Professional selection is the determination of a person's suitability for the performance of relevant professional duties.

A medical examination for the purpose of professional selection is mandatory only upon admission to work related to such professional factors of the working environment that may have an adverse effect on the health of the worker weakened by any disease (see).

The commission guiding preliminary persons entering work associated with exposure to occupational hazards must be familiar with these hazards and know the production processes for which candidates are selected.

During a medical examination, a conclusion is given not only about the state of health of the subject, but also about the functional state of those organs and systems, the functions of which, when performing the intended work, can be exposed to occupational hazards.

If deviations from the norm are found in the state of health of the examined, in deciding on the suitability of the candidate, the commission should be guided by the official list of medical contraindications for employment.

The administration of the enterprise does not have the right to hire persons who do not have the conclusion of a medical commission for work related to the possible impact of harmful factors.

In contrast to professional selection, in which people are selected who can work in a certain profession in a given production, there is a so-called professional orientation, in which recommendations are given for professions that are most suitable for a given person.

Professional selection (synonym: professional selection, vocational guidance, vocational guidance) - a person's choice of a labor profession in accordance with his suitability for it.

At the Barcelona International Conference (1921), two terms were approved: professional selection (selection) and professional orientation, which is associated with two different approaches to the problem. In professional orientation, the starting point is a person with his individual physiological characteristics, for whom an acceptable profession is selected. In professional selection, the starting point is the profession with its specific requirements, taking into account which people are selected.

The number of people in the USSR choosing a profession for the first time is increasing every year. The main principle in the USSR is the principle of vocational guidance. Its implementation in combination with the scientifically substantiated assistance of various specialists in the future should ensure not only the identification of the best physiological properties of the body in adolescents that meet the requirements of a particular profession, but also contribute to the disclosure of talents.

At present, evidence-based assistance in choosing professions has become of great importance, since some adolescents, even quite healthy ones, cannot master some professions. At the same time, professional orientation also acquires an extremely important role, which includes awareness, consultation (including medical) and research (identification of criteria for professional suitability). Awareness should be carried out at school with the participation of engineers, doctors, psychologists and representatives of public organizations. With properly structured work on vocational guidance, adolescents, even before choosing a profession, can get a complete picture not only of the significance of a particular profession for the state, but also of the requirements it imposes on the human body.

Adolescents who are completely healthy and adolescents who have any deviations in their state of health need the correct choice of a profession that meets the interests of the socialist state and the adolescent himself. Honey. workers for a long time
could not provide assistance in choosing a profession to healthy adolescents and, in essence, served only persons with various deviations in the state of health (constituting 10% of all adolescents). What a teenager is capable of, what are his physiological capabilities - these questions were not even raised. The teenager was only warned against professions that could adversely affect his health.

This situation was explained by the lack of physiological criteria for the professional suitability of adolescents, which make it possible to identify what a given person is capable of. Currently, physiological criteria for professional suitability for many professions have been identified. Doctors got the opportunity to provide effective assistance in choosing professions to both healthy and people with health problems.

As you know, professional suitability is determined by the correspondence of the physiological properties of the body and the requirements imposed on it by the profession. The lack of such compliance causes professional unsuitability. The underestimation of professional unsuitability leads to a change of professions, and for persons with deviations in health, to a deterioration in the state of labor. So, if you send a teenager with stage 1 hypertension, who does not have the above correspondence, to assemble products from small parts, then as a result of long attempts to master this profession, the disease may worsen; a professionally fit teenager with the same disease may even get better. Therefore, medical consultation, which is the most important section of professional orientation, should recommend a profession whose requirements correspond to the physiological capabilities of the body, correctly assessing the indications and contraindications.

See also Medical Examinations.

VOCATIONAL GUIDANCE AND PROFESSIONAL SELECTION OF PERSONNEL

2003

INTRODUCTION

1. Career guidance

2. Principles of recruitment

3. Professionalism in recruitment

4. Recruitment methods

4.1. Biographical

4.2. Interview

5. Possible errors in the evaluation of candidates

6. Reliability and validity of selection methods

CONCLUSION

LITERATURE

APPENDIX

INTRODUCTION

It seems to be universally recognized that the effectiveness of a business largely depends on human resources - the skills, abilities, knowledge of staff.

Understanding this, today many business leaders in various market sectors invest a lot of money in human resources: selection, assessment, training, work stimulation and motivation of employees.

Such tasks can be carried out either by having highly qualified specialists in organizational development, personnel management, psychologists, consultants in the organization (which can be expensive and difficult), or by contacting an agency that is professionally engaged in recruiting and consulting.

The labor market is developing dynamically, reacting to changes in the economic situation and other factors of the surrounding reality. Certain specialties are becoming less in demand, while others are on the contrary.

Many traditional specialties today are inconceivable without skills and abilities that were not required a few years ago.

When making a selection, it is necessary to know and constantly take into account the peculiarities of the modern market and the situation in the economy, politics, and be aware of technical and information innovations.

