Workplace requirements. Applicant: requirements for future work
When describing the position, a personally independent, written representation of all its essential features is given, which serves to systematize the processes of structuring and restructuring the organization, as well as to fix the areas of tasks and responsibilities. Thus, the value of the job description is that it is used as a management tool.
The position is the basis not only for assessing the workplace, but also for determining the goals of acquiring personnel and planning its development, as well as searching for new employees. The description of the position is considered as an information basis necessary to characterize the applicant.
Enterprises use standard forms that contain the most important general information about the position. For example, in Western Europe they include the following elements: title and purpose of the position; interaction with employees of higher and lower positions; special powers, such as the right to sign documentation; idea of activity (functional duties).
Perhaps the key link in the recruitment process can be called the definition of adequate requirements for candidates. A good basis for developing such requirements is the Job Description or Job Description.
Typically, candidates are asked the following questions:
professional,
Biographical and situational.
In the selection process, it should be especially remembered that not only the employer, but also the candidate has expectations and requirements. Only with the maximum convergence of these expectations can one count on acquiring a highly effective employee who is loyal to the organization. That is why it is important to remember when defining requirements for candidates that they must be realistic. Unnecessarily overstating the requirements, you can not find a single candidate at all or get an employee with obviously overestimated claims.
Another important condition is the indispensable informing of the candidate not only about the employer's requirements for his qualifications, experience and personal qualities, but also about the conditions of future work, including its payment, information about organizational culture, etc.
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 of the work on the preliminary selection of candidates, and only those who have passed through the "screening sieve" (as a rule, up to five people) will be interviewed directly by the manager for staff or 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.
2. 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 hiring manager, understanding how a person is looking for a job can help organize the most effective recruitment process.
Step 1 Definition ultimate goal career advancement and sequence of jobs on the way to this goal. This allows you to consider the proposed places in the organization in terms of the option of the final or intermediate workplace.
Analysis of the labor market and the allocation of possible segments, whose representatives, from his point of view, can strive for goals that are adequate corporate culture 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.
Actions of a potential candidate:
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.)
Responsibilities of the Human Resources Manager:
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.
Actions of a potential candidate:
Step 3. Analysis of the proposed jobs, comparing them with each other by:
The types of companies
the 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.
Responsibilities of the Human Resources Manager:
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.
Actions of a potential candidate:
Step 4. Analysis of the candidate's own capabilities. This allows you to build the most successful argumentation during the selection procedures.
Responsibilities of the Human Resources Manager:
Flexible approach when negotiating with a candidate. Possibility of change functional duties, status in case of prospects of the candidate. Assessment of the candidate's prospects, career design.
Step 5. Continuous monitoring in progress career development moving from one job to another, keeping track of new job offers and changing 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.
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.
3. Sources of attracting candidates
It is possible to divide the main sources of meeting the need for personnel into internal (within the organization itself) and external (outside the organization). Promotion from among existing employees and attracting candidates for existing vacancies from outside have their pros and cons.
The nomination of a candidate from among the employees is usually regarded as a positive example, as an encouragement for Good work, and modern organizations use it successfully.
Hiring professionals, such as accountants or programmers, from the outside, instead of training your less qualified employees, may be more interesting economically. Attracting new employees to any position of the primary level creates problems associated with the adaptation of new people and taking into account the time required for this.
Most organizations combine the use of internal and external methods to attract people to vacant positions. Organizations operating in today's rapidly changing and highly competitive environment may be forced to focus more on external sources while developing internal sources. In contrast, organizations operating in a slowly changing environment may be better suited to focus on internal human resources.
Similar information.
Does it take too much time to look for a job in Minsk? Are you looking for a platform where standing vacancies are collected all over Belarus: in Minsk, Gomel, Mogilev, Vitebsk, Brest and Grodno? Then go to WORK.TUT.BY!
Our database receives the most relevant offers daily. There is a job for experienced craftsmen and beginners with no experience.
