Etks head of the laboratory. Unified qualification directory of positions in the section "Qualification characteristics of positions for education workers" - Rossiyskaya Gazeta. I. General provisions
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At the moment, most people’s ideas about what recruitment agencies do, what principles they work by, and whether these principles exist at all, remain quite vague. And really, are there any principles or standards for the activities of a consultant-recruiter?
The officially registered document regulating the activities of recruiting consultants is the professional and ethical code of personnel selection consultants, adopted by the Association of Personnel Selection Consultants. primary goal of this document– ensuring high-quality and ethical selection of specialists in the interests of the employer with maximum efficiency, consistency and correctness for all participants this process.
These developed standards apply to all participants in the personnel market. We will further describe the basic ethical principles from the position of a consultant-recruiter.
CONFIDENTIALITY (“Keep your mouth shut”)
This principle is perhaps the most important in the work of a recruiting consultant. It consists in ensuring the confidentiality of information received from applicants and customers, and preventing the disclosure of information that could cause harm to the applicant or customer.
INFORMED CONSENT (“Yes”)
This paragraph implies the possibility of taking certain actions in relation to the employer or applicant, but only with their consent.
For example, the anonymity of the customer and applicant is maintained until permission is received from them to disclose relevant information, or special methods of assessing and examining applicants are also applied only after their consent.
AWARENESS (“Be in the know”)
It implies a desire for openness and trust in the relationship between the consultant-recruiter and the applicant, the customer.
The recruiter strives to promptly inform the employer about the progress of work on each of the personnel selection positions, as well as about difficulties arising in the process of executing the Application.
The applicant - about the receipt of his resume by the Agency, about the progress of consideration of his candidacy by the employer, as well as in case of refusal by the employer to the decision taken.
HONESTY (“You can trust”)
Providing the employer with reliable and high-quality information about candidates, and the applicant – about the employer.
This principle also implies:
- refusal to provide applicants for whom there are doubts about professionalism corresponding to the level of tasks assigned, and personal qualities;
- refusal to manipulate the employer by deliberately distorting or concealing existing negative information about the candidate.
RESPECT (“I=You”)
Treat customers and applicants with respect. This implies both respect for work and time, and respect for the individual as a whole.
OBJECTIVE (“Just the facts”)
Adhere to the principles of independence and objectivity when assessing applicants.
The important thing here is that the consultant-recruiter in his work must be guided exclusively by the professional and personal requirements of the customer when selecting candidates, and not discriminate on gender, racial, national, religious, age or political grounds.
COMPETENCE (“Knowledge is power”)
Ensuring the proper level of your knowledge and professional skills.
Continuous improvement of one's professional knowledge and skills allows for high-quality assessment and selection of candidates for vacant positions.
CUSTOMER INVOUCHABILITY (“Friend or Foe”)
This ethical principle applies to the poaching of applicants previously placed through a Recruitment Agency.
One of the rules of a consultant-recruiter is not to engage in targeted luring from one customer to another of previously hired applicants, as well as other employees of customer companies, whose names were disclosed by the customer during the execution of previous orders, during the period of validity of the “immunity status”
REWARDS FROM APPLICANTS (“PayFree”).
Do not, in any form or under any circumstances, collect remuneration from applicants for their employment.
Each recruitment agency has a list of services that can be paid for by applicants. For example, in our Agency this includes professional resume writing, resume promotion on websites, and career guidance testing.
All these services are not directly related to employment through the Agency. Everything related to getting a job thanks to cooperation with the Recruitment Agency is free for job seekers.
In conclusion, it must be said that compliance with professional and ethical principles by a recruiting consultant is extremely important. Ethics is an integral component of a recruiter's professional activity.
For both customers and job seekers an important condition comfortable cooperation with a recruitment agency is the confidence that this agency will behave ethically.
Elena Gubanova, consultant-recruiter
"Agency HR technologies"Human Resources Department"
Professional ethics governs relationships between people business communication. Professional ethics are based on certain norms, requirements and principles.
Principles are abstract, generalized ideas that enable those who rely on them to correctly form their behavior and actions in the business sphere. Principles provide a specific employee in any organization with a conceptual ethical platform for decisions, actions, actions, interactions, etc.
The order of the ethical principles considered is not determined by their significance. Essence first principle comes from the so-called gold standard: “Within the limits of one’s official position, one should never allow one to treat one’s subordinates, one’s management, one’s colleagues at one’s official level, one’s clients, etc. such actions that I would not want to see towards myself.”