According to the estimates of leading specialists of recruiting agencies in Russia, professional recruitment is still at an early stage. But interest in the issues of human resource management in our country is quite high. A growing number of people share the view that an organization's ability to effectively manage its people is the main source of its long-term prosperity.

Recruitment is the most important stage in personnel management. Therefore, in my work, I want to pay special attention to the consideration of scientific and methodological principles and organizational recruitment measures that allow us to successfully solve personnel problems.

The selection of the best personnel is a complex and multi-stage process, including scientifically based principles and methods of work. The main tasks of personnel services can be presented in the form of the following stages of work with personnel:

1. Personnel planning.

2. Personnel selection.

3. Determination of salary and benefits.

4. Professional adaptation.

5. Personnel training.

6. Certification of personnel.

7. Rearrangement of frames.

8. Training of leading personnel.

9. Social protection of personnel.

10. Legal and disciplinary aspects.

To successfully solve these problems, personnel services should work in close contact with managers at all levels and narrow specialists in the “human sciences” sciences. Managers are best aware of the requirements that a particular activity imposes on the people involved in it, the needs for personnel, and professional skills. In most cases, it is the managers who make a request to the personnel services for the selection of the required specialists. It is good when managers understand the range of tasks of personnel services, and specialists - personnel officers have commercial experience and are well versed in the everyday problems of their company. In solving personnel problems at all stages of work, knowledge in the field of jurisprudence, economics, sociology and psychology is required.

Career guidance in the recruitment of employees is the prerogative of the marketing of the personnel service, whose task is to provide potential employees with complete and reliable information about the nature and content of the upcoming work in a particular profession. Professional selection is a stage of the recruitment procedure, which significantly reduces the number of candidates for the proposed vacancy. A large number of candidates may respond to career guidance, but the firm only wants those who not only believe that they are suitable for a particular position, but also meet it in the opinion of the personnel department, based on the results of interviews with the candidate, surveys or testing.

1. PROFESSIONAL GUIDANCE

The life of our society is, first of all, the world of labor of people engaged in material and spiritual production, in the production of useful actions to serve a person, to streamline complex social processes.

Different types of work are not easy to see and imagine, not only because they are hidden behind closed doors, but also because the share of so-called intellectual components, invisible components, is very large in the work of every modern professional. In order to understand what the true work of a person is, it is necessary to approach this issue from the point of view of a psychologist. That is, the task of a psychologist is to consider what qualities of an individual, skills, abilities and intellectual abilities are required in a particular profession. And, accordingly, help to navigate the world of professions based on their individual qualities of a person. Actually, this is the task of vocational guidance.

The very emergence of vocational guidance is usually associated with the appearance of the first vocational guidance office in Strasbourg in 1903 and the career choice office in Boston (USA) in 1908. the work of these first career guidance services was based on the “three-factor model” of F. Parsons, when the applicant for certain professions was identified with abilities and psychological qualities, correlated them with the requirements of the professions and, already on the basis of this, they issued a recommendation about the suitability or not suitability of a person for this profession. For the first time such work was built on a scientific basis: the use of the very idea of ​​correlating a person's characteristics with a profession as the main criterion for the emergence of professional orientation. The criterion for the emergence of career guidance is associated with the growth and development of large-scale industry. When this problem was faced not only by people looking for work, but also by employers themselves.

The problem of freedom of choice that has actually arisen before significant masses of people has become a feature of the current tasks of career guidance. In connection with the freedom of choice, there are some ethical problems of professional counseling. In vocational guidance, ethical problems can be considered in two interrelated planes: from the point of view of the individual's readiness to choose and implement a certain moral position and from the point of view of the professional consultant's readiness to provide the individual with real assistance in such self-determination, without any violation of the basic ethical norms of interaction between a psychologist and clients. I would like to briefly list the main ethical contradictions of professional self-determination:

· Contradictions between a person's right to self-determination and, as a rule, not being ready for it, which creates the basis for the consultant to make a decision for the client or manipulate the client.

· The contradiction between the interests of the individual and the interests of society, which do not always coincide.

The contradiction between the worldview of the psychologist and the client

· The contradiction between different ethical systems and the level of mastering them by different people, that is, the contradictions between different ethics, among which it is difficult to choose the only correct one.

As already mentioned, career guidance is built on a comparison of the psychological qualities of an individual with the qualities necessary for any profession. The totality of qualities necessary for the profession form the basis of professional suitability. The question arises: what should be the degree of correlation between the qualities necessary for the profession and the qualities that the individual has. Should they match completely or not?

Professions are social phenomena that arise and replace each other incomparably quickly, in contrast to the characteristics of a person, which are due to nature. In those cases when the human body and its natural features have certain limitations, people create external and internal means of activity to overcome them. That is, in addition to natural data, people use tools that help them do the work that a person himself could not do. For example, to work with objects invisible to the eye, people use magnifying glasses, loupes, microscopes, telescopes, television sets, etc. All tools, means of labor are at the same time means of strengthening the abilities and capabilities of a person, overcoming the natural limitations of his activity. However, the mentioned tools and means have been created for years, and the profession must be chosen now. Therefore, there are restrictions in the choice of professions and they need to be known.