Show all
The functionality of the site WORK.TUT.BY will save your time! Employers will be able to quickly search for employees, and applicants will be able to select interesting vacancies for themselves.
Are there any vacancies in Minsk? Need specialists who are interested in working in Minsk and the region?
Get acquainted with regularly updated resumes on WORK.TUT.BY! Here you will find candidates for vacant position with the necessary experience and skill set. All you need to do is post a job. Moreover, by accessing our database, you yourself choose the time to study interesting resumes.
All the tools on the site have proven their effectiveness more than once. Using them, you will definitely reduce the time spent on posting and closing vacancies in Minsk and other cities of Belarus. Now all the information about those who are looking for work in Minsk is at your disposal at the first request.
WORK.TUT.BY - a win-win site for job search!
Site administration: LLC "100 WORKS HERE", 220089 Minsk, Dzerzhinsky Ave., 57,10 floor, room 45-1. Working hours of the enterprise: Mon.-Fri. 09.00-18.00, lunch 13.00-14.00, closed days - Sat., Sun. The site is open 24/7. e.mail LLC "100 WORKS HERE" [email protected]
Settlement account BY12ALFA30122600730090270000 CJSC Alfa-Bank 220013 Minsk, st. Surganova, 43-47
STAFF MARKETING
Description of the situation and problem statement.
The production organization searches for candidates for a vacant position and for this purpose carries out marketing research in the field of personnel, which will determine the requirements for applicants for the position, identify the range of sources and ways to meet the need for personnel, calculate the expected costs for the acquisition and further use of personnel.
Several candidates apply for the current vacant position. The search, selection, hiring and further use of each of the applicants are associated with certain costs.
The employing organization has a calculated limit of funds that can be allocated for the acquisition and further use of one candidate for a vacant position.
It has developed requirements for applicants for the position, which are the basis for the assessment and selection of candidates, and also has the results of applicants' screening tests.
Based on this information, it is necessary to determine which of the applicants the employing organization will prefer, taking into account the limitations on financial resources.
Initial data includes:
a complete form "Requirements for applicants for a position" indicating the degree of importance of a candidate for a position of one or another professional or personal quality (Table 1);
data on the results of screening tests of candidates for a vacant position (Table 2);
information on the sources of meeting the need for personnel and the costs of acquiring and further using personnel for each of the sources;
limit of one-time costs per applicant.
Table 1.
Requirements for job applicants
| Requirements for applicants | Gradation by importance | |||
| Professional background, education | Important | Very important | Desirable | |
| Specialty 1. Higher education | X | |||
| 2. Other types of education | X | |||
| 3. Foreign languages | X | |||
| 4. Professional experience: professional experience (indicating work experience) in the following areas __________ | X | |||
| 5. Special knowledge | X | |||
| Personal prerequisites 6. Logical-analytical abilities (the ability to analyze problems (indicate the specific range of problems). and draw conclusions from them | ||||
| 7. Adaptability (the ability to multivariate problem solving in the event of various situations (give examples) .................................. | X | |||
| 8. Organizational abilities (the ability to rationally plan and organize the work performed, prioritize tasks, distribute tasks taking into account the capabilities of the performers, organize work until the final result is obtained) | X | |||
| 9. Personal initiative (the ability to take the initiative, express ideas in connection with ... (give examples) | X | |||
| 10. Ability to make decisions (degree of independence in decision-making, readiness to defend one's decisions despite external resistance) | X | |||
| 11. Ability to negotiate (for example, with ... (indicate the possible circle of partners, as well as the main difficulties in the negotiations). | X | |||
| 12. Ability to workloads (the ability to perform high-quality work in a limited time, behavior under heavy loads) | X | |||
| 13. Skills of rhetoric and writing: the ability to conduct meetings, seminars (indicate the most likely problems)... the ability to express thoughts briefly and clearly, persuasive style; exchange of written information in the following difficult cases... the ability to give a written opinion on requests from external addressees (specify which ones) ... | X | |||
| 14. Motivational functions (the ability to arouse interest in work, the perception of new ideas, discussion of results without suppressing the external environment, an adequate assessment of the work of employees) | X | |||
| 15. Communication style (correctness, openness, sociability, readiness to provide assistance and support in solving problems) | X | |||
| Possible other preconditions | ||||
The sources of ensuring the need for personnel in this case are:
for applicant A - recruitment agency; for applicant B - the employment service (labor exchange);
for applicant B - the free labor market (applying to the company on his own initiative);
for applicant G - an educational institution of the corresponding profile.
