What is an employee profile. Job Profile: A fundamental tool for the HR professional. The most important changes this spring

The HR manager belongs to the category of managers.

A person with a higher professional education (major in management) or higher professional education and additional training in the field of management, work experience in the specialty for at least 2 years is appointed to the position of a personnel manager.

Responsibilities of the Human Resources Manager:

• Organizes work with personnel in accordance with the general goals of the enterprise development
• Determines the need for personnel, studies the labor market in order to determine possible sources of providing the necessary personnel.
• Carries out selection of personnel, in order to complete the staff.
• Organizes staff training, coordinates the work to improve the skills of employees and develop their business careers.
• Communicates information on HR issues and key HR decisions to all employees.
• Develops a system for assessing the business qualities of employees, motivating their promotion.
• Organizes the evaluation of the results of labor activity of employees, certification, competitions for filling vacant positions.
• Advises managers of different levels on the organization of personnel management.
• Takes part in planning the social development of the team, resolving labor disputes and conflicts.
• Draws up and draws up employment contracts (contracts), maintains personal files of employees and other personnel documentation.
• Supervises subordinate employees.

The HR manager must know:

• Legislative and regulatory legal acts regulating the activities of the enterprise for personnel management.
• Labor legislation.
• Fundamentals of a market economy, entrepreneurship and business.
• The conjuncture of the labor market and educational services.
• The order of pricing and taxation.
• Fundamentals of Marketing.
• Modern concepts of personnel management.
• Fundamentals of labor motivation and personnel assessment systems.
• Forms and methods of training and advanced training of personnel.
• The procedure for the development of labor agreements (contracts).
• Methods and organization of management.
• Fundamentals of production technology and prospects for the development of the enterprise.
• The management structure of the enterprise and their staffing.
• Fundamentals of general and social psychology of work.
• Fundamentals of industrial pedagogy.
• Ethics of business communication.
• Advanced domestic and foreign experience in the field of personnel management.
• Fundamentals of business organization.
• Methods of information processing using modern technical means, communications and communications, computer technology.
• Internal labor regulations.
• Rules and norms of labor protection, safety measures, industrial sanitation and fire protection.

Factors affecting the work of HR- specialist (Galina Pogodina , « Such a special manager. :

1. Specificity of production. The HR manager is the face of the company. He must be competent in what concerns its activities. Only then will he be able to select those employees who are really needed.

3. Cross-cultural environment. Working in a Western firm or a company with foreign capital is associated with the "crossing" of cultures, because you have to work side by side with foreigners who have a different mentality, they are representatives of a different culture, they have their own style of communication. In such an environment, misunderstanding and clash of interests are inevitable. One has to be a diplomat to "please" both Russian and foreign managers.

4 .Procedures and reports. Most Western companies present on the Russian market are transnational, with a common strategy and corporate culture in all regions of presence. All of them have the status of "global brand". Bureaucracy is inevitably developed in such organizations.

Job responsibilities of personnel officers in Western and Russian companies (Type of company / number of employees, people):

1) Western / less than 100

Depending on the budget and policy of the company, either the use of consulting services (outstaffing, recruitment, payroll, HR Administration), or independent work. The activities of an HR specialist are determined and supervised by the local headquarters (for example, Senior Regional HR Manager) or the director of the Russian office

2) Western / 100–500

• Search and selection of personnel, work with agencies
• Primary segmentation of HR into blocks. Schemes are possible when one of the blocks is outsourced or one manager manages several blocks
• Supervision of HR work, participation in the selection of top positions, formation of the annual HR budget

3) Western / 500–1000

• Detailing of HR blocks, creation of HR departments within the Unified Service of the company
• Working with the HR budget, coordinating changes in the HR policy with the management. Supervising the work of heads of HR departments

4) Western / over 1000

• Distribution of work on the search and selection of personnel according to specified criteria, active use of the services of recruiting agencies
• Clear segmentation by HR blocks, creation of departments for each of the HR areas. Clearly assigned to each employee HR-functionality. Emergence of specialists in strategic development and planning in HR
• Depending on the powers delegated by the HR director and the needs of the organization
• Formation of the HR budget, planning the needs for qualitative changes in the HR strategy. Participation in determining the development policy of the organization

