HR specialist - where to study, description, work. The main modern directions of HR activity What is an HR specialist

There is a widespread belief among HR professionals that before the emergence of HR departments in the late 1990s, there was no human resource management process. This is not true. The various functions that HR services are now assigned to were carried out by other departments. For example, in Soviet times, there were departments of labor and wages, which were previously part of the financial and economic divisions. Now the functions of these departments have passed to the motivation and incentive specialists within the HR services. The training of employees was carried out by training specialists who were part of the staff of the HR departments. Recruitment was also carried out by the personnel of the personnel department.

In other words, the HR function has always existed in organizations. However, it was either "blurred" and distributed among other departments (even now, staff training is sometimes handled, for example, by PR departments or office managers), or separate areas in the field of personnel management were not connected in any way. For example, the personnel department was engaged in the selection of personnel, and the adaptation was carried out exclusively by the heads of the departments (that is, the adaptation function was not part of the responsibilities of the personnel department). Moreover, they acted in parallel, without exchanging information with each other.

And at present, depending on the level of management development in the organization, HR departments are also responsible for various areas. There are personnel departments, which, in their essence, perform secretarial functions (post vacancies and invite applicants for interviews), and there are HR departments that take part in solving important issues on the formation of a personnel reserve, personnel motivation, and the development of corporate culture.

Goals and directions of activity of the HR department

In most cases, the initiator of the creation of a human resource management unit is the top management of the company. This happens at a certain stage in the development of an organization, namely, when there is a rapid increase in the number of personnel. The motives for this decision are very diverse: from vague dissatisfaction with the discipline of employees and ending with the lack of a developed corporate ideology.

Executives have very different understandings of HR functions.

Example 1
A personnel management service was organized at the manufacturing enterprise. The head of the company decided that the main task of the new division is to create a favorable psychological climate in the company. In this regard, employees of the service conducted psychological research in the team, organized corporate evenings, congratulated the employees of the organization on their birthdays and even arranged dating evenings for single employees.

Sometimes the situation reaches the point of absurdity and the personnel management service becomes a kind of "point of psychological assistance", where heads of departments turn to for advice on "how to deal with this or that subordinate", and ordinary employees come for advice on raising children.

Example 2
A human resources department was created in a computer software sales company. At the end of the working day, Evelina E., the head of the new division, was approached by Vasily K., the head of the customer service department. According to Vasily K., there is one manager in his department who is a persistent violator of work discipline: he drinks alcoholic beverages right at the workplace “for cheerfulness,” is late for work, and may shout at a client. Vasily K. turned to Evelina E. with the words: "It's your business to deal with the staff, talk to a careless employee so that this does not happen again."

In many organizations, managers perceive the HR department as a fire brigade, which is obliged to arrive at the "fire site" at the first call and "take action." That is, it is urgent to unravel a difficult situation (as a rule, it is a violation of discipline) that has arisen in a particular unit. Therefore, the questions that are asked to specialists in human resource management sound something like this: "How to make an employee stop being late?", "What should be said to a person to make him work better?" etc.

This is a fundamentally wrong vision of the HR function. Unfortunately, this "vision" leads to the fact that the capabilities and resources of HR departments are used ineffectively. Let us explain why.

Firstly, it makes no sense to create parallel structures in the organization that perform the functions of leadership simultaneously with the heads of departments. They are simply not needed. The desire of a leader who has conflicts in his team to seek help from the HR department is understandable. But at the same time, he must remember that responsibility for what happens in his unit lies entirely with him. The HR manager cannot at all act as a “UN peacekeeping contingent”, since the position of “peacemaker” or “problem resolver” simply does not exist in the organization.

Secondly, the task of HR departments is to create such tools for working with personnel so that "emergency" situations do not arise and the organization's human resources are used most effectively. They are not obliged to be engaged in "patching holes", correcting the flaws in management of middle managers.

Thus, creating a personnel service, it is important for the head of the organization and the head of the future service to separate operational management (that is, the constant process of training, motivating, adapting and evaluating personnel in departments) from human resource management. The latter is the task of HR services.

The goal of the HR department is to implement the company's personnel policy, develop a regulatory framework, create a workflow, introduce new technologies designed to provide the company with personnel capable of working towards achieving strategic goals. Of course, HR departments are not only engaged in the development of instructions and regulations in the field of personnel management, but they themselves perform a number of functions (for example, they are recruiting new employees, formalizing labor relations).

Traditionally, the following areas are distinguished in the work of human resource management departments:

recruiting - This area includes the search for new employees, the selection of candidates in the interview process, psychological testing. It is considered that recruiting is the initial stage of professional development of an HR manager, although, in our opinion, this is a wrong opinion. In order to recruit staff, you need to have an objective view of things, maturity and poise. HR managers who left their college days only yesterday do not always meet these requirements;
adaptation - the adaptation process is designed so that the newly hired employees quickly enough get up to speed, master the necessary skills, get to know the team, with the rules that are adopted in the company. The HR department plays a very important role in the onboarding process. Firstly, the adaptation process must be formalized, that is, documented in the form of regulations, instructions, etc. And secondly, the HR manager must control how the "infusion" of new employees into the team takes place.