The contractual relationship of the employer organization with the recruitment agency is estimated at 10.8 thousand rubles, with an educational institution at 1.8 thousand rubles.
Marketing research in the field of personnel were carried out by the employing organization in the amount of 1.9 thousand rubles, of which 0.9 thousand rubles fell on the search and development of documentation for the recruitment agency, 0.6 thousand rubles for the employment service, educational institution- 0.4 thousand rubles. The costs of personnel selection (screening tests, etc.) amounted to 8.5 thousand rubles for the recruiting agency, and 6.2 thousand rubles for candidates from other sources. Hiring costs are 0.4 thousand rubles. In the case of hiring candidates for the position of their extra education will be:
for applicant A - 1.0 thousand rubles;
for applicant B - 2.5 thousand rubles;
for applicant B - 3.0 thousand rubles;
for applicant G - 4.0 thousand rubles.
Table 2.
Results of verification tests of candidates A, B, C, D
| Assessment indicators | The data is much higher than normal | Data above the norm | Data is OK | Data below normal |
| 1. Higher education | A, G | B, C | ||
| 2. Other types of education | A B C D | |||
| 3. Foreign languages | A, B, G | AT | ||
| 4. Professional experience | A, B | B | G | |
| 5. Special knowledge | A, B | G | AT | |
| 6. Logical and analytical abilities | A, G | B, C | ||
| 7. Adaptability | AT | BUT | B, G | |
| 8. Organizational ability | B | BUT | V, G | |
| 9. Personal initiative | A, B | G | B | |
| 10. Ability to make decisions | A, B | B, G | ||
| 11. Ability to negotiate | B, C | A, G | A, B | AT | G |
| 13. Skills of rhetoric and writing | A, B | B | G | |
| 14. Motivational functions | A, B | AT | G | |
| 15. Communication style | A, G | B, C |
When implementing the program for the introduction of candidates for a position, the employer organization will require the corresponding costs in the amount of: A - 0.5 thousand rubles, B - 1.5 thousand rubles, C - 1.5 thousand rubles, D - 2 .5 thousand rubles
The remuneration for the position will amount to 4.5 thousand rubles a month.
The limit of financial resources allocated by the management of the organization for one-time costs for the acquisition and further use of personnel is 14.0 thousand rubles. for one candidate.
Guidelines
First, you need to rank the assessments of candidates based on the results of screening tests. At the same time, one should take into account the degree of importance of one or another assessment indicator established by the employing organization when developing requirements for applicants for a position (Table 1). The degree of importance of the assessment indicator can be set, for example, using weighting factors for each degree of gradation. The rating of applicants is formed on the basis of the data in Table. 2. To do this, it is necessary to assign a quantitative point value to each segment of the rating scale (see groups 2 + 5 of Table 2). The overall rating of each of the contenders is determined as a weighted average of private ratings for individual indicators, taking into account their weighting coefficients.
Then you should systematize data on the costs of acquiring and using personnel. To do this, it is recommended to build a table. four.
Next, you need to compare the amount of costs for each option to meet the need for personnel with the limit of funds allocated for one-time costs for the acquisition and use of personnel. Based on this comparison, a decision is made to include one or another candidate for further consideration.
At the final stage, it is necessary to compare the overall ratings of applicants with the financial costs of their acquisition and use. After that, a decision is made on the preference of one of the candidates for the position.