Second principle: Fairness is needed when providing employees with the resources necessary for their work activities (monetary, raw materials, material, etc.).
Third principle requires mandatory correction of an ethical violation, regardless of when and by whom it was committed.
Fourth principle – the principle of maximum progress: the official behavior and actions of an employee are recognized as ethical if they contribute to the development of the organization (or its divisions) from a moral point of view.
Fifth principle – the principle of minimum progress, according to which the actions of an employee or organization as a whole are ethical if they at least do not violate ethical standards.
Sixth principle - ethical is the tolerant attitude of the organization’s employees towards moral principles, traditions, etc., that take place in other organizations, regions, countries.
Eighth principle - individual and collective principles are equally recognized as the basis when developing and making decisions in business relations.
Ninth principle- you should not be afraid to have your own opinion when resolving any official issues. However, nonconformism* as a personality trait should manifest itself within reasonable limits.
Tenth principle – no violence, i.e. “pressure” on subordinates, expressed in various forms, for example, in an orderly, commanding manner of conducting an official conversation.
Eleventh principle – constancy of impact, expressed in the fact that ethical standards can be introduced into the life of an organization not with a one-time order, but only with the help of continuous efforts on the part of both the manager and ordinary employees.
Twelfth Principle – when influencing (on a team, an individual employee, on a consumer, etc.), take into account the strength of possible resistance. The fact is that while recognizing the value and necessity of ethical standards in theory, many workers, when faced with them in practical everyday work, for one reason or another begin to resist them.
Thirteenth principle- consists in the advisability of making advances based on trust - the employee’s sense of responsibility, his competence, sense of duty, etc.
Fourteenth principle strongly recommends striving for non-conflict, because Conflict is fertile ground for ethical violations.
Fifteenth principle – freedom that does not limit the freedom of others; Usually this principle, although in an implicit form, is determined by job descriptions.
Sixteenth principle - The employee must not only act ethically himself, but also encourage his colleagues to do the same.
Seventeenth principle - don't criticize your competitor. This means not only a competing organization, but also an “internal competitor” - a team from another department, a colleague in whom one can “see” a competitor.
These principles should serve as the basis for each employee of any company to develop their own personal ethical system.
Types of professional ethics
Each type of human professional activity corresponds to certain types of professional ethics with their own specific characteristics.
Professional moral standards are rules, patterns, and procedures for internal regulation of the individual based on ethical ideals.
For example, medical ethics set out in the “Code of Ethics of the Russian Doctor”, adopted in 1994 by the Association of Russian Doctors. Earlier, in 1971, the oath of the doctor of the Soviet Union was created. The idea of a high moral character and example of ethical behavior of a doctor is associated with the name of Hippocrates.
Traditional medical ethics resolves the issue of personal contact and personal qualities of the relationship between the doctor and the patient, as well as the doctor’s guarantees not to harm a specific individual.
Biomedical ethics (bioethics) is a specific form of modern professional ethics of a doctor, it is a system of knowledge about the permissible limits of manipulating the life and death of a person. Manipulation must be regulated morally. Bioethics is a form of protection of human biological life. The main problem of bioethics: suicide, euthanasia*, definition of death, transplantology, experimentation on animals and humans, the relationship between doctor and patient, attitude towards mentally disabled people, hospice organization, childbirth (genetic engineering*, artificial insemination, surrogate motherhood, abortion, contraception).
The goal of bioethics is to develop appropriate regulations for modern In 1998, under the Moscow Patriarchate, with the blessing of His Holiness Patriarch Alexy II, the Council on Biomedical Ethics was created. It included famous theologians, clergy, doctors, scientists, and lawyers.
Professional ethics of a journalist, like other types of professional ethics, began to take shape directly in labor activity. It manifested itself in the course of codifying those professional and moral ideas that spontaneously developed within the framework of the method of journalistic activity and were, in one way or another, recorded by the professional consciousness of the journalistic community. The appearance of the first codes meant the completion of a long process of formation of professional journalistic morality and at the same time opened new stage in its development. This new stage was based on targeted self-knowledge of journalistic activity and the practical application of its results. A special manifestation of professional ethics is economic ethics(“business ethics”, “business ethics”). Economic ethics is an ancient science. It began with Aristotle in his works “Ethics”, “Nicomachean Ethics”, “Politics”. Aristotle does not separate economics from economic ethics. He advises his son Nicomachus to engage only in the production of goods. Its principles were developed in the ideas and concepts of Catholic and Protestant theologians, who for a long time pondered intensely on the problems of business ethics.