Some HR departments create special reminders that reflect the most important information for newcomers: dress code, company history, company leaders, organization structure. Some enterprises have special portals where a new employee can get the necessary information on the intranet;

staff development - this area of \u200b\u200bactivity of HR departments concerns already working employees. Each organization is constantly evolving: new business areas appear, the nature of everyday tasks changes, it becomes more complex. In order for employees to meet constantly changing requirements, they need to be developed. The “personnel development” direction itself contains several more areas closely related to each other, these are:

a) personnel certification, which is designed to assess the level of qualifications of employees and bring the amount of salary (usually salary) in line with it. Based on the results of certification, various decisions are also made on the relocation of workers, retraining, etc .;

b) formation and work with the personnel reserve... In order for the organization not to be "personnel-dependent", people should be prepared in advance for taking certain official positions. When they talk about the personnel reserve, then most often we are talking about managerial positions (heads of departments, services). In addition, the presence of a talent pool in the company is an additional motivating factor for employees, since they see a real opportunity for career growth. Education and training plans are developed for reservists, they are trained in various departments of the organization.

Example 3
The head of the sales department, Alexander G., worked for a trading company for five years. Once Alexander was "lured" to another company, promising higher wages and the possibility of career growth. After the departure of the head of the sales department, the organization began to experience serious difficulties. It turned out that Alexander worked with key clients personally, established his own style of relationship and individual terms of cooperation. This information was not owned by any other employee of the department.

c) staff training... You need to train employees constantly. As the market develops, new products and services, new technologies and methods of work appear, and employees need to quickly master all this. When the company is small, direct supervisors are involved in training. But when an organization grows large, the training process must be centralized. HR department employees should identify training needs, select adequate training methods, teachers (business coaches), evaluate the effectiveness of training activities. Usually, external and internal training is separated. External is carried out by teachers of third-party organizations (training centers), and internal - by employees of the organization (for example, teachers of their own training center);

staff motivation... For an organization to work, staff must be retained and motivated. The challenge for HR departments is to develop a compensation package that is attractive to employees. Motivation specialists develop principles of remuneration, set the size of wages, taking into account the situation on the labor market. Within the framework of the direction "motivation of personnel" regulations on payment and disciplinary policy are being developed;

corporate culture... This direction serves to develop in employees a sense of community, loyalty to their organization and at the same time instill in them the values \u200b\u200bof the company. To achieve these goals, HR departments organize corporate events, publish corporate newspapers, prepare special memos for personnel, and develop corporate codes;

hR administration... This direction is the registration of labor relations in accordance with labor legislation. In fact, this is what the old type of personnel departments, from the Soviet times, were mainly engaged in. This includes the following functions: registration for work, dismissal, personal affairs, scheduling vacations, interaction with military enlistment offices.

In some organizations, there are other areas of work for HR departments, for example, "organizational development", within which various work regulations and documents for other departments are developed. In large companies, some personnel departments organize housing for employees (in enterprises with a seasonal nature of work, when a large number of employees from different cities are periodically attracted).

HR Roles in the Organization

In relation to the HR department and to individual HR managers, employees (heads of departments and ordinary executives) have their own expectations. This affects the work of HR managers, forcing them to play specific roles in the organization. At the same time, HR professionals starting their professional career in an organization also have a certain understanding of their mission in the company.

Consider the most common roles for HR managers:

"Political instructor" is a manager who literally encourages staff to work more and more efficiently and creatively. Such a person visits various departments, drinks tea or coffee with employees, and is interested in the success and failure of specialists. Most often, "political instructors" award the most distinguished employees with certificates of honor and mementos, speak at corporate evenings;
"psychologist"... The psychologist is required to, using the methods and esoteric knowledge known only to him, change the personnel policy of the company, subtly influencing the subconscious of employees with hypnosis, neurolinguistic programming techniques or methods of socio-psychological training. The role of such an HR specialist resembles the “work” of a shaman in some primitive tribe. He is expected to eventually "introduce" a program into the heads of workers that will make staff obedient and conscientious, and all managers will sigh calmly;
"General secretary"... Such HR specialists most of the time are in the chaos of a stormy, but not very fruitful activity in terms of the goals and objectives of the organization's human resources management. These are people who are comfortable for the company. For example, they can always be entrusted with collecting money to congratulate some employee of the company on the birthday. These are "organizer people". When recruiting personnel, such HR managers are required to constantly inform the heads of departments about the date and time of interviews, ask for time to consider a particular candidate, remind forgetful managers of the candidate's surname and name, his salary level and education;
"Trade unionist"... This role is most often played by newcomers in the field of personnel management. A person who takes the position of an HR manager for the first time receives many complaints from employees (as a rule, ordinary performers) about low wages, tyranny of bosses, lack of career prospects, etc. Inexperienced specialists are tempted to take the side of the "oppressed" and begin to "break through" various benefits for employees, lobby the interests of employees in the top management of the company;
"Secret controller"... Among HR managers, there are individuals who have an irresistible craving for operational search activities. As a rule, these are quite low-level professionals. They see their mission in noticing various shortcomings in the activities of individual departments (or employees), finding the culprit and reporting to their superiors. All of the above roles, of course, have nothing to do with human resource management, but are the result of the incompetence of the specialists themselves or the top management of the company.