Table 3
Table 4
Solution
The following can be chosen as weighting factors:
for the 1st gradation (very important) - 1.5;
for the 2nd gradation (important) - 1.0;
for the 3rd gradation (desirable) - 0.5.
applicant A - 67.5/15 = 4.5;
applicant B - 58/15 = 3.9;
applicant B - 61/15 = 4.1;
challenger G - 51.5/15 = 3.4.
The next step involves the systematization of the initial data on the costs of the employing organization associated with the use of one or another option to meet the need for personnel.
Table 5
| Ordinal number of the indicator (according to Table 2) | Indicator weight | Applicant A | Applicant B | Applicant B | Challenger G | ||||
| Grade | Weighted score | Grade | Weighted score | Grade | Weighted score | Grade | Weighted score | ||
| 1. | 1,5 | 4,5 | 4,5 | ||||||
| 2. | 0,5 | 1,5 | 1,5 | 1,5 | 1,5 | ||||
| 3. | 0,5 | 1,5 | 1,5 | 1,5 | |||||
| 4. | 1,5 | 7,5 | 7,5 | ||||||
| 5. | 1,0 | ||||||||
| 6. | 1,5 | 7,5 | 6. | 7,5 | |||||
| 7. | 1,0 | ||||||||
| 8. | 1,5 | 7,5 | 4,5 | 4,5 | |||||
| 9. | 1,0 | ||||||||
| 10. | 1,0 | ||||||||
| 11. | 0,5 | 1,5 | 1,5 | ||||||
| 12. | 1,0 | ||||||||
| 13. | 1,0 | h | |||||||
| 14. | 1,0 | ||||||||
| 15. | 1,0 | ||||||||
| Total score | 67,5 | 51,5 |
It is advisable to present the systematized data in the form of a table. 6.
Requirements for a candidate for the position of sales manager depend on what exactly he will do. First decide who you are looking for - a cold call manager, a warm lead sales manager, or an account manager. The requirements, the portrait of a potential employee, and the questions at the interview depend on this. Recruitment for cold calls is fundamentally different from recruiting for an account position, for example. If you're looking for an all-rounder, get ready for what you'll find good candidate it will be hard.
The main qualities of any sales manager are adequacy, a sober assessment of their own abilities, a desire to develop, and, of course, high motivation. Such an employee should always be “a little hungry” for a monetary reward. A person with good financial situations (passive income or parents) will not move mountains properly.
Hiring cold calling manager- pretty simple thing. No special skills or talents are needed here:
- courage (not so easy to start a conversation with a stranger);
- resistance to stress and failure;
- performance and high motivation to work;
- clear diction and pleasant voice;
- the ability to hear the client and "read" his needs.
The cold call sales team often has high turnover. This is fine. Do not try to find a person for the next 10 years, often they grow out of this position in 2-3 years.
For the seller of the second stage of sales highlight other characteristics:
- knowledge of sales techniques;
- knowledge of how to deal with objections;
- excellent product knowledge;
- responsibility and punctuality (set the task - completed the task);
- ability to negotiate and resolve conflicts.
The professional qualities of a warm lead sales manager should be very high, you need a real expert. It is important.
The account manager needs:
- friendliness and ability to maintain contact with the client;
- indifference to the result that the client will receive;
- a responsibility;
- ability to plan things and keep documents in order;
- punctuality.
L The personal qualities of a sales account manager are different from the rest. It should be a friend to the client, not an aggressive seller.
For universal fighters need to prioritize. What is the most important thing an employee will do? And start from your business process. It is most effective to assign a manager to a particular group based on the results of the interview. Ask questions, both direct and indirect. For example, to test courage, you can offer to make the first call right at the interview. And indifference to the result can be checked by asking about the situation in which the candidate showed this quality.
We have analyzed the main qualities of a sales manager. We recommend that after the interview, go through the list, as far as the applicant fits the requirements.
Don't forget to consider the characteristics of your company.
Great applicants and a successful team!
Webinars and events:
Free course "Head of cold sales department"
Take an online course on cold calls from the Speed Call service and get a personalized certificate.