5) Russian / less than 100

• Recruitment, HR administration. Block C&B assigned to accounting

6) Russian / 100–500

• Search, selection and adaptation of personnel
• HR records management
• Supervises the activities of the HR service, conducts / manages changes in the HR policy based on the decisions of the general management

7) Russian / 500–1000

• Separation by specialties and territorial basis, involvement of recruiting agencies in cooperation
• Detailing of HR blocks, individual employees are responsible for specific areas
• Depending on the functionality of the HR director
• Adapting the work of the HR department to the goals and objectives set by the general management

8) Russian / more than 1000

• Separation by specialties and territorial basis, active involvement of recruiting agencies in cooperation. Possible internal headhunters
• HR policies are built according to Western standards

What qualities do HR need?

So, for example, for a personnel manager in the personnel department, the most important qualities are high efficiency,

organizational skills and the ability to make decisions. The personnel manager in the personnel management system must possess such qualities as the effectiveness of interaction with people, initiative and creativity. And the personnel manager in the human resource management system needs to effectively interact with people, be sociable, flexible and mobile. And of course, any specialist in the field of personnel management must be professionally competent.

Tatyana, unfortunately, also found very little information on the topic "Creating a comprehensive job profile using the DISC methodology." The essence of the methodology is generally clear, but I would like more information on how to profile an ideal candidate and evaluate existing candidates for compliance with the profile using the DISC methodology, test, key to the test. I would be very grateful for your help!

Answer

Answer to the question:

Developing the profile of an ideal candidate includes a whole range of activities, for more details, see the recommendation. How to create a job profile(see in the appendix).

One of the stages of developing a profile is drawing up a list of competencies and requirements for the personal qualities of employees in a particular position. This list of qualities can be compiled using various tools, including using the DISC methodology. At the same time, using only DISC to assess the qualities of an ideal employee is not enough - it is necessary to additionally collect a “battery” of valid assessment tools, for example, special questions, test tasks, and other tests that will help make a comprehensive assessment.

The main idea of ​​the DISC methodology is that there are four main psychotypes of people who are successful in a particular area of ​​activity:

D

I

S

FROM

To use the DISC methodology, first use it to identify which psychotype employees are most successful in the position for which they are profiled. And then, evaluating candidates according to the same methodology, determine the most suitable ones. If there is no role model in the organization, then hypothetically determine the psychotype of the person, based on your experience, the requirements of the position and leadership.

One of the variants of the DISC test and the key to it, see below.

Details in the materials of the System Personnel:

How to create a job profile. N.V. Krasnova

A job profile is a document that includes:

• name and place of position in the organizational structure of the organization;
• professional knowledge and skills necessary to perform the job;

Analysis of the situation

To develop a profile, it is necessary to analyze:

• features of the work performed by employees of the assessed position;
• the fundamentals, rules and norms of the activities of the unit, the structure of which includes the positions being evaluated;

strategic goals and plans for the development of the organization as a whole.

The collection of information can be performed by everyone or only by the immediate supervisor and a specialist in the personnel service. The latter is often assigned responsibility for documenting the profiling process.

Various methods are used to analyze the situation.

Further, the information received is analyzed by all members of the working group collectively. The purpose of such an analysis is to identify specific standards of behavior that help the best employees to get the maximum result of work, as well as to develop requirements for the position to match its goals and objectives of the organization.

Position position in the structure

To determine the place of the position in the structure of the organization, receive answers from the immediate supervisor and the assessed employee to the following questions:

• who is the employee responsible for?
• What departments does he interact with?

who reports to the employee?

Study the regulatory documents of the organization, which fix the structure of the organization and the place of a particular position (job descriptions, employment contracts, staffing, etc.).

Do an analysis of the information, draw up the result in the form or, for ordinary positions, immediately enter it into the form.