Means of activity can be not only external, but also internal. So, for example, if a person cannot do some work, this does not mean that he is not suitable for this work. Armed with advice on how to do it, the person can do the job. That is, the opinion about the personal qualities of a person as something rooted is not true.

Consider another important feature of the property "suitability", which may apply not only to a person, but also to a tool, material. For example, a round file is not suitable for sharpening a conventional saw. For this you need a trihedral. However, it does not follow from this that the property of unsuitability is inherent in a round file. Here it is not suitable, but in another we cannot replace it. The property "suitability" differs in that it can only be attributed to a specific situation, which necessarily includes two components: a given person and a given specialty. And this property means nothing more than mutual correspondence. One of the components of the system is missing - the question of suitability loses its meaning. A seemingly strange conclusion follows from this: the property "professional suitability", no matter how we understand it in essence, is not inherent in a person as such. He is not in itself a carrier of this property. True, expressions such as “a person's professional suitability”, “determine professional suitability”, etc. are often found in our speech, but this is nothing more than a convention.

At the present stage, the recruitment and selection of personnel is a priority task. Many reliable and efficient recruitment and selection systems have now been developed.

Any organization is almost always in need of staff. The need to engage staff involves: developing an engagement strategy that would ensure the consistency of relevant activities with the corporate strategy; choice of attraction option; determination of the list of requirements for candidates; setting the level of remuneration, ways of motivation and prospects for career growth; implementation of practical actions to attract personnel

In the process of recruiting and creating a reserve of workers to occupy vacant positions, the organization satisfies its need for personnel.

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

Sources of recruitment

Recruitment begins with the search and identification of candidates both inside and outside the firm. In our country, the most common sources of employment are: people who randomly came in looking for work; newspaper ads; educational institutions (schools, technical schools, colleges, institutes, etc.); employment services; private recruitment agencies; advertisements on radio and television; unions.

Internal sources of recruitment- hiring of personnel from internal sources largely depends on the personnel policy of the administration of the organization as a whole. Prudent use of available human resources can allow an organization to dispense with a new recruitment. Its advantage is that there are chances for career growth, the degree of attachment to the organization increases. The social and psychological climate in the team is improving. They also attract low recruitment costs. The level of pay in the organization remains stable (applicants from outside may present higher requirements for wages). There is an increase in the young staff of this organization, the rapid filling of the vacant position, without adaptation. The use of internal sources of recruitment makes it possible to ensure the "transparency" of personnel policy, a high degree of manageability, the possibility of planning this process and purposeful staff development. The problem of employing own personnel is being solved, the motivation and degree of job satisfaction among employees are increasing. If the transfer to a new position coincides with the desire of the applicant himself, then the growth of labor productivity increases. An organization that recruits staff through internal sources of attracting applicants has the opportunity to avoid unprofitable staff turnover. The disadvantages of internal sources of attracting personnel are the appearance of familiarity in solving business issues, a decrease in the activity of an ordinary employee applying for the position of a manager, and tension and rivalry in the team may also appear if several applicants for a position appear. In addition, it is not possible to fully satisfy the quantitative need for personnel, only the qualitative need is satisfied, but through retraining or promotion of personnel, which requires additional costs.

External sources of recruitment- allow for a wider choice among applicants for the position, while satisfying the absolute need for personnel. A new person, as a rule, easily achieves recognition in the team, which reduces the threat of intrigues within the organization. There is a new impetus in the development of the organization. The disadvantages are: high costs for attracting personnel; a high proportion of employees taken from outside contributes to an increase in staff turnover; there is a high degree of risk during the probationary period; poor knowledge of the organization; long period of adaptation; blocking career opportunities for employees of the organization, which worsens the socio-psychological climate among long-term employees in the organization; the new employee is not well known.

Recruitment Methods

The recruitment methods can be active or passive.

Active Methods- I usually resort to them in the case when the labor market demand for labor, especially skilled, exceeds its supply. First of all - this recruitment ( the establishment of contacts by the organization with those who are of interest to it as potential employees). It is usually carried out directly in educational institutions, and this is advantage, since the candidates are "unspoiled" and do not need to be "broken". They recruit employees from competitors, through public employment centers and through private intermediary firms. Relatively cheaper to hire employees through personal connections working staff. By holding presentations and participating in job fairs, holidays, festivals and forming its image, the organization can also recruit (recruit) personnel.

Presentations allow you to attract casual passers-by or people living nearby, and who are looking for additional income.

Job fair mainly intended for people who want to change jobs.

Holidays and festivals attract qualified professionals interested in this particular organization.