Free webinar "How to increase sales by 2-3 times"
On October 10, Dilara Muzafarova will tell you how to build a cold call sales pipeline. You will receive a step by step action plan.
- Separation of managers
- Portraits of managers
- Employee search
- How to write scripts
- Bases for calls and conversions
- Control and efficiency
Many citizens of the country have the right to become president of the Russian Federation - the current legislation provides for the opportunity to run for the post of head of state for almost every person. However, there are a number of restrictions and fairly strict requirements for candidates for the presidency of Russia, which a person must meet before being admitted to the popular vote. Find out who can become the President of the Russian Federation and how to do it.
Table of contents:President from the point of view of Russian legislation
The rights, powers and duties of the President of the Russian Federation are fixed, first of all, in the provisions of Chapter 4 of the Constitution of the Russian Federation. The main document also sets out the main requirements for applicants for the post of President. In addition, the mechanism in accordance with which elections are held is indicated - a secret popular vote of capable citizens. However, the Constitution regulates only the most basic requirements for candidates for the President of the Russian Federation, which include:
- Candidate age. Article 81 of the Constitution provides that only a candidate who has reached the age of 35 can be elected as President. At the same time, it is necessary to reach the age of 35 by the time of registration as a candidate, and not by the time of the popular vote or taking office.
- Citizenship. To participate in the presidential elections Russian Federation only persons who are full-fledged citizens of the Russian Federation are allowed.
- term of citizenship. Candidates must not only have Russian citizenship, but also have been in it for at least 10 years before voting.
- legal status. A person who has already occupied the presidency for the previous two terms of the presidency in a row cannot submit his candidacy for participation in the elections.
In more detail, the current regulations regarding the procedure for registering candidates for the President of the Russian Federation, as well as holding such elections and the requirements for candidates, in accordance with the provisions of Article 81 of the Constitution, are determined by the relevant federal law. Such is the Federal Law No. 19 of 10.01.2003. This law is regularly updated and supplemented with regulations in order to ensure effective protection of the national security and independence of the Russian Federation in general and the President in particular.
note
The status of the President in accordance with the law, as well as the status of a presidential candidate, endows both with a certain range of additional rights and powers in comparison with other citizens and officials of the Russian Federation, and with appropriate restrictions. In particular, these may include a mandatory renunciation of doing business, keeping funds in accounts in foreign organizations, and so on.
Detailed requirements for a candidate for the President of the Russian Federation
The current Federal legislation carefully regulates the procedure for registering candidates for the President of Russia and the mechanisms by which the refusal to register a candidate is ensured. Thus, only persons who meet both the constitutional requirements and the provisions of the aforementioned Federal Law “On Presidential Elections” may be allowed to register as a presidential candidate. The general list of requirements according to which it is possible to understand who cannot be a candidate for the presidential nomination is as follows:
note
All of the above restrictions apply to both self-nominated Presidents and those nominated by political parties.
The procedure for self-nomination of candidates or their nomination from political parties is different. At the same time, a political party does not have the right to nominate candidates who are members of other parties, but may propose non-party persons for nomination. To register as a presidential candidate, it is necessary to confirm the presence of popular support for such a candidate.
Procedure for registering a candidate for the President of Russia
In general, any person who meets the above requirements can apply for registration as a candidate for the President of the Russian Federation. However, before a person is included in the electoral lists, a number of additional steps must be taken in accordance with the strict regulations of the current legislation. The procedure for registering a candidate for the President of the Russian Federation will be as follows:
Important fact
All refusals of the Central Electoral Commission regarding the registration of candidates at any stage must be issued no more than two days from the date of submission of documents. In addition, any refusal must be motivated. Contestation of such refusals is carried out exclusively in the Supreme Court of the Russian Federation, and consideration of such claims takes no more than five days from the date of their filing.
In general, an additional significant list of restrictions on rights applies to the registration of a candidate. In particular, it is not allowed to exceed the federally established maximum cost for conducting an election campaign and election campaign by more than 5 percent. Such standards are designed to ensure equal rights for the participants in the election race, regardless of their finances.