One of the first ethical-economic concepts was that of Henry Ford, one of the founders of the US automobile industry. He believed that happiness and prosperity can only be achieved by honest work and that this is ethical common sense, the essence of Ford's economic ethics lies in the idea that the product produced is not just a realized “business theory”, but “something more” - a theory, a goal which to create a source of joy from the world of things. Force and machine, money and property are useful only insofar as they have practical significance even at the present time.
Management ethics– a science that examines the actions and behavior of a person acting in the field of management, and the functioning of an organization as a “total manager” in relation to its internal and external environment in the aspect in which the actions of the manager and the organization relate to universal ethical requirements.
Economic ethics - this is a set of norms of behavior for an entrepreneur, the requirements imposed by a cultural society on his style of work, the nature of communication between business participants, and their social appearance.
Economic ethics includes business etiquette, which is formed under the influence of traditions and certain prevailing historical conditions of a particular country.
The main postulates of the entrepreneur's ethical code are the following: he is convinced of the usefulness of his work not only for himself, but also for others, for society as a whole; proceeds from the fact that the people around him want and know how to work; recognizes the need for competition, but also understands the need for cooperation; respects any property, social movements, respects professionalism and competence, laws; values education, science and technology.
These basic principles of ethics business man can be specified in relation to various areas his professional activity. For Russia, problems of economic ethics are becoming of great importance. This is explained by the rapid formation of market relations in our country.
Currently, the basic principles and rules of business conduct are formulated in ethical codes. These may be standards by which individual firms live (corporate codes), or rules governing relationships within an entire industry (professional codes).
Chapter 1. Professional ethics in the restaurant business, approaches and principles of relationships with clients
1.1 Ethical Standards and principles in the restaurant business
The business world is notoriously small. Every businessman has many friends and acquaintances, they can be acquired as potential clients. Everything here is determined by honesty, politeness, and the ability to quickly navigate. If you are wrong and apologize, admitting your mistake, it will serve good service, will show the client that they can do business with you. There is a rule in business: constantly take care of your clients and employees, and the market will take care of you.
Any professional communication must proceed in accordance with professional ethical norms and standards, the mastery of which depends on a number of factors. They can be combined into two groups:
first group- a complex of ethical ideas, norms, assessments that a person possesses from birth, an idea of what is good and what is evil - i.e. one’s own code of ethics, with which a person lives and works, no matter what position he holds and no matter what work he performs;
second group- those norms and standards introduced from the outside: the internal regulations of the organization, the company’s code of ethics, oral instructions from management, the professional code of ethics.
It is good if your own ideas about what is ethical and what is unethical coincide with professional ethical standards introduced from outside, because if such a coincidence is absent - completely or partially, then problems of greater or lesser degree of difficulty may arise in understanding, mastering and practical application of ethical principles. rules that are not included in the complex of personal moral ideas.
In the restaurant service, the importance of ethical principles is felt not only in the interaction of workers with consumers, but also between workers. At the enterprise special meaning acquires a moral climate where there are no conflicts, no humiliated, irritated, indifferent employees and everyone treats each other with respect and understanding. It is important to create an atmosphere of mutual assistance in the team, the ability of workers to work together, as well as in special service groups (teams). Not only the manager of this company, but also the employees subordinate to him are responsible for creating an almost “family” atmosphere in the team.
Let's look at the principles that restaurant workers should follow.
The central position of the so-called gold standard is generally accepted: “Within the framework of your official position, never allow such actions towards your subordinates, management, colleagues at your official level, clients, etc., that you would not want to see in relation to yourself."
Second principle: fairness is necessary when providing employees with the resources necessary for their official activities (monetary, raw materials, material, etc.).
Third principle requires mandatory correction of an ethical violation, regardless of when and by whom it was committed.
According to the fourth principle, called the principle of maximum progress, an employee's official behavior and actions are recognized as ethical if they contribute to the development of the organization (or its divisions) from a moral point of view.
The logical continuation of the fourth principle is fifth- the principle of minimum progress, according to which the actions of an employee or organization as a whole are ethical if they at least do not violate ethical standards.
Essence sixth principle in the following: ethical is the tolerant attitude of the organization’s employees towards moral principles, traditions, etc., that take place in other organizations, regions, countries.
According to eighth principle individual and collective principles are equally recognized as the basis when developing and making decisions in business relations.
Ninth principle reminds that one should not be afraid to have one’s own opinion when resolving any official issues. However, nonconformism as a personality trait should manifest itself within reasonable limits.
Tenth principle- no violence, i.e. “pressure” on subordinates, expressed in various forms, for example, in an orderly, commanding manner of conducting an official conversation.
Eleventh principle- constancy of impact, expressed in the fact that ethical standards can be introduced into the life of an organization not with a one-time order, but only with the help of continuous efforts on the part of both the manager and ordinary employees.
Twelfth Principle- when influencing (on a team, on an individual employee, on a consumer, etc.) take into account the strength of possible resistance. The fact is that, while recognizing the value and necessity of ethical standards in theory, many employees, when faced with them in practical everyday work, for one reason or another begin to resist them.
Thirteenth principle consists in the advisability of making advances with trust - in the employee’s sense of responsibility, in his competence, in his sense of duty, etc.
Fourteenth principle strongly recommends striving for non-conflict. Conflict is fertile ground for ethical violations.
Fifteenth principle- freedom that does not limit the freedom of others; Usually this principle, although in an implicit form, is determined by job descriptions.
Sixteenth principle can be called the principle of promotion; an employee must not only act ethically himself, but also encourage the same behavior of his colleagues.
Seventeenth principle says: do not criticize your competitor. This refers not only to a competing organization, but also to an “internal competitor” - a team from another department, a colleague in whom one can “see” a competitor.
It offers basic principles for business ethics; their list can be continued taking into account the specifics of the activities of a particular organization.
The principles of ethical business relations should serve as the basis for each restaurant service employee to develop his own personal ethical system.
1.2 Approaches to relationships with clients, norms of waiter behavior
There are two main approaches to customer relations: CRM and CMR.
The “CRM” approach is focused on the fact that the company manages the relationship with the consumer. The company conducts business in a more convenient and more profitable way for itself, the client is subject to the actions of the company, experiences constant feeling pressure, coercion to perform certain actions. The concept is related to goods and services.
The CMR approach is focused on the fact that the relationship is managed by the client. Allows the client to communicate what is really important to him. The client is vested with some authority and power. The concept is related to customers and their needs.
Any consumer wants to influence the development of the service sector and the company’s activities.
Restaurants have a “CMR” approach. Restaurant service is a “contact zone”, a “customer-oriented area”. Based on this, a restaurant employee must not only be an example of culture himself, but also influence the formation of it among those around him (colleagues, clients). The basis of an ethical service culture is interpersonal interaction implying compliance with ethical standards. It will be effective when the contact zone employee chooses a way to approach the client, makes an objective assessment of his awareness of the client’s requests, and determines his line of behavior as a whole (a line of behavior is a certain sequence of interconnected individual actions). Customer focus (the client may be wrong, but the client must be satisfied) does not mean that the entire arsenal of general ethical principles and norms should be used in interaction with the consumer of the service.
Ethical standards are assumed that are consistent with the essence of service as a complex professional, economic and social phenomenon. Thus, it is not at all necessary for staff to interact with clients on the basis of personal affection, love, absolute trust, that is, those principles that are appropriate in family or friendly relations. Willingness to help a client should not turn into obsequiousness, cordiality into intrusiveness and servility, patience into indifference. In the relationship between employee and client, a distance must always be maintained due to their social and functional roles in the space of market exchange.
Since the waiter is the most representative employee of all restaurant service personnel, who is entrusted with enormous responsibility for the client’s first impression of the restaurant, for having a pleasant time in the restaurant and for making the client want to visit this establishment as often as possible, he needs to simply follow the basic norms work ethics.
Basic standards of professional ethics that should be inherent to a waiter:
· attentiveness, politeness;
· endurance, patience, self-control;
· good manners and culture of speech;
ability to avoid conflict situations, and if they arise, successfully resolve them, respecting the interests of both parties;
· courtesy, courtesy;
· cordiality, goodwill;
tactfulness, restraint;
· self-criticism towards oneself;
· willingness to respond quickly, keeping several people or various operations that are carried out during the service process in the area of attention;
· the ability to remain calm and friendly even after serving a capricious client or a stressful shift;
· respect the right of every person to rest and leisure;