Where to begin?

Often, the emergence of personnel departments is preceded by the work of various external consultants: psychodiagnostic specialists, business coaches, organizational consultants, and staffing agency employees. Managers involve them in order to adopt ready-made HR management technologies, and then distribute them among their employees (top managers, middle managers, executors). For consultants, the tasks of the following plan are formulated: select the personnel of a department, store or warehouse, develop job descriptions, formulate and describe the corporate ideology, and create an effective organizational structure.

Sometimes managers are dissatisfied with the work of external specialists, believing that consultants do not delve into the essence of the enterprise's problems, do not pay due attention to the specifics of the organization, and only pursue their own interests. And then the top officials of the company have an idea to create their own HR department.

The work of specialists hired from outside does not always fit into the framework of the enterprise strategy. Consultants are guided by the immediate needs of the manager, they are effective when it is required to complete a narrowly focused task (for example, conduct a series of management trainings) in a short time, while saving the company time and money. However, work with personnel requires full involvement in the life of the organization, knowledge of the specifics of formal and informal relationships and strategic plans for its development. And this can only be provided by a competent specialist in the field of human resource management, who is a full-time employee.

If the direct initiator and organizer of the HR department is the first person of the company, then it makes sense for him to first determine the goals, tasks and directions of the new department, and then look for specialists. In this case, it is advisable to find one person who will then select the necessary specialists, and subsequently will lead their work.

Despite the fact that a new specialty “personnel management” has appeared in higher educational institutions at the faculties of economics, there are people with a wide variety of basic education among HR specialists. Five years ago, former psychologists quite often became HR managers. This is not surprising, because such specialists possessed psychodiagnostic methods, which made it possible to conduct a more thorough selection of candidates. In addition, many of them knew the technology of conducting social and psychological training, which underlies most of the methods of business training. There are also quite a few former military personnel, lawyers, and production managers among HR directors.

What qualities must an HR manager have to effectively manage workforce?

If we are talking about the director of personnel, the head of the service, then, of course, he is required to have experience in building a personnel management unit. Moreover, he needs to know not only the directions of work in his department, but also understand the importance of the HR function in the enterprise as a whole. The leader's position is the most important. He must understand the main areas of work of the service, be able to recruit staff, conduct interviews, organize training for employees, conduct certification, understand labor legislation.

Example 4
At a large industrial enterprise, the owners and top management of the company decided to organize a human resources management department. Previously, there was no HR center in the company, with the exception of the HR administration function, which was entrusted to the HR department employees. For the role of the head of the division, the management chose Andrey K. - the former executive director of the organization, an engineer by training, who had worked at the enterprise for a long time. After being appointed to a new position, he was offered to form a department on his own. Not owning HR technologies and having an extremely vague idea of \u200b\u200bthe goals and objectives of human resource management, Andrey K. staffed the division with former employees of the HR department. Predictably, the attempt to create a human resource management department failed.

Sometimes situations arise when the human resource management service develops only in accordance with the competencies of its chief. For example, if the head of the service is well versed in HR administration, then this becomes the main function of the HR department. At the same time, work in other areas occurs without proper supervision: employees recruit personnel, conduct certification, organize training, but their immediate supervisor has a poor idea of \u200b\u200bthis, and therefore cannot exercise proper control. Thus, the HR director should be fairly well versed in all areas of the HR specialist's work. But that's not all.

The head of the HR department (and indeed an HR specialist in general) must understand various business processes at the enterprise. Otherwise, he simply will not be able to work within the framework of his goals and objectives. The personnel management process has close ties with all other processes and areas of activity in the company, such as production, marketing, information technology.

Example 5
Svetlana B. is the head of the personnel department of a trading company. When she received the task to develop a motivation system for employees of the sales department so that they make more efforts to reduce accounts receivable, Svetlana said: “I do not understand anything in terms and specifics of work, so I will not do it! This is the business of the head of the sales department! "

At the same time, the department should have specialists working mainly in one area: managers for personnel development, recruiting, motivation, corporate culture, personnel inspectors. What should the head of the HR department focus on when selecting a team, what kind of people should they be?

There are different views on the professionally important qualities of a HR manager. Nevertheless, among them we can single out the frequently mentioned characteristics: sociability, stress resistance, high level of intelligence. An important requirement for applicants is also the availability of specialized education.

However, if we analyze the features of the career of HR specialists, then people with a high level of communication skills and specialized education are far from always successful. Why? Because the most important condition for the effectiveness of a HR manager is the availability of managerial competencies. In other words, the HR manager should be first and foremost a “manager” and then “HR”. That is, he must be able to set goals for himself and his subordinates, plan, take responsibility, think systematically.

Thus, a leader involved in the formation of a human resource management service should focus not only on the extent to which candidates are specialists in their field, but also pay attention to management skills.