The above methods of attracting personnel are mainly applicable to workers of mass specialties with an average and low level of qualification. To attract highly qualified specialists with a narrow specialty, other methods of attraction should be used.

Passive Methods

Passive recruitment methods are resorted to when the supply of labor in the labor market exceeds demand. One of the varieties of passive methods of attracting personnel is posting ads about vacancies, about the level of requirements for candidates, conditions of remuneration and information in external and internal mass media. Television makes it possible to provide a wider audience, but the cost of advertising is extremely high, and the targeting is negligible. Advertising on the radio is many times cheaper and the audience is also wide, but, as a rule, they listen to it only during work. Through the use of this method of advertising, you can basically attract people who want to change jobs. Announcements should form the image of the organization. They should not contain discriminatory points, but should be catchy, interesting, concise, well-written, legal, truthfully reflecting the requirements for applicants, working conditions and wages. Announcements should reflect the following information: features of the organization; job description; requirements for the applicant; payment system; benefits and incentives; features of the selection process (required documents, deadlines for their submission); address and contact numbers.

A special type of advertising in print is the so-called publicity is an article about the organization and the benefits of working in it. Print advertising services can be free or paid, but not at advertising rates.

Passive recruitment methods include the method of waiting for persons "at random" offering their services, but in this case there is a danger of recruiting not the best employees.

Considering the various methods of recruitment, it should be noted that in modern Western firms today, more and more secondary hire, i.e., recruitment into temporary divisions of creative groups. Its essence lies in the fact that the selection of performers or direct supervisors is based on internal competition, which may be advertised for a specific position or unit. To do this, a list of positions to which this principle applies is published (we are talking about mass professions). Everyone who wishes submits an application that can be considered several times, i.e. in case of failure, the employee can withdraw the application for this vacancy and apply for another one. 5-6 weeks before the official announcement, provide information through unofficial channels on the availability of vacancies and on all movements. This method allows you to create an internal labor market in large organizations, reduces costs, creates incentives for staff, allows you to quickly close the most important vacancies by quick movement, save the most valuable part of the staff, and maintain the stability of the team.

STAFF SELECTION

Personnel selection is the process of studying the psychological and professional qualities of an employee in order to establish his suitability for performing duties at a particular workplace or position and choosing the most suitable one from a set of applicants, taking into account the correspondence of his qualifications, specialty, personal qualities and abilities to the nature of the activity, the interests of the organization and himself.

Personnel departments analyze the effectiveness of the selection using an estimated coefficient, the so-called selection coefficient, which is determined as follows:

Kotb = Number of selected persons / Number of applicants

For different professions, the value of the selection coefficient is different: managers - about 1/4, vocational workers - 1/1, clerks - about 1/4, skilled workers - about 1/1, unskilled workers - almost 1/2. If the selection ratio is close to 1/1, then the selection process is short and simple. At its value of 1/2, selection becomes difficult, but, on the other hand, the lower it is, the more selective the organization can behave. A lower coefficient means that the organization will hire workers that meet its criteria.

Selection principles and criteria

The selection process is multi-stage. The main stages are: preliminary selection interview; filling out applications and questionnaires; interview with the hiring manager; testing; verification of references and track record; medical checkup.

When selecting personnel, it is customary to be guided by the following principles:

Orientation to the strengths, not the weaknesses of a person and the search for not ideal candidates that do not exist in nature, but the most suitable for this position. The selection is terminated if several people do not meet the requirements, since, most likely, these requirements are overstated and need to be reviewed;

Refusal to hire new employees, regardless of qualifications and personal qualities, if there is no need for them;

Ensuring that the individual qualities of the applicant meet the requirements of the content of the work (education, length of service, experience, and in some cases gender, age, health, psychological state);

Orientation to the most qualified personnel, but not more highly qualified than the workplace requires.

The main selection criteria are: education, experience, business qualities, professionalism, physical characteristics, personality type of the candidate, his potential.

According to the degree of suitability of candidates can be divided on the three groups: unsuitable, conditionally suitable and relatively suitable for further activities (relatively - because all the necessary qualities cannot be accurately determined).

The degree of variety of key qualities can be assessed as follows: absolutely negative, improving and positive. With a negative assessment of at least one of the qualities of a candidate for work, it is better not to accept.

The qualities that an employee applying for a position must possess are determined by professiogram or the so-called competence card. In other words, this is a “portrait” of an ideal employee, which determines the requirements for his personal qualities, abilities to perform certain functions and social roles.

The professionalism can be theoretical, based on normative documents, and empirical, compiled by studying a real group of people. Its weak point as a selection tool is its focus on formal, personal data. Usually , professiogram should have the following sections: General information about the profession ( taking into account the long-term tasks of the company and departments in the field of technology, organization, personnel, mastering new technology, manufacturing products, improving the psychological climate) and Description of the labor process(d.b. compiled on the basis of a detailed study of the characteristics of the profession, working conditions).