Recruiter job description
1. The recruiter belongs to the category of specialists.
3. The recruiter must know:
3.1. Labor legislation.
3.2. Requirements for the preparation and execution of personnel documentation.
3.3. Fundamentals of psychology, rhetoric, logic.
3.4. Ethics and culture of interpersonal communication.
3.5. Means and methods of persuading interlocutors, the basics of motivating candidates.
3.6. Fundamentals of the sociology of labor.
3.7. Fundamentals of economics, labor organization and management.
3.8. Methods of analysis and monitoring of the labor market, the situation on the labor market.
3.9. Labor market information databases.
3.10. Technology for searching professions and positions using information systems.
3.11. Requirements for creating your own databases.
3.12. Recruiter's Professional Code of Ethics.
3.13. Methods of testing and interviews.
3.14. Methods for solving organizational, managerial and personnel problems.
3.15. Legislation on social security of workers, on health insurance, etc.
4. Appointment to the position of a recruiter and dismissal from the position are made by order of the head of the agency.
5. The recruiter reports directly.
6. During the absence of the recruiter (vacation, illness, etc.), his duties are performed by the person appointed to in the prescribed manner. This person acquires the corresponding rights and is responsible for the proper performance of the duties assigned to him.
II. Job responsibilities
Recruiter:
1. Actively searches for orders for personnel selection, including in the regions.
2. Accepts an application from the customer to search and select the employees required by the customer; together with the customer, formulates requirements for candidates, draws up a description of the vacant position and characteristics of the required employees; compiles a “sociological portrait” of successful candidates for vacant positions and available jobs, and conducts an examination of vacancies.
3. Provides advice to the customer on the issues of drawing up and filling out application forms so that the information recorded in them allows candidates to be selected professionally and within the specified time frame.
4. Concludes an agreement with the customer for the provision of consulting services on personnel selection issues.
5. Searches for the required candidates to fill the customer’s vacant positions and occupy vacant jobs through its own information databases, labor market information databases, tools mass media, Internet, as well as by placing advertisements in various information sources.
6. Makes a psychological and professional selection of candidates to fill vacant positions and occupy vacant jobs of the customer, selection according to clearly formulated criteria.
7. Receives and actively assists candidates in preparing their resumes.
8. Evaluates the business and psychological qualities of candidates, organizes their psychological and professional testing.
9. Informs candidates: about the nature, regime, working conditions at the customer’s enterprise; qualification and psychological requirements put forward by the customer; benefits provided to the customer's employees; programs of material and moral incentives.
10. Provides the customer with resumes of candidates with biographical and qualification data of the candidates.
11. Organizes meetings between the customer and selected candidates and, if necessary, takes part in them.
12. Coordinates the place, time and other conditions of the final interviews of the customer with candidates.
13. Resolves controversial issues to find a compromise between the desired requirements of the customer and the actual qualities of candidates.
14. Based on a separate request from the customer, searches for candidates among mid- and lower-level specialists working at other enterprises.
15. Ensures the creation of a labor market database (receipt, input, processing, analysis, classification, evaluation, reconciliation and storage of information), coordinates the extraction and use of information from databases.
16. Forms a database of vacancies and vacant jobs, as well as candidates for filling vacant positions and occupying vacant jobs.
17. Provides to the customer consulting services: to solve personnel problems; personnel management problems; conducting trainings; personnel certification.
18. Contributes to the career development of applied applicants by providing them with new opportunities.
III. Rights
The recruiter has the right:
1. Independently determine the forms and methods of searching for workers based on customer requests.
2. Get acquainted with the activities of the customer company.
3. Require the customer to ensure organizational and technical conditions and execution of the established documents necessary to fulfill the terms of the concluded contract for the selection of personnel.
4. Involve third-party HR specialists to solve certain problems.
5. Sign and endorse documents within your competence.
6. Get acquainted with the documents defining his rights and responsibilities for his position, criteria for assessing the quality of performance job responsibilities.
IV. Responsibility
The recruiter is responsible for:
1. For improper performance or failure to fulfill one’s official duties provided for by this job description - within the limits established by the current labor legislation Russian Federation.
2. For offenses committed in the course of their activities - within the limits established by the current administrative, criminal and civil legislation of the Russian Federation.
3. For causing material damage to the agency - within the limits established by the current labor and civil legislation of the Russian Federation.
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Self-restraint is expressed in the desire to develop such qualities as discipline, organization, honesty, efficiency, perseverance, restraint. In the 16th century followers of the practical ethics of Calvinism were called Methodists for creating strict method of all behavior, which pursued two goals: liberation from irrational instincts, from the influence of nature and the world of things, subordination of life to a planned aspiration; constant self-control and active self-control.