HR department and organization

Employees in any organization can be unsettled when a human resources service comes in. To a greater extent, this concerns the heads of departments. And this is inevitable. The rise of the HR department is most often associated with increased control in the organization.

When the company has a department that deals with work with personnel, some issues at the first stage are resolved even with more difficulty than before.

Example 6
The organization has created a personnel management service. Previously, the heads of divisions selected personnel on their own: they themselves advertised vacancies, conducted interviews themselves, and made a decision on hiring one or another candidate. With the advent of HR, this process has become more complicated. Now, in order to select a specialist, the manager must submit an application for recruiting, with a description of all the requirements for the vacancy, wait until the HR managers "filter" the necessary candidates, conduct interviews with them, test them, and only after that the manager will be able to talk with the applicant for a vacant position in your department.

In addition, someone is always involved in human resource management functions even when the HR department does not yet exist. For example, the head of the sales department and the chief accountant deals with recruiting for top positions, the CEO is solely responsible for motivation, corporate training is concentrated in the hands of the deputy general director for general issues, and HR is in the accounting department. HR employees, of course, are trying to return these functions to themselves, which sometimes meets the indignation of people who are temporarily responsible for the work of certain HR areas in the organization.

Example 7
The management of the trading company has formed a personnel management service. The head of the service, Vyacheslav E., decided that the competence of his unit should also include personnel records management. Before the creation of the HR department, these functions were performed by the accounting department. When Vyacheslav E. raised the issue of transferring the authority for HR administration at the general meeting, the chief accountant was indignant and refused to transfer cases to the HR department, arguing that it is absolutely “unnecessary” for HR specialists. “Let them deal with other issues - selection, training,” she said.

Sometimes HR-specialists themselves show incompetence, causing unpleasant emotions among employees, discrediting the very idea of \u200b\u200bhuman resource management.

Example 8
A new employee came to the pharmacy chain - HR manager Oleg M. He already had professional experience, having worked for two years in production as a personnel manager. The company's management really liked the young ambitious specialist. As a managerial debut, he offered to conduct the Mistery Shopping procedure. It was carried out with ingenuity and remarkable zeal. The newly minted HR manager personally made "test purchases", asked tricky questions to sellers, provoked conflicts, and before leaving announced that he was a new HR specialist. Fortunately, the management made the decision to part with him after six months of work.

When creating an HR department, the first person of the company plays a huge role. It is on the support of the head of the organization that the overall success of the further activities of the personnel management service depends. In order for the integration of the new structural unit into the life of the company to proceed as efficiently as possible, the following recommendations should be adhered to:

to conduct PR service of personnel among the employees of the organization. Employees of the organization, first of all, heads of departments, must understand that the activities of the HR department are very important and they need them first of all. Only the head of the company, using his authority, can do this. In addition, the head of the organization needs to outline the boundaries of the activities and powers of the new unit so that the position of the HR department or HR manager does not become one of the erroneous roles (for example, very often the HR service is perceived as a "service department"). On the other hand, the “doors” of the HR department have always been open to employees of the organization interested in cooperation;

set clear goals for the HR department. At the initial stage of the existence of the HR service, the head of the organization must assign specific tasks to its employees that can be performed in a short period of time, for example, organize personnel records management, establish a personnel selection system. Then the results of activities will be visible to other employees of the organization, which will strengthen the authority of the HR service.

***
Correctly structured work of the HR department allows the most expedient and efficient use of human resources. But the personnel management service by itself cannot make a revolution in the minds of the organization's employees and independently improve the quality of labor resources. Much depends on the tandem "head of the organization and HR-service", and on the participation of heads of departments in various areas in the field of human resource management.

Evgeny Mamonov

The first person the applicant meets at the stage of interviewing the company is the HR manager. Depending on the structure of the company, this can be an ordinary recruiter, a distributor or a real manager.

What's the difference between recruiter and HR?

Almost every HR manager would consider it an insult to be called a HR manager. If they call him a recruiter, he will slightly grin. And if they ask what the difference is, he will give a lecture on what HR is and what its functions are.

HR stands for Human Rersource. Not Research, as most people think. Searching is just a fraction of what a HR manager does. Search and selection are also two big differences.

Rersource is the main word in this abbreviation. It is work with human resources, high-quality personnel management, prioritization, development of employees, drawing goals for them - the main tasks of a manager.

The role of ejchar

The role of HR manager in most companies is undeservedly relegated to the background. It is generally accepted that the business is built by the CEO, sales bring profit, and the staff comes from advertisements themselves.

In fact, advanced corporations have long recognized that HR should be aligned with the CEO and operations departments. This is due to the fact that the HR manager must clearly understand the strategy of the company, know what people are needed for work, what tasks are required.

The climate in the team, the mood in the workplace - things that seem insignificant, but take up to 30% of the efficiency of departments.

Attitude to business

Almost 85% of employers ask candidates for the role of HR manager the question: HR - manager - who is this? And many people hear the answer that this is an employee who should do good to people and help them find a job. As rude as it may sound, an employer should not hire such employees.