Chapter "Psychogram of the profession" should reflect the main psychological characteristics: psychological functions that are of the greatest importance for work; features of perception of space and time; characteristics of the dynamics and intensity of work in different periods; necessary characteristics of attention and methods of its organization; characteristics of accuracy, complexity, pace, rhythm of operations; preferential installations in this type of activity; the required speed of formation and change of labor and professional skills; the required volume and nature of information memorization; requirements for speed, flexibility, critical thinking, speed of data processing and decision making; requirements for the reliability of execution; typical mistakes; frequency of stressful situations and requirements for emotional stability; requirements for volitional qualities; communication requirement. This section is compiled on the basis of observations, surveys, questionnaires, analysis of documentation.

With the help of experts, the section "The set of requirements for the personality, business and professional qualities of an employee" is compiled. It lists the requirements for abilities (psychomotor, economic, technical, etc.); character traits (principledness, compliance, optimism, perseverance); mental characteristics (emotionality, excitability, temperament, mindfulness, imagination); knowledge, skills, abilities, qualifications; additionally for managers - the requirements for the ability to make prompt and non-standard decisions, quickly assess the situation, draw the right conclusions, and achieve the goals set.

Personnel selection process. In the process of selecting candidates, acquaintance with applicants takes place, information about them is collected and processed, qualities are assessed and reliable “portraits” are compiled, actual qualities are compared with the requirements of the position. The result is the appointment and approval of candidates for positions, the conclusion of employment contracts with them.

The selection is made in several stages. On the pre-selection there is a primary identification of candidates capable of performing the required functions. The circle of applicants is narrowed as much as possible and formed reserve, with which further more thorough work is carried out (analysis of questionnaires, resumes, characteristics, recommendations).

The disadvantage of the primary stage is that a limited amount of information can be obtained by evaluating documents.

The main rules for the final selection of applicants are: selection of the most suitable employees for the organization; ensuring that the expected effect exceeds the costs; maintaining the stability of the staff and at the same time the influx of new people; improvement of the moral and psychological climate; meeting the expectations of the employees involved.

In the organization of the selection of applicants, the following are often allowed errors: lack of consistency in the organization of selection, lack of a reliable list of qualities required from the applicant; false interpretation of the appearance of the candidate and his answers to the questions posed, the ability to speak beautifully; orientation to formal merits; judgment about a person according to one of the qualities; intolerance to the negative traits that everyone has; overreliance on tests; inaccurate accounting for negative information.

Pre-screening conversation

Work at this stage can be organized in various ways. Sometimes it is preferable that candidates come to the personnel department or to the place of work. A HR specialist or a line manager conducts a conversation with them on the general rules of a conversation adopted in the organization.

Personnel interview is the most versatile way to assess staff. The environment in which the HR interview is conducted should match the environment in which the person will be working to ensure that they are compatible with future colleagues.

Interviews can take place one-on-one or with a group of applicants, an applicant or a group of applicants can be interviewed by several people at the same time. The results of a face-to-face conversation can be subjective, and the assessment is erroneous.

In the course of preparing a preliminary interview, it is necessary to find out the following: what personal qualities of the candidate (knowledge, experience, attitudes) are required to perform the job; with the help of which questions you can extract the necessary information; who should be involved as interviewers - one or more people, in what form the interview is conducted.

Interviewers should be able to formulate questions in accordance with the objectives of the conversation, to put them correctly; tailor your style to the applicant's personality and specific circumstances; listen kindly, providing an opportunity to demonstrate oneself as an interlocutor, summarize, make the right decisions; keep the information received confidential; be presentable, neatly and tastefully dressed.

When conducting a personnel interview, it is necessary to create comfortable conditions for a conversation.

The interviewer must know the organization, conditions and nature of the proposed work, must be able to give exhaustive answers to the applicant's questions. It is necessary to first determine the general nature of the conversation (formal, informal). The interviewer should create a relaxed atmosphere with the goal that the applicant speaks more himself.

The following rules should be followed: do not talk to candidates without inviting them to sit down; not to demonstrate employment and not to do other things in their presence; show friendliness, mention the name of the applicant more often; do not show your attitude to his personal documents; answer his questions in detail; do not rush to give advances for the future; hide your mood study or guess the psychological state; learn to refuse comply with labor laws.

On the basis of the object, the following types of conversation are distinguished:

According to the biography of the candidate - this type of conversation allows you to evaluate past successes, but does not characterize the current situation and motivation for future work.

Depends on a situation- the applicant is offered one or more problems. As a result, one can evaluate his general and analytical abilities, methods of work, and the ability to get out of difficult situations.

For professional and personal qualities - during the interview, questions are asked about behavior in certain conditions related to professional activities. Evaluation is carried out according to pre-selected criteria. This type of conversation is recommended to take 30% of the time. The disadvantage is the limitedness of the assessed qualities, the need for preliminary training, experience, high objectivity of the persons conducting the interview.

At this stage, the applicant's education is clarified, his appearance and defining personal qualities are assessed. After that, the applicant is sent to the next stage of selection, where filling out the application form and questionnaire.

Questionnaire is the first stage of the evaluation and selection of applicants. At this stage, less suitable candidates are screened out, the range of factors that need particularly close study based on subsequent methods, as well as sources from which the necessary information can be obtained, is determined. Data analysis reveals the following information: compliance of the applicant's education with the minimum qualification requirements; compliance of practical experience with the nature of the position; the presence of a restriction of another kind on the performance of official duties; readiness to accept additional loads; a circle of people who can recommend an employee, help in making inquiries and obtaining additional information.

The level of detail of the questionnaire and the specific form may be different. In one case, HR departments and heads of organizations rely more on the questionnaire, in the other, they clarify the necessary information during the interview process.

The next selection step is hire conversation.

There are several types of interviews for hire: conducted according to the scheme; weakly formalized; not performed according to plan. During the conversation, information is exchanged, usually in the form of questions and answers. A common mistake of this method is the tendency to draw conclusions about the applicant from the first impression, from the first minutes of the conversation. There are cases when the interviewer bases his opinion on the impression of how a person looks, sits in a chair, maintains eye contact, and on these impressions evaluates the applicant for the position. In order not to make such a mistake, the interviewer should observe both the speech of the applicant and his behavior.

When conducting interviews, one should carefully listen to what and how the applicant says, and it is also necessary to monitor his behavior. The decision should be made only with all the necessary information and mindful of the requirements of the nature of the work. The conversation needs to be centered around issues that are important selection criteria.

Testing as a way to select an applicant. One of the methods used to facilitate the selection decision is recruitment tests. Psychologists and HR professionals develop tests to assess the ability and mindset required to perform effectively in the proposed job.

The analysis of questionnaires, CVs and resumes is considered a fairly reliable source about the candidate, but since it is focused on the past, it is quite approximate. Therefore, various tests come to the rescue, which are considered a fairly reliable way to check applicants, select the best candidates and weed out the weak ones.

With the help of tests, you can evaluate the speed and accuracy of the work; attention span; accuracy; the ability to quickly navigate; perseverance; performance; personal inclinations; general abilities; suitability of the applicant for solving specific problems, performing work in the proposed place; professionalism; interest in future work; level of mental abilities; propensity to learn; interests; personality type; memory; sociability; leadership inclinations and other characteristics.

Tests can take the form of written and oral questions and assignments.

There are the following types of tests: tests for physical ability; mental ability tests (general and special); simulation tests.

Physical ability tests are typically used to select candidates for positions that do not require qualifications but require manual labor.

Intelligence tests measure intelligence, literacy, numeracy, communication, qualifications, experience, expectations, etc.

Simulation tests simulate real working conditions.

The most popular are complex tests that contain hundreds, and sometimes thousands of questions.

All tests must be reliable and provide similar results when retested. It is advisable to carry out testing several times and on different days, which will allow you to compare the results, since they may not be the same.

The advantage of this selection method lies in the assessment of the candidate's condition at the current period, and the main disadvantage is associated with high costs and the fact that tests poorly reveal the positive qualities of people compared to the negative ones. The reliability of general tests, as practice has shown, is less than 50%.

Analyzing the previously listed methods of personnel selection, we can conclude that when organizing the selection of personnel, it is necessary not only to choose the most reliable selection methods, but also to take into account their impact on applicants.

Professional orientation and professional selection (selection) of employees

High labor efficiency mainly depends on whether the work performed corresponds to the individual psycho-physiological characteristics, properties of workers, their abilities and inclinations. The identification and correct assessment of the individual characteristics of a person makes it possible to more reasonably determine the area of ​​work in which she can achieve the greatest success. Professional orientation contributes to the solution of this problem.

Under career guidance understand the system of evidence-based measures that ensure the conscious choice by each person of a certain type of labor activity, as well as the timely involvement of relevant workers in various sectors of the national economy, various enterprises and organizations, their rational placement and effective use, taking into account individual characteristics.

The main directions of career guidance work:

o professional information;

o professional propaganda;

o professional consultation;

o professional selection (selection).

Profinformation- this is a wide familiarization of the population, the attitude, first of all, of young people, with existing professions, their content, and significance in market economic conditions.

Propaganda- tightly tied to professional information and aims to form among young people and temporarily unemployed people a positive attitude towards certain types of work, based on the needs of enterprises, in particular roses "explaining the prestige of working professions, cultivating respect for all professions without exception.

Professional consultation. Its task is to, after getting an idea about the profession, to help a person choose the type of work activity, taking into account his desires, requests, ambitions, individual capabilities, as well as the needs of the national economy in personnel, to advise where and how to get the appropriate training (training ).

Professional selection (selection) It is designed to determine the range of professions most suitable for a certain person, to help her choose a profession, taking into account her psychophysiological and facial data, established objectively with the help of scientifically based methods. At the same time, it is necessary to distinguish between readiness and suitability. Professional readiness is determined based on the level of education, experience and training of the future performer. Professional suitability is established taking into account the degree of compliance of individual psychophysiological data of a certain person with a specific type of activity.

Unlike vocational consultation, vocational selection (selection) is a specially organized study, which is based on clear qualitative and quantitative assessments using ranked scales, which allow not only to detect and measure the properties inherent in a person in order to compare them with the standards that determine suitability individuals for this profession. To study professionally important qualities, the following methods are used:

o questionnaire;

o hardware;

o test.

Questionnaire method lies in the fact that with the help of a certain way formulated and grouped, information is obtained about the professional interests, abilities and inclinations of a person, some of its specific properties. Questionnaires can be self-evaluating if she herself evaluates her qualities, and outwardly evaluative if the assessment is given by a doslijuvach based on a generalization of data obtained from persons who have observed the subject for a long time.

Hardware method lies in the fact that individual psychophysiological factors are manifested and evaluated with the help of special instruments and equipment that investigate and imitate certain labor processes. Firstly, this equipment reveals the qualities necessary for a certain job, and secondly, it is used as simulators in teaching the corresponding profession.

test method has a set of tests that are offered to the subject, in the process of solving which certain psychophysiological qualities and characteristics of a person are manifested.

Tests are divided into the following groups:

o tests for determining abilities and the general level of intelligence, spatial imagination, accuracy of perception, psychomotor abilities;

o vision and hearing tests;

o personality tests to assess such qualities as impulsiveness, activity, enterprise, stress resistance, leadership qualities, conflict, sense of responsibility, balance, caution, risk taking, self-confidence, originality of thinking, sociability

o tests that determine the level of qualifications and professional skills.

The source material for carrying out work on professional selection (selection) is professiograms, which are a description of professionally important properties and qualities. They consist of the relevant professions on the basis of a comprehensive study of a specific labor process, conducting the necessary research, interviewing the workers themselves, using literary and reference and regulatory sources. In them, the objective features of a certain labor process - technical, technological, organizational are reflected in physiological, mental and socio-psychological indicators. After establishing the qualities that a person must meet in order to successfully perform work in this profession, the task is to determine whether the person under study corresponds to these qualities and decide on his suitability to perform a certain job or to transfer to another. Consider a professiogram using the example of the position of an organization manager.

Professiogram of a MANAGER

I. Socio-economic characteristics of the profession
1. The area of ​​the national economy		All sectors of the national economy, business
2. Need for staff		Constant
3. Geography of the profession		ubiquitous
4. Type of enterprise or organization		State, joint-stock, private enterprises, cooperatives, small enterprises, institutions, organizations, other commercial structures
5. Type of labor organization		Individual
2nd century Production characteristics of the profession
1. Place of work		Indoors as well as outside
2. Tools of labor		Computers, office equipment
3. Objects of labor		Workshops and labor resources, regulations, methods of communication and information, economic and statistical reports, reference books
4. The purpose of the work		Formation of professional management in the conditions of development of market relations
5. Main production operations	Planning and forecasting the activities of an enterprise (firm, organization); personnel management; regulation of relations between employees and enterprises; assessment of the work of the structural unit and the abilities of each employee; organization of selection, training and placement of personnel; legal support for the implementation of organizational and economic policy, free recruitment; introduction of advanced information technology, making independent, non-standard decisions
6. Professional knowledge, skills, abilities	Must know: to master a certain branch of management, economics, organization of production and management, law, sociology, psychology: knowledge and practical skills in various areas of formation and rationalization of the structure and psychology of personnel management processes; socio-economic and advertising information; the art of managing people and ways to improve production efficiency Should have: high organizational skills, erudition, competence, broad outlook
III. Sanitary and hygienic characteristics of the profession
1. The degree of severity and intensity of labor	Intense mental work
2. Restriction by sex or age	No restrictions
3. Mode of work and rest	Irregular working hours
4. Workload of analyzers	Motor, visual and auditory analyzers
5. Unfavorable factors	Intense thinking, will, memory, attention
6. Medical contraindications	Diseases associated with mental disorders
IV.Requirements of the profession to the individual psychological characteristics of a specialist
1. Neurodynamics	Persons with a strong, labile, mobile nervous system, good tone have the advantage
2. Psychomotor	Reaction speed, good sensory-motor coordination
3. sensory-perceptual sphere	Speed ​​of perception and assessment of situations
	Operational, short-term and long-term
5. Attention	Volume, distribution, stability and switching of attention
6. Thinking and speech	Verbal-logical thinking, ability to communicate, good diction, literacy of speech
7. Intelligence	High level of general intelligence, persons with a high level of verbal abilities have an advantage
8. Emotional-volitional sphere	Emotional stability, organizational skills, risk-taking
9. Character Traits	Activity, self-control, responsibility, perseverance, self-control, contact, determination, honesty, need for achievements, patience, correctness
V. Personnel training
1. educational institution		Economic institutes, universities with the preparation of bachelors and masters in economic and entrepreneurial direction, school of business administration and business
2. Study period		Depends on the type of educational institution
3. Necessary knowledge in general subjects		Foreign languages, computer science and computer technology, geography, legislation
4. Growth prospects		Head of an enterprise, commercial structure

TEST QUESTIONS:

1. To reveal the essence of the scientific organization of labor at the present stage.

2. Describe the tasks of the scientific organization of labor.

3. To highlight the basic principles of the scientific organization of labor.

4. Define and characterize the directions of the scientific organization of labor.

5. Substantiate the need for distribution and cooperation of managerial work.

6. Describe the methods of professional orientation and professional selection of workers.

career guidance- this is a system of measures aimed at identifying the personal and psychophysiological characteristics of a person in order to assist him in choosing a profession that best suits his individual capabilities. Assistance in choosing a profession for high school students is of great national importance. The correspondence of the profession to the interests and abilities of a person brings him great moral satisfaction and makes work more productive. If there is no such correspondence, labor often turns into a difficult necessity, causes a feeling of dissatisfaction, as a result of which its productivity is very low.

Professional selection - This is a system of measures that allows to determine the suitability of a person for training and further professional activity in a particular specialty. There are relative and absolute specialties. Relatives can be mastered by everyone. Absolute specialties make special, higher demands on the psychophysiological qualities of a person, and therefore they are not accessible to everyone. It is for absolute specialties that it is especially necessary to determine the suitability of a person. Examples of absolute specialties are the work of pilots, astronauts, submariners, drivers of cars and other ground vehicles, operators of complex control systems.

Professional selection- part of professional selection, its task is to identify persons who, according to their individual characteristics, are most suitable for certain types of a particular activity within a particular specialty. Determining the suitability of a person for the activity of a driver when entering a driving school is a professional selection, and determining the suitability for work as a driver of a bus, taxi, truck when working on long routes or a tester of new cars is a professional selection.

Professional selection and selection include:

1. Medical selection. Its task is to identify and remove from training or work persons who, for health reasons, are unsuitable for the relevant activity. Medical selection is regulated by documents developed by the Ministry of Health of the Russian Federation.

2. Educational selection. Allows you to identify and remove from training persons whose knowledge is insufficient to master this specialty. To master the specialty of a car driver, even an incomplete secondary education is enough, so this type of selection does not play a big role.

3. Social selection. Allows you to timely identify and remove from training persons whose moral character does not meet the requirements of a particular profession. So, for example, to prevent irresponsible, undisciplined, frivolous, selfish, immoral people who are not able to comply not only with traffic rules, but even generally accepted norms of social life, from working as a driver.

4. Psychological selection. It is carried out to identify persons whose psychological characteristics do not meet the requirements of the driver's profession. Timely removal of them from training or driving activities can improve the reliability of drivers.

The need for such selection is also determined by the fact that the range of psychological capabilities of people is quite wide. So, for example, in terms of the speed of motor reactions to a visual stimulus, people differ from each other by almost 4 times, in terms of the volume of peripheral vision (the ability to fix a moving point “out of the corner of the eye”, that is, at the maximum distance from the center of the axis of vision) - in 1 ,2 - 1.3 times (the spread of indicators is within 120 - 130 °), by the amount of information processed per unit of time - 2 -3 times (from 5 - 6 to 14 - 18 bit / s), etc.

The experience of introducing the psychological selection of operators' specialists has shown its high productive and economic feasibility. According to the generalized data of V.P. Zinchenko, G.M. Zarakovskiy and others, psychological selection makes it possible to reduce the dropout of students in educational institutions due to professional inability by 30–50%, to increase the reliability of control systems by 10–25%, and to reduce the accident rate. by 40 - 70%, reduce the cost of training specialists by 30 - 40%.

Psychological professional selection was first used in Europe at the turn of the 19th - 20th centuries. and became widespread during and after the First World War. Psychological selection was used especially effectively in aviation. Thus, in the United States, with the help of psychological selection, dropouts for flight failure were reduced from 75 to 36%, which made it possible to save about 1 million dollars for every 100 pilots who successfully completed their training.

Currently, the psychological selection of car drivers is carried out in almost all countries with a high level of motorization. Its effectiveness is confirmed by the following data. In Austria, the suspension of drivers who tested negative on psychological tests resulted in a reduction in road traffic accidents of 3,000 a year and a reduction in property damage of 200 million shillings. In the 10 years after the introduction of psychological selection of drivers in the Paris Transport Company, with an increase in the car fleet by 30%, the number of victims in road accidents that occurred through the fault of drivers decreased by 30%. According to the Nizhny Novgorod Research Institute of Hygiene and Occupational Pathology of the State Sanitary and Epidemiological Supervision of the Russian Federation, the introduction of psychological selection can reduce training costs by 2–3 times, reduce staff turnover by 10–16%, and reduce the number of accidents by 45%.