Position functionality

Experience and skill requirements

Personal characteristics

Include in the list of personal characteristics only those properties that can have a significant impact on the employee's activities.

To compile the list, ask your immediate supervisors what qualities they consider important in employees of subordinate positions, what qualities they like best in existing employees, and what qualities they dislike the most.

You can also offer managers a ready-made list of qualities in which you ask them to mark the most important qualities and rank the rest.

Formal requirements

Formal requirements for employees include information about gender, age, education and required work experience. This information is obtained on the basis of an analysis of the data of successful employees of the position for which they make a profile, and on the basis of the requirements stated by the immediate supervisors.

Consider the requirements of labor laws () and do not allow work to be refused on the basis of non-compliance with formal requirements.

Criteria for evaluation

The last step in compiling a position profile is to determine the criteria for evaluating the performance of an employee in this position.

Assessment tools and methods

Assessment tools and methods are activities for assessing the required qualities and skills of the applicant or employee being assessed.

Each organization independently chooses a list of best practices, depending on the knowledge and skills of members, the specifics of the organization, etc.

When evaluating existing staff, use various .

When evaluating an applicant for a vacant position according to the profile of the position, use various candidates, such as: resume analysis, interview, professional testing, business and role-playing games, recommendations, practical assignment, etc.

To facilitate the choice of tool, determine what the employee performs, what knowledge and experience he must have in order to successfully perform these actions. Based on the knowledge and experience requirements, select a tool that will allow them to be identified.

For example, a recruiting manager in his work receives and analyzes applications for vacancies, and on their basis draws up job profiles. To effectively fulfill this responsibility, the manager must be skilled in application analysis and profiling. In order to identify these skills, it is recommended to use as an assessment tool at the interview - to give the applicant an application and ask him to draw up a position profile.

The selected assessment tools and methods for each position, as well as the list of skills and knowledge that they evaluate, are recommended to be drawn up in the form of a table "Choice of tools", which is compiled in.

Draw up the result of the analysis of actions and skills to determine the tools in the form of a table "Choice of tools", which you compile in.

Profile design

Assign responsibility for the design of the profile of an employee of the personnel service, which is included in . Coordinate the profile with the immediate supervisor who reports to the position being assessed. Approve the profile with the head of human resources, if required - with the head of the organization.

DISC Behavior Type Test

Instruction

The main condition for a reliable result of this test is your sincere answers. Answer sincerely, not from the position of who you would like to be. Answer as you usually do (if you have been in such a situation) or as you really want to do (if the situation is not familiar to you).

Test

1. You came to visit, where more than 10 people have already gathered. Your reaction:

A) Great! I love noisy companies, you can have fun, make new friends.

B) I like to be in companies, I often find myself in the spotlight. Either I will be able to light it up well, or, at worst, I will meet useful people.

C) I hope that I will meet some acquaintances here, it will be a pleasure for me to talk with them. If everyone is strangers, then I will be uncomfortable.

D) I don’t really like noisy companies and go to parties only to make or maintain useful acquaintances. I like to sit and talk with one or two people in peace and quiet.

2. At the same party, you were asked to make a toast. Your reaction:

A) I do not like to draw attention to myself, I hate toasting. I will neither agree nor refuse, but simply somehow evade.

B) I am a good storyteller and I know a couple of cool toasts. Everyone will be delighted.

C) I am not afraid to make toasts, I even enjoy it, I will say something smart and to the point.

D) I will most likely refuse under a convincing pretext. But if I need to make a good impression for the good of the cause, then I can make an appropriate elegant toast.

3. Your boss gave you and your co-worker a task, but didn't assign someone responsible for it. You both relied on each other and forgot about the task. Now your boss scolds you for not completing the task. Your reaction:

A) Negative emotions that do not manifest outwardly. I am able to control myself, but now I know what to expect from these people, I will be more careful in working with them in the future.

B) A very emotional reaction, the girl may have tears. Well, yes, I am an absent-minded and not very punctual person, but I am not the only (one) to blame. I will complain about them to all my friends and acquaintances.