The HR position is clear and understandable, he is the right hand of business. Without a clear understanding of what the company wants to achieve, what are the development plans and the strategy for their implementation, there will be no quality selection.

A true HR manager is a tough, sometimes despotic businessman. You must be able to combine humanity with toughness. In an effort to be good and kind, afraid of rejecting a candidate, many recruiting employees never grow beyond average recruiters. In order to learn how to develop personnel and help the company achieve global goals, you must have will and determination, and consider the company's goals as your own.

Duties

The HR manager must fulfill responsibilities by 120% or more. With his position, there is no concept of a normalized work schedule, thoughts are always busy looking for the best solution.

The job description of an HR manager is different for each company. However, the main points will always be about the same. The HR manager should:

Study the labor market to find candidates for the necessary vacancies.
Navigate the regional market if necessary.
Establish relations with professional educational institutions and universities to conclude agreements on attracting students to practice with subsequent employment.
Notify the Central Center, educational institutions about the available vacancies and the need for personnel.
Evaluate candidates based on the qualifications, business and personal qualities of the applicant.
Organize certification events for company employees.
Conduct certification activities and analyze their results.
Work on the formation of a personnel reserve. The basis for the formation of a reserve can be the results of appraisals, selection, analysis of responses to resumes, personnel rotation, the results of training individual employees or internships in relevant positions.
Participate in reorganizations and personnel reshuffles, organizational structure of the company.
Develop and implement various activities aimed at managing the number of employees.
Analyze the work of the staff, suggest ways to improve the quality of the work of the staff.
Develop and implement motivational programs for personnel of all levels.
Develop career maps for employees, implement them together with management and staff.
Conduct long-term planning for the development of employees, analyze the results and recommend measures to improve the quality of personnel to the management.
Provide consulting support to the management on personnel management issues.

Interaction with employees

HR manager is a multitasking position, in addition to the above duties, he has a list of additional important functions:

help employees by answering their questions about the prospects for their personal and professional development within the company;
select personnel within the time frame agreed with the customer (direct manager or head of a department or department);
use modern and non-standard methods of search, selection of personnel;
adapt new employees to work in the company, accompany them throughout the trial period;
receive periodic feedback from the manager on the passage of the probationary period by the employees;
receive feedback from management on the work of employees, their interaction with the team;
maintain contact with all employees of the company to provide feedback with the management, inform about the tasks set, objectivity of the attitude of immediate managers;
develop a system for assessing the personal and business qualities of employees;
submit reports to management within the agreed time frame;
comply with the laws of the Russian Federation and adhere to them in matters of search and selection of personnel, drafting vacancy announcements, conducting interviews.

Personal and professional competencies

Many employers believe that HR is a HR officer. The functions of filling out personnel documentation and issuing certificates are shifted onto him, and a pack of vacancies that must be closed are given into the load.

Unfortunately, most of the HR staff do not know the tools that a professional HR manager owns. Approaching the issue of finding an employee for a vacant position, the personnel officer, more often than not, misses personal moments - whether the candidate will fit into the department, whether he will be able to work in a team. Whether his career goals align with the company's values.

Core competencies

HR manager's competencies:

Understanding the goals of the company, sharing them.
Empathy (ability to empathize). It must be dosed, otherwise the HR will not be able to refuse unsuitable candidates and will quickly "burn out".
Result orientation.
Ability to provide only necessary information.
Ability to see and hear a person. Often this competence is confused with the ability to “read like a book” of one's counterpart. As practice shows, in this case, the judgment about a person is more based on stereotypes.
Stress resistance.
Analytical thinking.
Strategic thinking.
Ability to manage talent.

Personal qualities

The personal qualities of a HR manager should help him work with people. Too much sensitivity, weakness, short-sightedness will not allow the employee to perform the duties assigned to him with quality.

Qualities of an HR manager useful in his work:

sociability;
impartiality;
active life position;
adaptability;
strategic thinking;
ethics;
self-control;
self-confidence;
stress resistance;
attentiveness;
conscientiousness;
creativity.

HR rights

The HR manager's responsibilities and rights are equally important. The HR manager has the right to:

receive information from senior management about plans for the development of the company in order to formulate a reserve and a strategy for personnel search in advance;
attend meetings of management related to changes in personnel policy;
participate in discussions of issues related to the personnel management system;
make suggestions for talent management;
interact with all employees, request the necessary information to perform their direct duties;
manage the workflow associated with his direct activities;
inform the head of the structural unit or your direct manager about the difficulties arising in the process of selecting an employee for a position;
track changes in the labor market.

Required skills and knowledge

In the work of ejchar, it is necessary to use a large number of modern progressive instruments. Considering what an HR manager does, this knowledge needs to be constantly refreshed and supplemented.

Important skills:

knowledge of labor legislation, the basics of sociology;
the ability to conduct business negotiations;
literacy;
possession of tools and methods of personnel assessment, the ability to analyze their effectiveness;
ability to organize;
planning, skills of high-quality time management.

Where to apply talents?

