatives, from his point of view, can strive for goals that are adequate to the corporate culture of the organization and a specific workplace (at a certain stage of a career). An attempt to reconstruct the goals that the person you are looking for should strive for.
Step 2. Determination of current sources of information about the proposed jobs. This allows the candidate to choose both the most informative, trusted media, and those oriented in a certain way (by specialty, by status level, etc.)	Analysis of the methods of obtaining information that are most suitable for your potential candidate. Evaluation of the influence of various media on the segment of the labor market from which it is possible to attract a candidate.
Step 3. Analysis of the proposed jobs, comparing them with each other by: industries, types of companies, proposed features, other grounds. Narrowing the range of proposals to a few that should be considered more closely. The candidate forms the so-called competitive list and compares the conditions offered in different organizations based on the specifics of their own motivation: in terms of remuneration, possible promotion, professional development, etc.	Analysis of competitive offers and development, if necessary, of ways to argue for your company. Assumption of additional parameters that may be important to your potential candidate. In order to be able to do this, it is necessary to reconstruct the specifics of the motivation of the person that the organization is looking for - what he should be focused on in the first place: finance, growth, development, certain guarantees, etc.
Step 4. Analysis of the candidate's own capabilities. This allows you to build the most successful argumentation during the selection procedures.	Flexible approach when negotiating with a candidate. The possibility of changing functional duties, status in case of prospects of the candidate. Candidate prospects assessment, career design
Step 5. Constantly monitor progression from one job to another in the process of career growth, tracking new job offers and changes in personal opportunities. This step is not a situational action - it is rather a general attitude that can be realized in the course of all labor activity.

Who is recruiting?

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

Dial procedures to work	Actions of the line manager (LM)	Actions of the personnel manager (MP)
Setting hiring goals	Setting tasks and consulting with the MP	LM consultation on the state of the labor market
Deciding on recruitment sources and establishing company recruitment policy	Deciding on the recruitment policy, consultation with the MP	Consultation of the LM on the possible status of the candidate at the enterprise in case of his employment
Decision on dialing methods	MT consultation on recruitment methods	Determination of recruitment methods and consultation with the LM
College Applicant Recruitment	Sometimes college graduates	Recruitment of employees from colleges
Studying the effectiveness of the set	Recruitment cost-benefit analysis	Recruitment cost-benefit analysis

Sources of attracting candidates

Internal sources are the people who work in the organization. In a number foreign countries For example, in Japan, when vacancies appear in the administrative apparatus, it is customary to first announce an internal competition for filling a position from among their 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, strengthens the faith of employees in their organization. When working with a reserve in all large firms, there are so-called matrices movements, which reflect the current position of each leader, 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.).

Methods for recruiting staff from an internal source are diverse.

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

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

• when striving to form a minimum number of personnel (personnel is partially released and redistributed, personnel service completely abandons external recruitment);
• during the redistribution of personnel;
• when moving personnel, for example, the departure of a person who was at a certain step of the pyramid is compensated by an increase in the personnel step from lower levels.

Combination of professions. In these cases, it is advisable to use the combination of positions by the employees of the company (if the contractor 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, it is considered very effective to use internal sources of staffing, such as relocation of managers. The following options for the movement of leaders are possible:

• promotion (or demotion) in a position with an expansion (or reduction) of the range of duties, an increase (decrease) in rights and an increase (decrease) in the level of activity;
• raising the level of qualification, accompanied by an assignment to the manager of more complex tasks, 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, which does not entail promotion and salary growth (rotation).

This type of rotation, as a rule, leads to a broadening of horizons, an increase in managerial qualifications and, ultimately, is accompanied by the promotion of employees of the organization.

To external sources recruitment refers to all that indefinite number of people who are able to work in the organization, but not working in it at the moment. Among them may be both people with whom the heads of the organization and employees of the personnel service had previously met on the issue of employment (from the so-called waiting list), as well as specialists with whom such 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 find less qualified staff (for simple, routine work, possibly part-time). As a rule, specialists who lost their jobs due to the bankruptcy of their former enterprises and were forced to undergo retraining (retraining) to master a new specialty get a job through the employment service.

Recruitment agencies (recruitment agencies)). Many HR managers use hiring agencies to save time and the hassle of finding new staff. The Agency submits an application for specialists indicating the position, salary, content of activities, indicative search and selection criteria. As a rule, a well-performing agency presents several candidates for the employer to make his own choice. A “guarantee” may be given for the represented specialists, which takes effect in the event of the dismissal of a specialist in own will or incompetence within the stipulated period. In this case, the agency is obliged to present other candidates for this position free of charge.

Independent search through the media. Many serious firms prefer to independently search and select candidates for work. In this case, it is very important to have a good idea of ​​what media they are referring to.

It is necessary to correctly formulate an informational announcement in order to attract the attention of the most suitable candidates. It is advisable to note in the announcement some features of the personnel you are interested in (recruitment restrictions), for example, education, special work experience or, conversely, lack of practical experience.

The following table illustrates some of the advantages and disadvantages of various sources of staffing for an organization:

Sources	Advantages	disadvantages
Internal	An example of the possibility of self-realization within the organization is perceived as an encouragement of successful work. The organization continues to work with employees who are already known, as well as reducing the financial costs of recruiting	There may be a risk of complications in personal relationships between employees, there may be “nepotism”
	Possibility to choose from a large number of candidates. New people - new ideas and ways of working	Adaptation of a new employee, possible deterioration of the moral and psychological climate among long-term employees

Hiring Alternatives

Before making a decision on the selection of new employees, it is advisable to determine whether all the means that are a kind of alternative to hiring have been used in the organization. These include:

• overtime work, increased labor intensity;
• structural reorganization or the use of new production schemes;
• temporary hire;
• attracting specialized firms to carry out certain types of activities.

Personnel recruitment costs

Before recruiting, financial plans the organization should take into account the costs. So, if an organization uses an hiring agency to select employees, then its costs will be at least two weeks' salary of this employee, and if the person of interest to the organization is a specialist, then the costs will be approximately equal to his monthly or one and a half months salary. Using the services of such agencies, on the one hand, significantly saves the time of the organization's full-time employees, since external personnel consultants carry out most work on the preliminary selection of candidates, and only those who passed through the “screening sieve” (usually up to five people) will be interviewed directly by the HR manager or the head of the organization. On the other hand, agency employees do not always have enough information about the organization’s strategy, its culture and the characteristics of those leaders “under whom” the candidate is selected, this can lead to various kinds of misunderstandings, up to the rejection of all candidates proposed by the agency. Of course, in this case, the costs of the organization can be very tangible.

It is believed that one of the cheapest ways to recruit staff is to search for candidates through employees working in the organization (their friends or relatives who need work). This method does not require special costs, since the employees of the organization, in fact, do a significant part of the search and even selection work.

According to some researchers, there are differences in economic efficiency currently used methods of search and selection of personnel. As grounds for comparing these methods, one can dwell on the total costs of the organization, correlated with the number of employees hired:

Methods search and selection personnel	Result of the total amount of all types (%)	Acceptance rate sent out proposals	Job offer acceptance rate
Persons who applied in writing in search of work
Publication of announcements
Various agencies
Direct Distribution to Colleges
Recruitment within the company
Persons who accidentally entered the organization in search of work
Reference lists of job seekers

Evaluation of the quality of recruitment

In addition to quantitative indicators of the effectiveness of the personnel service in the search and selection of new employees, you can also use a qualitative indicator, which is calculated by the following formula:

To n = ( R to + P p+ O R) : H,

where To n - the quality of recruited workers,%;
R k - averaged overall rating of the quality of the work performed by recruited employees;
P p is the percentage of new employees who have been promoted within one year;
O p is the percentage of new employees who remained to work after one year;
H- the total number of indicators taken into account in the calculation.

Temporary recruitment

Of particular note is the possibility of using temporary recruitment by an organization that is at the stage of dynamic growth. This approach is nothing new for those organizations that change the volume of their activities seasonally - recruiting staff as the volume of activity increases. To optimize this temporary recruitment process, recruitment agencies are created that specialize in the selection of such employees. As a rule, such personnel are under the special attention of the agency, which is focused on ensuring the maximum employment of such employees. There are also forms when such employees are included in the staff of a personnel company, which, in turn, rents them out to a specific enterprise during the season of increased work. The complexity of organizing such work is that recruitment company should work with enterprises whose peaks in the need for personnel do not coincide, but are distributed over time.

In addition, temporary recruitment, in addition to its main purpose of providing an organization with people for a certain period, can be an excellent way to screen temporarily hired workers with a view to possibly continuing to cooperate with them on a long-term basis.

Previous

The success of any business depends on what kind of workers we can attract to work in the enterprise. Tools and mechanisms do not work and do not generate income without people. Understanding this, we are looking for those employees who will do an excellent job, thus increasing income. But often, instead of solving problems and doing a job well done, we get new worries and disappointments. What needs to be done to ensure that those who can really become an assistant, and not a "time bomb" come to us?

Each of the leaders has ever encountered a situation where there is a line of candidates at the door, but already at the stage of preliminary study of the resume, it is clear that there is no one to choose. And with each new interview, you become more and more disappointed. Sometimes the thought even arises: "maybe I want too much?", Or: "maybe there are simply no more such people." But common sense tells us that the people we need are somewhere, but for some reason they don’t come, or they come, but not to us. So what's the reason? Why do they - smart, decent, responsible, purposeful - real "tigers" of productivity, do not come to us for an interview? How to attract them?

This article is a story about one of the methods for compiling a job advertisement in such a way that candidates respond to it with necessary abilities. What is written below has nothing to do with psychological tricks and NLP. The method is based on common sense and understanding of the true nature of man, revealed in the works of L. Ron Hubbard.

Bait

Today there are many selection methods, various tests and "schemes" of interviews that allow us to determine whether a candidate suits us or not. And there are many ways to determine suitability - from a large set of tests to a practical but expensive "throw in the middle of the river" and see if it floats or not. But the success of a recruiting action is to a large extent determined BEFORE interviewing and getting to know the candidate, and even before we receive his resume. Does it depend on who we attract with our job posting - "lambs" or "tigers"? You can conduct hundreds of interviews and spend a lot of time and effort on it, as is usually the case, but if there are “lambs” in the queue for the personnel department, you won’t be able to choose a “tiger” from them.

People are very rational creatures, this is especially noticeable in everyday life. So, for example, when a person is going fishing, he takes with him not marmalade, but worms to attract fish. The reason for this is simple - he knows for sure that fish do not like marmalade, perhaps the taste of marmalade is simply disgusting to them. But they love worms very much, they are even ready to swallow a hook, so they like worms. Therefore, if we want to attract the "tiger", then it is better to put meat in the trap, not grass. From here a simple conclusion - we need to know exactly who we will catch, and what he likes and what he does not. And this is important because the vacancy announcement is a kind of bait. If the bait is designed for "leeches", then no matter how much money you spend on publishing this ad, you won't catch a "tiger" on it. "Tiger" can only get caught by a completely sick or crazy person. And the truth is that most recruiters are trying to catch the "tiger" on a bunch of last year's grass. Here is a "live" example of a vacancy announcement from the "managers" section (the name of the company has been changed, the rest is exactly the same): CJSC "ABV" is hiring a deputy. head of the international transportation department. VO, OR in a similar position, salary: 1600 UAH + bonus. What is the bait in this ad? - Job title and salary. Seems not bad? But does this bait work when hunting "tiger"?

Is it really attractive, or is it a tuft of last year's grass? Who will be attracted by such an announcement? Following the logic, this will be a person who wants to have a business card with the inscription "deputy head of the international transportation department", he also had such a business card in the past and can live on 1600 hryvnia. This ad may attract a lot of candidates, but will it attract the attention of someone who really loves to manage transportation, who enjoys the fact that his transport does not stand idle for a minute, and who loves and can put things in order? What can actually attract the attention of that "tiger" when he wants to find a new job? Once you get the answer to this question, you can easily understand whether such an ad will work, or what should really be used as bait.

Get to know the tiger

There are a lot of publications about motivation, incentives and all that kind of stuff, and there are certainly some sound and useful ideas in them. And it is possible, "under the microscope" to consider all aspects of this issue, but there is a much simpler and more accurate way. You can just ask the "tigers" themselves about what they love most in the world. It's no secret that in order to know exactly the tastes of the customer, you need to make a survey - and just find out about his tastes and needs "first hand". It's often best to just ask who we want to be in our company. Ask them what is important for them when choosing a workplace? What draws their attention?

A manager or a recruiter often cannot even imagine what is important for a professional of a particular profession. Experience shows that predictions about what even a qualified accountant or locksmith or salesperson thinks are usually very far from what they actually are. Want to make sure - ask! Just ask what is really important for him when choosing a job? Where will he look for job postings in the job search process?

This survey should be conducted ONLY among those people whose results are really known. It can be your employees or employees of acquaintances and friends. It is only important to interview the best employees, those who give real results, and not those who look good or the manager likes. Because if you survey "timid and shy" and use this data to write an ad, most of the people who apply to the HR department will be "timid and shy." And if you interview productive ones, then most likely they will come.
And if you need a good seller - just ask a few good sellers and you will be able to discover what is really important for them when choosing a job. If, for example, you received answers:

* On 1st: The quality of the product to be sold
* On the 2nd: I began to get more pleasure from communicating with customers.
* On the 3rd: Professional training of the company's employees.
* On the 4th: Nice table, computer and smiling faces all around.

This is just an example, but if the answers are exactly like this, then we already know exactly what to use in the ad as bait. And it could be something like this:

"If you are a seller who loves to sell quality products and want to become a full member of a team of true professionals - you have the opportunity to get it. The reward for this work will be good pay and the pleasure of communicating with satisfied customers."

Efficiency check

And this is just a bait, so you also need to add to the ad all the requirements that a candidate for this position must meet. But I don’t recommend adding the amount of payment to the ad, especially if it is above average and weakly depends on the results of the work, because this is a bait only for those who are attracted by money in the first place. Every self-respecting professional knows that if there are results in the work, there is always payment. If you try to attract with a salary, those who are primarily interested in salary will come, and among such people there are few who really care about the result. Good. The announcement has been made. But there are always doubts - is everything right? In addition, the same thought can be expressed in the "bait" in different ways. Which option is better? It would be desirable to check the effectiveness of such an announcement before publication. How to do it? The answer is also simple - show the prepared ad options to the people you interviewed earlier and ask questions:

1. If you had to go looking for a new job, would you be drawn to this ad?
2. Which of these options looks more attractive to you?
Now choose the best way- and go! Just never forget common sense. If you do not get the correct result, then you are not doing the actions that lead to the result. If you conducted polls, made an ad, chose the best option using the survey, and too many candidates applied to you - just indicate more stringent requirements, if vice versa - find something even more attractive to candidates.

Finishing 1

Survey questions:

1. When you chose a place of work, what would be the most important for you?
2.How did the result of your choice of place of work affect your life? What has changed in her?
3. If you had to choose from several job offers with approximately equal conditions, what would be decisive for you?(If the answer is payment, ask: what's in second place?)
4. When I say "great workplace", what picture do you get?
5. When you were looking for a job, where did you look for information about vacancies?(Or if the employee never looked for such information: if you were looking for a new job, where would you look for suitable job offers?)

Finishing 2

Rules to follow when conducting a survey:

1. We should interview those who are effective in exactly what the future employee we are looking for will do.
2. The interviewer should be a person who is friendly to people and can easily communicate with strangers.
3. Answers to questions must be recorded exactly as they were spoken. This is very important, because in addition to the meaning of the answer, the terminology used by specialists in a particular profession is also important.
4. During the survey, it is imperative to seek an answer to each of the questions. If a person finds it difficult to answer - most likely, he did not understand the question. We must try to explain to him the meaning of the question in other words.
5. In no case should you ask "leading" questions or in any other way push for some kind of answer.
6. If the answer to any question sounds "money" it is necessary to get an answer that besides money. What's in second place?