C) resentment against a colleague. How could he set me up like that! Resentment against the boss. I will worry about this for a long time, most likely in silence.

D) Anger at the boss because he is an illiterate leader, and / or at a colleague because he set me up. Outburst of aggressive emotions. I'll probably say something to one of them.

4. You have been given an important task. The deadline is in a month, but it can be completed in two weeks. Your reaction:

A) I’d better complete the task as soon as possible and hand it over. And in the eyes of the authorities I will look good, and I will have time for other things.

B) First I need to think about how best to approach this work. Even if I do it in advance, I won’t hand it over right away. Let it lie down, then I will correct the mistakes again. Maybe I'll hand it in the day before the deadline.

C) I'll get to work right away. But, most likely, I will quickly get tired of this work, and I will get carried away with another task. I will abandon this work until the deadline comes. Then I will urgently finish everything, maybe I will even be late with the change.

D) I would like to start doing it right away, but I know that it will not work out that way. There are always more urgent or important things to do, there is always something distracting. Most likely, I will carry out the task until the last minute.

5. Long weekend ahead. You decide to go somewhere. What will you choose:

A) Go to visit relatives or otherwise spend the day with family, spouse (m).

b) Go to the park or to a party with friends.

C) Go karting or play football (cards) with friends.

D) You can go to a concert or exhibition, alone or with a loved one.

6. If you would decide to skydive, what would be the reason:

A) I met very interesting people (person) who are engaged in parachuting. They persuaded me to join.

B) I need to go through this to achieve an important goal for me.

C) I generally like risk, adrenaline. I want to know what I'm capable of.

D) I am considered quiet. I'm always in the shadows, silent. I want to prove to myself and others that I am not a coward and not a rag.

7. What comments do you hear more often (both at work and at home) addressed to you:

A) "Can't you go faster?" "You're stalling again!" "How much can you discuss the same thing."

B) "Please slow down" "You're rushing everyone again, we're not late anywhere!" Everything is already clear to you, but not yet to me. Let's take our time discussing everything."

8. You found out that they decided to promote you. What will you do first:

A) Tell your family and friends about the promotion, arrange a cozy home holiday.

B) Buy yourself some expensive thing in order to arrive at the place of work in a decent form on the first day in a new position (watch, suit, car).

D) Wait to be happy, overspend and ring for a raise until you start working in a new place. After all, the order has not yet been signed.

9. You have an exam tomorrow. Your behavior:

A) It is better to quickly review the material so that there is time for other things that are important to you.

B) It’s better to repeat everything slowly again, even if it takes all night.

C) It is better to sleep well before the exam in order to come to it with a fresh head. You prepared for the exam in advance.

D) Before death you will not inhale. It is better not to think about the exam at all, but to go have fun.

10. What do you think is the main thing for winning, for achieving success:

A) Personal efforts of each. Each person must be responsible for himself, give his best, not hide behind the backs of others.

B) The main thing is teamwork, people can achieve something only together, helping each other, supporting each other.

11. If you decide to open your own business (success and the same profitability are guaranteed), what would you choose (abstract from your profession):

A) A financial consulting firm or a pest control firm.

B) A security firm or gun store.

C) Restaurant or nightclub.

D) Medical center or good offices.

12. You have a new spacious office. How do you decorate its walls:

A) Your photos with famous people or bright modern paintings.

B) A photo of your spouse and children or group photos of your colleagues at a corporate party.

C) Diplomas or neutral pictures.

D) A portrait of the president or an old saber.

13. What do you value most in clothes?

A) The clothes must have some kind of zest, courage.

B) Clothes should look expensive and cool.

c) Clothing should be comfortable.

D) Clothing should be of high quality and appropriate, that is, appropriate for the age, figure and situation in which you wear it.

14. You need to choose a competition in which you will be most comfortable participating and where you have the best chance of winning. What will you choose?

A) Individual competitions, where intelligence is evaluated, and not the speed of reaction (chess, billiards, poker).

B) Individual competitions for speed and courage (skydiving, auto racing, alpine skiing).