If the categories “vocation” and “ professional duty” express a person’s attitude to his work, then the problem of the meaning of professional activity is generated by the interaction of people in society and in a simplified form can be formulated as the question “For whom should a person work?”
It is not the favor of the butcher, the baker or the farmer that we rely on when we want to get dinner, but on their own interest; we appeal not to their love for their neighbor, but to their selfishness; we do not talk about our needs, but always only about their benefit.
In other words, objectively, every demanded activity in a bourgeois society takes into account someone’s interests in one way or another, but indicating the addressee of the activity in itself cannot give it a moral meaning. Only awareness of the universal human, cultural significance of the goals set, no matter how abstract, idealistic or unattainable it may sound, makes professional activity morally meaningful.
Developed by Protestant professional ethics The provisions apply to any professional activity.
TO end of the 19th century century, various professional communities begin to draw up their own moral codes, specifying abstract principles in relation to a particular profession - journalist, lawyer, teacher, diplomat.
In many US states and Canada, for example, at the beginning of the 20th century. Codes of ethics for engineers were adopted and were in force until the 70s. XX century, then were revised and supplemented and continue to operate.
They analyze in detail both general and specific aspects of the moral duty of an engineer in relation to the people, to his employer, clients, other members of the professional community, as well as to himself.
The professional ethics of a human resources manager includes all of the listed principles and categories, but has specific features in the form and content of its activities.
Any decisions of a personnel employee are burdened with responsibility for other people's destinies. Strictly speaking, representatives of all professions that have a person as an object of activity (doctor, teacher, lawyer, journalist) bear such responsibility, but it is the manager who is responsible for the implementation professional opportunities workers, their careers, and therefore their social status.
Moral and business qualities people become the object of professional activity for the HR manager:
1) clean professional quality- professional skills, work experience, knowledge of foreign languages;
2) moral and psychological as professional - purposefulness, endurance, honesty, integrity, dedication, exactingness;
3) moral - kindness, responsiveness, humanity, dignity, respect for others, decency, generosity, courage, justice, conscience.
The emergence of specialists in human resources (personnel management) is associated with the implementation of the principles scientific organization labor, which has set itself the task of using (exploiting) all workers as efficiently as possible within the framework of highly organized, high-tech production.
A person from the point of view of this doctrine, Doctrine X, was considered as a cog who could, if necessary, be replaced by another person if the use of the first became economically ineffective. Appropriate attitude towards the employee from the outside personnel services is that average person prefers to be controlled, tries not to take responsibility, has relatively low ambitions, is lazy, wants to be in a safe situation.
He must be prepared to perform a strictly defined professional role and, if possible, minimize social conflicts and other negative phenomena that affect a decrease in labor productivity or an increase in production costs.
The second wave, or revolution in personnel management, was associated with the idea of humanizing industrial relations, the idea of focusing the attention of personnel services on human relations. Second ethical doctrine personnel work, according to the U doctrine, a person was already interpreted as an employee who must be motivated in every possible way, create appropriate conditions for him so that he can work effectively, introduce him to the general values of the organization and thereby achieve maximum economic effect. Responsibility and commitment to the goals of the organization depend on the rewards received for performance. The most important rewards are those associated with satisfying the needs for self-expression and self-actualization. The differences between these doctrines are reflected in Theory X - Y, developed by D. McGregor.
The last, third, revolution in working with personnel was associated with the concept of U. Ouchi - the Z-concept.
It was that the purpose of personnel work is to use human resources as efficiently as possible.
Human potential is becoming one of the most important factors of entrepreneurship, and from this point of view, the tasks of personnel services are to promote the maximum development of entrepreneurial activity of all employees, creating favorable conditions for this.
In type Z organizations, moral regulation mechanisms are consciously and systematically applied: interest is shown in a person as an individual, and not just as an employee, and significant attention is paid to informal relationships.
Thus, we can draw a general conclusion that the development historical development ethical standards and values that are necessary in the work of a personnel manager contributed to the formation of a system of ethical standards and values of personnel management.
Ethical standards and principles in the work of an HR manager
The ethical culture of an HR manager formed by professional knowledge, skills and abilities is a full-fledged result of all previous development.
Because the professional activity HR managers belong to the “person-to-person” system and involve constant contact with other people (clients, colleagues, business partners), with vocational training these specialists great importance has the formation of the foundations of ethical culture.
Of course, the formation and development of a professional ethical culture is a long process that begins at a university and goes through several stages, and then continues during the period of independent work of a specialist.
However, the foundations of an ethical culture must be formed precisely in the process of professional training.