Consider what the actual work is. The HR manager most often acts in the office and meeting room. Most companies need such employees. Functionally, it can refer to both the personnel department (department) and the operational department. Companies in which cooperation between the operational and the personnel department is established, estimate the growth of their profitability and efficiency by 12% (the data relate only to the performance indicators of employees as a human resource).

Also, HR specialists attend conferences and meetings at universities. Such meetings take place regularly, but the frequency is regulated by the holding of job fairs in the institution itself and the need for young personnel in the company.

People management

An HR manager is, first of all, a huge responsibility. Responsibility to business, to personnel. A professional employee will never leave a half-finished employee development map. The thirst to improve not only himself, but also the employees of his company is fully inherent in HR.

The HR manager is the engine of the company. Understanding his goals and objectives, he supplies high-quality personnel capable of fulfilling the tasks set by the higher management. If the manager does not understand what kind of employee is needed, focuses only on the requirements, without taking into account the peculiarities of the culture of the company or the wishes for the personality of the employee, then the vacancy will be closed formally. The time interval between the submission of an application from the head of the department to the end of the internship and the acceptance of the employee into the ranks of the organization is reduced if the HR manager is able to capture the personality traits of the candidate, to compare them with the personality of the head.

The HR manager is an indispensable link in the structure of a large organization.

It doesn't matter what the position will be called - HR manager, HR, recruiter. The main thing is how the management understands this position and what powers it gives to the employee.

The personnel management service ensures the competent functioning of the organization. What HR directions are relevant in 2019, read the article.

From the article you will learn:

Main HR directions and functions

Personnel Management Service - a set of structural units in the field of company management. The work is carried out in a tactical and strategic direction.

Tactical direction... Ongoing personnel work aimed at the formation of labor resources. Its essence lies in identifying methods and tools for solving current problems.
Strategic direction... Focused on the formation of personnel policy. Managers develop a system of theoretical views, requirements, ideas, activities in the field of work with personnel.

Download related documents:

By the direction of work with personnel:

Social function. Ensuring safe working conditions, employment, labor protection.
Normative or Regulatory Function. Determination of working conditions, compliance with legislation, labor protection rules, dispute resolution.
Educational function. Ways to motivate employees, their encouragement and punishment.
Information and analytical function.
Control function. Monitors the situation within the organization, as well as in the labor market.

By the nature of the work:

Office work - preparation of orders, time keeping, etc.
Administrative activities - the adoption of legislative provisions in the field of remuneration, the conclusion of collective and labor contracts.
Employment - hiring specialists, translation, etc.
Staff development - preparation and evaluation personnel, career management.
Maintenance and stabilization of personnel - social issues, material rewards.

The main directions of the personnel department at medium and large enterprises:

Provision of personnel.
Training, retraining and advanced training of employees.
Registration of labor relations.
Organization of labor remuneration.
Revealing and removing social tension in the team.
Development and regulation of relations with self-government bodies.
Coordination of work to improve working conditions, compliance with safety rules.
Providing departments of the organization with qualified employees.

Key areas of activity -teams are associated with personnel. What functions are assigned to a specialist depends on his position. In small companies, it is irrational to keep many staff positions, so several managers do all the work.

Modern HR activities include:

determination of the need for qualified personnel for the current period and for the future;
development of the "Personnel" section in the organization's business plan;
certification of workplaces and the development of professiograms;
development of systems for checking the personal and professional qualities of applicants;
planning of personnel reserve, career of employees;
research to identify the level of motivation to work;
development of innovative behavior, creative level of personnel;
research to build effective work teams;
analysis of the causes of conflicts.

Read about HR areas in the ezine:

The direction of the personnel service, taking into account positions

HR manager

Installs and maintains relations between employees and the employer. He is a key figure in the management of the organization, along with other officials makes decisions. His competence includes the main areas of human resource management: market research, finance, company activities, sales and marketing.

General HR Manager

Small companies rely on the services of general personnel specialists who are involved in management, social benefits. The HR sphere includes all areas, since there is no division of labor between several specialists.

Head of HR department

HR Director, or professional HR manager, is responsible for the development, implementation of decisions on the company's personnel. The manager works together with managers for admission, placement of candidates for positions. He oversees the departments of the organization, deals with issues of compensation, social benefits, the conclusion of subcontracts for the performance of work.

Compensation Manager

The main directions of HR are the establishment of wages in accordance with labor participation, monitoring that payment is made taking into account laws, regulations, and the economic situation. The employee is versed in forecasting and financial planning.

Social Benefits Manager

Develops benefit packages that are beneficial to both the employee and the organization. The standard package of benefits includes health insurance, life insurance, etc.

Recruiter

Recruiters are either part of the firm's staff or outsourced. HR-directions of their activity - assessment of the needs in the area of \u200b\u200bpersonnel. Employees must be able to contact applicants for vacant positions, explain to them personnel policy, answer questions about salaries, benefit packages, working conditions and career opportunities. Recruiters select staff, interview them, test and validate recommendations. In-house managers specialize in one area or several at the same time.

Training expert

Responsibilities include: familiarization with the process of new employees' activities, organization and conduct of trainings, professional development of employees, preparation of personnel for promotion.

Employment officer for laid-off or laid-off personnel

Employment professionals are in contact with those who no longer work in the organization. They help determine the direction of work, find a vacancy, prepare a resume.

What prevents you from developing in the HR direction?

The structure of Russian personnel services, their qualitative composition and the level of salaries do not correspond to the tasks of implementing modern personnel policy. Practically does not go staff training to work in HR services, which leads to ineffective human resource management.

The number of employees in services does not always depend on the number of specialists working at enterprises. This lowers the efficiency of managers' work, the productivity of workers. Organizations suffer losses because specialists do not understand the HR directions that are within their competence.

If personnel officers do not have the proper level of education, it happens:

incorrect selection and placement of personnel;
failure to fulfill obligations;
incorrect distribution of responsibilities;
inaccurate or erroneous definition of the goals of the company.

If your company has such problems, do not try to solve them by replacing personnel. Training, trainings, seminars will help develop managers in all areas of human resource management. Do not forget about the program of motivation, reshuffle of personnel, adopt the experience of successful companies.

Modern directions of work of the personnel department

Regardless of what the main areas of the HR department you want to improve, take into account the trends. New technologies, methods of managing the organization and its employees appear every year, which improve the competitiveness of the company.

Automate systems by implementing digital HR. They help to control processes, personnel activities, to make timely adjustments based on identified shortcomings.
Implement hR analytics tools - now they are available not only to large firms, but also to small companies.
Change your attitude towards employees. The staff is not just a labor force. Consider people's opinions, encourage activists. You will see people become more active.
Transform organizational culture, build teams. The more employees are involved in processes, the more loyal they are.
Move from effective hiring to talent management. Develop employees with a long-term perspective.

Only the main directions that help in the field of human resource management are given. Fundamentally , identify and eliminate shortcomings. To maintain a leading position in the market, change the approach to personnel management.

Output

Develop managers so that they understand and navigate HR directions. Do not save money on training managers, as they will pay off in the long run. By redefining the attitude towards managers and employees, you will soon notice that work efficiency has increased, and employees have become more loyal.

IT recruiting is a specific and difficult area for hr-specialists. IT HR is more than a recruiter. Finding and selecting experienced professionals requires special training. Read about what an it recruiter should know and how to find rare it specialists in our material.

From the article you will learn:

While the demand for IT specialists is constantly growing, the number of experienced IT staff remains low in Russia. According to research by Head Hunter the demand for it specialists is increasing by 25% per year, while the supply remains the same. IT recruiting is seriously different from the selection of representatives of traditional professions (sales, management, construction and real estate, personnel, production, law, accounting and finance) and is impossible without the use of special search tactics.

Hr in the IT sphere is complicated by: long term of training high-quality personnel, imperfection of the educational system, rapid development of the industry, a large number of vacancies for IT specialists from foreign companies in the public domain. The outflow of qualified personnel from the country in this area is one of the main reasons why companies are forced to raise personnel within the company. According to IIDF, in 2027 the country will lack about 2 million IT specialists.

In this area, employers are ready to hire novice programmers, web designers, layout designers, system administrators who have recently received a diploma and have no work experience, as well as talented students of specialized universities and courses. An aichi recruiter must be prepared for minimal response to vacancies, most of which will be from low-skilled professionals, as well as workers in related fields who want to undergo training.

It is possible to attract rare IT specialists with extensive experience only with a large salary and additional motivation in the form of: flexible working day and smooth start, remote work, as well as the absence of a rigid hierarchical management system in the department. If you have a choice between working in one of the Silicon Valley projects or in a large Russian company, the specialist will choose an international project, because of its prestige and great prospects.

Typically, IT people do not recognize an authoritarian management system. Experienced professionals choose companies with democracy and modern project management systems. Experienced IT recruiters note the following features of workers in this field: rejection of the dress code, love of freedom and denial of any patterns.

All IT specialists, with rare exceptions, are introverts. They prefer to avoid meetings and conferences not directly related to their professional activities, as well as corporate events. To attract and retain a programmer of rare specialization in the company, special methods of motivation, revision of the work schedule and corporate rules are needed.

IT professionals often change jobs if they feel uncomfortable due to management pressure or are required to adhere to the dress code and participate in company entertainment events. The inability to make proposals and participate in the choice of strategy and methods for the implementation of the task also leads to the dismissal of the employee of his own free will.

Who is IT HR and how to become one

Aichi recruiter is a separate narrow specialization that requires lengthy training and special knowledge. He can gain knowledge of it-hr on his own by studying the requirements for various it-profile specialists specified in the vacancies of other companies, as well as professional communities of programmers, layout designers, information architects, etc.

There is another way - to enroll in IT recruitment training courses. The first method will allow you to quickly "turn on" if prepare for hiring IT people urgently needed, the second assumes the availability of free time and "order" from your employer.

To become a highly specialized HR specialist, you will need:

understanding the goals of this transition,
readiness for long-term training,
own development strategy for 1 - 3 years.

On average, it will take up to three years to acquire the necessary knowledge in IT and learn how to apply it in recruiting. During this time, you will be able to collect a list of requirements for all it specializations, learn to understand the intricacies of the development process and project management, accumulate questions and tests to conduct effective and interesting interviews for applicants.

What knowledge is needed for an IT recruiter

What an IT recruiter needs to know in order to find, evaluate, motivate and retain qualified specialists? To correctly write a job description, you will need knowledge of all current it-specialties. The field of information technology is developing rapidly. An IT recruiter needs to keep track of the news of the world's leading it companies, research popular IT professions, find and study rare specializations.

In 2018, specialists in the field of artificial intelligence, blockchain and virtual reality are popular. The salaries of employees in these areas are several times higher than those of specialists who know the popular programming languages. For a targeted search for a specialist, it is important to determine which IT specialization is most suitable for performing the company's tasks.

For example, if a company needs a specialist in the maintenance of internal computer networks, then the title of the vacancy should indicate "systems engineer". And for the development and maintenance of an online store on a self-written engine, it is necessary to hire a native speaker of the language in which the engine is written, in most cases it is PHP. JAVA programmers are involved in the creation and development of applications. IOS and Android developers create games, applications and other software for devices running on these operating systems. A web analyst studies various indicators of a website (traffic, citation, positions in search engines, sources and traffic structure) in order to improve the efficiency of a corporate web resource.

It is important for an IT HR to be guided by the professional terminology of the group with which he will work. In the case of IT, the situation is difficult, since many specialists communicate in pure slang. You need to know it at a good level in order to understand applicants and employees. At a minimum, you need to navigate the basic concepts used in it recruiting:

what is the difference: C ++, C #, PHP, Python, Ruby, Java, Java Script, Perl;
what is Junior, Middle, Senior;
popular frameworks (for example, Zend and Symfony web frameworks, Django);
distinguish between front end and back end;
know modern project management methods: Agile, Scrum, Kanban;
understand how the tasks of the company are implemented.

To formulate a vacancy as accurately and understandably as possible for professionals, contact the department's specialists, they will help identify the key requirements.

IT recruiting - where to start

To search for novice specialists, effectively use work sites. Many IT specialists experience difficulties already at the stage of resume writing. Intermediate professionals tend to search passively. They post their resume on job sites and wait to be invited for an interview. High-level specialists are the smallest caste in the Russian labor market. Use Linkedin and Facebook to find them. In the case of a long, unsuccessful search using traditional methods, you should choose one of two strategies: hunting or training.

If it is economically impractical for a company to hunt a specialist, you should start a search for suitable candidates interested in professional growth. To assess the professional skills of IT professionals, use completed tests (for example, WPAAT). Professional communities and social networks can become sources of useful personnel. Finally, you can run word of mouth among personal and professional contacts about a vacant position. It is likely that the right candidate will be found, but will be employed in another company. It is quite appropriate to use hunting here in order to get an experienced IT specialist with good recommendations.

Use modern services to find specialists: Boolean search in Google search TalentScan, AmazingHiring, Turbo Hiring.

Effective motivation of IT specialists

How can you motivate an IT specialist to get a job in your company and stay there for a long time?

Professional growth and development.
Interesting projects.
Lack of dress code and schedule (many IT specialists are "owls", they are comfortable working in the afternoon and at night).
Remote work is attractive for most professionals in the field.
Convenient quiet office, comfortable workplace, ideally a separate office.
Salary above the market average... Bonuses for KPI performance and overtime compensation.
Democracy, no "pressure" from the authorities.

Finding IT specialists is not an easy task, even for an experienced recruiter. To make searching easier and more targeted, use Boolean searches and X-ray. Start hunting and word of mouth if you need a top-class specialist. Develop a motivation system separately for the IT department.

An HR specialist is a human resource management specialist. The main task of this specialist is to provide the business with the best personnel capable of increasing the competitiveness of the company, to create such working conditions so that people can realize their talents, achieving the company's goals. Among the new specialties that have appeared in Russia over the past ten years, the HR profession (from the English Human Resources, HR - human resources) is one of the most promising and popular. In the period of transition to market relations, it became clear that it would be difficult to establish a sound business without a personnel management and development strategy.

HRs are called upon to select the most capable employees, mobilize human resources around strategic goals and create a productive atmosphere in the organization, thus increasing the efficiency of the organization and the value of the company.

Also, the responsibilities of an HR specialist may include:

Analysis of the level of employee loyalty;
Employee development planning;
Organization of training events;
Organization and holding of events aimed at team building;
Development of personnel motivation and incentive systems;
Formation of a social package for employees;
Creation of an ergonomic and emotionally positive corporate environment and corporate culture;
Selection, adaptation and support of the personnel dismissal process;
Maintaining internal personnel document flow.

An HR manager is a person who always balances the interests of employees and the business. If HR takes the side of employees, we get a picture when the team is overfed with "goodies", relaxed, and the business loses efficiency and money. If HR firmly defends the position of the business, considering employees only as a resource, then a negative atmosphere is created in the company, and recruiting is in constant search of replacement for the departed, ”say experienced experts.