C) Team competitions, preferably some unusual ones (football in the mud, all sorts of corporate fun starts).

D) Team competitions where mutual support is required, the interaction of the whole team (university competition to create the best robot, curling).

15. You need to choose a hotel in St. Petersburg. What will you choose?

A) Some decent hotel in the center, so as not to be ashamed.

B) Some cool unusual mini-hotel.

C) A hotel where you have stayed before or which friends will recommend.

D) A hotel with an ideal price / quality ratio. Maybe in an old house in retro style.

Key to the DISC test

Description

They are used to help the manager correctly determine in which position it is better to use a particular employee. The test helps to form an optimal team or link "boss - subordinate".

The test also helps the employee to understand their behavioral characteristics and their potential.

Key to the test

To analyze the result, find and highlight the answers in the table. Each answer is equal to one point. Determine the total score for each row. The dominant behavioral style is the one with the most points.

If there is another style that scored the same or 1-2 points less, then this is the secondary style of the assessed one. Its influence must be taken into account when interpreting the result.

Result interpretation

There are four main psychotypes of people:

D- leaders, executives, fairly authoritarian people who know what they want and are not very used to listening to other people's opinions;

I- people who are great at making new acquaintances, their profession is communication. They make excellent public relations specialists, they are everywhere, they are able to dissolve in any company;

S- team players. Together they are capable of anything, but absolutely cannot work alone. They are manageable, good workers, but they are practically unable to invent or invent something on their own. Their biggest plus is their inability to betray, they can be relied upon in everything;

FROM- analysts. People of this type work well with papers, they make good accountants, economists and lawyers. For them above all - the letter of the law and instructions.

With respect and wishes for comfortable work, Tatyana Kozlova,

Expert Systems Personnel

The most important changes of this spring!

• 
  There have been important changes in the work of personnel officers that should be taken into account in 2019. Check in the game format whether you have taken into account all the innovations. Solve all the tasks and get a useful gift from the editors of the Kadrovoe Delo magazine.
Prohibited documents in the personnel service
Inspectors of the GIT and Roskomnadzor told us what documents should never be required from newcomers when applying for a job. You probably have some papers from this list. We have compiled a complete list and selected a safe replacement for each prohibited document.
• 
  If you pay vacation pay a day later than the deadline, the company will be fined 50,000 rubles. Reduce the notice period for the reduction by at least a day - the court will reinstate the employee at work. We have studied court practice and prepared safe recommendations for you.

Closing the positions of specialists in unique expert vacancies involves the joint work of the recruiter and the internal client.

The better you understand the internal request (for example, the head of the department where the vacancy is open), the more accurately you draw up a position profile and a portrait of the ideal candidate, the faster you will find a suitable employee.

Position profile

An internal document with requirements for the professional and personal competencies of candidates. It will facilitate the selection of candidates, help to compile the final list of applicants with relevant experience and competencies, select training programs, etc. Ideally, it helps to understand whether the candidate fits the position, whether he will cope with the tasks.
If the company does not yet have an approved profile, we recommend starting from the recruitment request - for example: "The sales department requires a manager with experience." Make a job profile template - it can be a custom plate - and send it to the internal customer. If necessary, make appointments, discuss expectations and requirements for candidates. Gradually updating the plate to the final result, which will suit everyone.
The profile template can have the following fields:

• Job title.
• General information: subdivision, immediate supervisor, head of subdivision, presence of subordinates of the future employee.
• Job description: functional, tasks.
• Job conditions: mode, business trips, motivation, level of remuneration.
• Requirements for the candidate: education and priority universities, work experience (recommendations from which companies are interesting, people of the company), personal qualities, additional diplomas, knowledge of a foreign language.
• 2-3 test questions that will help weed out irrelevant candidates (for example, language level, rights, knowledge of 1C, etc.).

In addition, we recommend that you distribute competencies according to the degree of importance for the business, and set levels. For example: minimum, average, important, necessary. Or whatever suits you. This will expand the circle of candidates, consider candidates of different levels, it is possible to offer them different conditions, convenient companies, and form a reserve.

A separate question - personal qualities

Education, experience, foreign language level and similar points that are recorded in your profile are easy to check. Desires such as ambition, proactivity, leadership, entrepreneurial skills, etc., cause complexity. Often, managers themselves do not realize what qualities and competencies are truly important in their department.
To help understand this, conduct a mini-interview with an internal client:

• What challenges will the candidate face in the job?
• What do you like and dislike about employees in this department?
• What is the worst thing that can happen in a department and how should an employee act?
• What qualities and skills should a candidate have in order to work effectively?

Before starting the search for candidates, it was necessary to draw up a “Candidate Profile” - a list of competencies that a future employee must meet. For ease of use in work, I recommend using a table with a list of knowledge, skills, personal qualities, motives, characteristics of experience, potential, and evaluate all this on a 5-point scale during the interview.

I have seen many different options for compiling a “candidate profile”, but the one below is the most convenient and understandable to use. It is possible to create a very cumbersome document detailing the candidate's profile, but as a rule, such documents become dead weight and are not used for work. Those. everything is beautifully written and designed, but not for practical use.

We consider the compilation of a candidate profile as an effective tool to evaluate and select the most suitable employees to achieve the goals and objectives of the company.

So, to draw up a Candidate Profile, you need to answer 3 questions:

1. What should an employee know?
2. What should an employee be able to do?
3. What personal qualities do you have?

The rest of the items are optional.

You are faced with the task of closing the vacancy. A structured approach to closing a vacancy involves the formation of a position profile. Only after bringing all the requirements into a single form, you can start looking for a specialist.

Before compiling a position profile, it is necessary to decide who will take part in the process, as well as who makes the final decision on the employee's employment. How many stages of the interview with the candidate will be; who and in what sequence, from the higher management, is present at these meetings. Ideally, the immediate supervisor of the future employee and the employee should take part in the formation of the profile. HR department.

The position profile is the main document that is used:

For the selection of candidates for employment;

For certification of employees who have passed the probationary period, as well as for subsequent certification of working personnel after a certain time (for example, to review the level of wages at the end of a certain period of time - six months, a year);

To define goals and plan employee training;

To form a personnel reserve;

For employee career planning.

Job profile includes:

The professional knowledge and skills required to perform the job

Competences;

Personal characteristics that correlate with the corporate culture and internal, sometimes informal rules of the company, as well as personal data.

On the part of the company, the features of the corporate culture, the work performed and the environment in which this work is performed are taken into account.

Definition:

Knowledge - Information that needs to be known.

Skills - Applying this knowledge in practice to achieve results.

Competence - The application of this skill in such a way that the work is performed according to a certain established standard in this company.

Personal characteristics are human traits that are clearly manifested in the professional sphere at the level of interpersonal communications.

Personal data - full name, date of birth, education, additional education, work experience in companies, functional duties, additional skills, wishes for wages, work schedule, attitude to business trips, etc.

Corporate culture -a set of the most important provisions of the organization's activities, determined by its mission and development strategy, which are expressed in the totality of social norms and values ​​shared by the majority of employees. There are both formal and informal corporate cultures.

As a rule, it is impossible to collect all the information necessary for a structured search for a specialist by asking the immediate supervisor of the required specialist to fill out a profile. The lack of understanding of the need to fill out the position profile in detail and specifically and the lack of a common perception of terminology makes it difficult to speak HR specialist and manager in the same language.

After joint filling HR manager and profile leader, it may turn out that the document is overloaded with requirements for the candidate. In this case, it is imperative to prioritize and understand what is mandatory and what is desirable to observe in a future employee of the company in accordance with the specified position profile.

In order to achieve an understanding, it is worth organizing a training for the management of the company in order to agree on a common understanding of the tasks, ways to achieve them and a common terminology. Or attach instructions for filling it out to the position profile, which is less effective.

In any case, without additional discussion of the document by the head and HR manager, at this stage the work will not be done correctly.

An example of a position profile made in the application form for a vacancy: