Recruitment system in the organization. Mass recruitment - recruiting. Selection and hiring of personnel. Outsourcing as a proven recruitment method

In practice, you usually meet with managers who vaguely imagine the issue of recruitment. They have already done this out of necessity on the basis of everyday ideas about the selection of personnel and have gained skills. But these skills and perceptions do not allow for effective selection of managers for enterprises. Hope, in fact, on "maybe". Thus, such skills put up a barrier.

However, it is clear that it is not possible to know everything. However, this circumstance does not mean that such an important aspect of corporate work should be left to chance. But the question arises: Who will select managers and key specialists? - Of course, the director is in charge of the selection. Zn. This is a matter of director's competence.

In connection with the presence of the problem, a way to eliminate it is proposed - a system of corporate recruitment. Its peculiarity is that it allows solving the problems of both the selection of managers and specialists and workers of mass professions. Its content will be determined by your needs for personnel and requirements for them.

Selection of leaders

A few basic requirements for the selection of these positions.

• it is unacceptable to solve the problem in an emergency, high-speed order. This is a guarantee of failure, the reasons for which are many.
• the requirements for the vacancy and the identity of the candidate, which are recorded in the Application for search, must be set out. There are many of them and therefore it is impossible to keep them all in your head. This is necessary for heads of departments, personnel officer and for pre-selection.
• the presence of a sufficiently professional personnel officer who will carry out preliminary work on the search and study of candidates. And there may be dozens of candidates or only a few.
• Application for search and selection of candidates. The application form is developed and agreed with the director. Its benefit is the need to focus and formulate requirements. These positions will also be included in the Summary.

Selection Toolkit

• Candidate resume, extended.
• Proficiency test.
• Candidate materials.
• Feedback from the environment.
• Interviews with candidates.

An extended resume can be considered the best option for selection. Such a summary should include answers to the questions of the forthcoming work. The CV form, in which the answers fit, is developed by the personnel officer and approved by the director. A well-researched CV provides good information for pre-selection. In addition, the structure and questions of the Resume provide topics for conversation.

Proficiency test. It is necessary if you need to choose from a multitude. But it needs to be developed. (see below)

Materials about the candidate - his various works, developments, reviews about them, etc.

Feedback from the environment. At the same time, it is unlikely that reviews from friends and comrades will be objective. There may be doubts about the recommendation from m / work. But feedback received orally can be objective.

Interviews with candidates. They are conducted by a personnel officer, deputies and a director. A summary can serve as a guide in assessing professional competencies and personal characteristics. It is important that in the atmosphere of the conversation there is less officialdom, there is no tension and distancing, but more interest in the person and his professionalism, an atmosphere of relaxedness and trust. When evaluating personality traits, it is important to feel that the candidate is sincere and feels more or less normal. But understanding and evaluating a person is not only knowledge, but also experience and art. (A.F. Losev said: Man is an eternal problem that is always being solved.)

The test for proficiency can be in 2 versions: 1) professional terms and formulations of specialized concepts (the candidate himself writes answers to them on the form, approximately 1-1.5 hours); 2) professional terms and formulations of specialized concepts, to which 4 answers are given. The last option requires a minimum of time for answers (20-30 minutes), but it is laborious to develop and requires testing to assess erudition on 40-50 candidates. Therefore, if the search for personnel is carried out regularly, then in the initial period you can run a test according to 1) option, and in parallel bring it to 2) option, but without fail with the participation of employees. Indeed, if the test structure consists of 4 sections, 4 positions are allocated in each section, then with 4 answers for each, you need to come up with 64 answers in total, and this is the minimum. This can be done in 1-1.5 weeks with many accomplices. Then "run in" on the candidates and get the number of correct answers corresponding to the scores on a 5-point system.

Selection of specialists

It is advisable to select specialists for the following positions:

• general requirements - education, experience, areas of work, citizenship, etc.
• professional competencies - knowledge, level of training, work experience, their specificity, specific skills.
• personal requirements - vitality, desirable / undesirable qualities, features of manners, habits, professional and human qualities ...

Selection tool:

• documents and materials of the candidate;
• an informal resume or a/biography;
• proficiency test;
• conversations with a freelancer and immediate supervisor.

The interview and qualitative assessment of the candidate are made on the basis of the Candidate Evaluation Sheet for the vacancy. (The assessment sheet is also the Job Description.) The candidate's assessment sheet is developed by the personnel officer together with the head of the unit.

Recruitment for mass vacancies

Selection for mass vacancies, it is advisable to build on general requirements (education, experience, areas of work, citizenship, etc.) in combination with the necessary professional skills (knowledge of a specific job, technology, etc.).

To work on these positions, you can use the following tools:

• relevant documents - certificates, passport, labor, TIN, PFR, etc.
• resume (any kind)
• interview/briefing with the personnel officer and immediate supervisor.

As a result of the implementation of these types of selection, a system for selecting any personnel will function. If we continue to work on the description of positions, then a system will appear for describing key positions according to professional competencies and personal requirements/features. This will put the work of managers with personnel on a specific, corporate-oriented basis, including issues of incentives, performance evaluation, development, etc.

Applications

Manager's resume.

• FULL NAME.
• Date of birth
• Area of ​​residence
• Cont. tel.
• E-mail

1. Your preparation.

• University, year of graduation, specialty
• Additional education, postgraduate studies, courses
• Self-education (regions)

2. Labor activity, starting from the last place of work.

	Company, organization	Job title	Responsibilities

3. Professional experience.

• What projects have you implemented
• Describe the tasks that had to be solved
• What professional and managerial tasks were of the greatest interest
• Describe your other knowledge and skills

4. Professional development.

• What jobs and people have contributed to your professional growth?
• What areas of management and profession would you like to delve into?
• What motivated you to further education and self-education

5. Teamwork.

• What challenges did you face in working with teams or when forming them?
• What teams are attractive to you

	Knowledge level		Professional skills		Implementation of innovations		Attitude to work
	know my tasks		I can teach many				initiative
	deep professional knowledge		varied experience		Satisfied with innovative work		purposeful
	various professional knowledge		know the job		I study novelties		control is not needed
	have related knowledge		implemented innovations		burdened by backwardness		confident
	well erudite		I'll do everything myself		regularly implement something		careful
	know management concepts				working on ideas		systematic
	I develop ways to effect. management		influential		I can implement new		interested
	familiar with the methods of effect interaction		I can do a lot		fighting irrationality		solid
	reality is always systemic		I set myself tasks		immutability is the exception		punctual
	The task requires the development and solution program		I see problems				partial
			I will always find a way				business - time, fun - hour
	Features as an administrator and leader		Development, self-education		Activity style		social relations
	democratic methods		head and shoulders above others		a responsibility		tactful
	demanding		many are just shadows for a specialist		initiative		not prone to bullshit
	operates according to plan		know the nuances of work		purposefulness		convivial
	I delegate authority		erudition		control is not needed		confident
	strive for efficient work		interested in new products		I can do everything myself		communicative
	I force on business		often post ideas		accuracy		frank
	I prefer to convince		working with literature		democracy		friendly
	rarely apply sanctions		operate with new knowledge		endurance		emotional
	I can encourage		teaching comrades		punctuality		sincere
	interact with colleagues		developing work organization		exactingness		truthful
	I know how to interest		study the specifics of management		working locomotive		fair
	I can mobilize				effective
	interact with colleagues				I don't go into the shadows
	good organizer				charismatic		active

7. Adaptation in a new position

• What do you want to learn or learn additionally in a new position?
• What support is needed from the company when mastering the position

8. New Job Orientation

• What are your plans for your new position?
• What strategic tasks will you face?
• What current tasks would you prioritize?

9. Are there any factors of your health that it is desirable to level

10. Describe, if possible, your life plans

11. What would you like to add or ask

Issues of remuneration are negotiated at a meeting with management.

All information contained in the SUMMARY can be opened only to the customer of the vacancy.

Trader competency assessment sheet ____________________ "___" ____ 2014

The corporate value of the positions and the evaluation of the candidate is expressed by 1 - 3 points.

Positions being assessed	Their value	Expert evaluation
1. General requirements
Education.
Courses, sales trainings. What is remembered.
Experience as a trader ____ years
Areas of work. Sale of hardware.
Work on PC in Word, Excel, e-mail. Using formulas.
What is the current salary
Reasons for layoffs.
2. Professional competencies and job procedures.
The maximum number of clients in the work ___.
Number of customers acquired ___
Knowledge of the document management system: invoice, waybill, billing, contracts
Work in Client Accounting Programs (CRM) or using Excel, Outlook, 1C...
Sales process management:
Finding and working with a responsible person, difficulties
Preparation of a commercial offer, invoice, contract
Dealing with objections: main objections and ways to eliminate them
Payment and shipment control
Maintaining relationships with clients
Purposefulness in obtaining results, when concluding contracts, establishing normal work with clients.
Ability to convince and negotiate when concluding a deal. What you might be interested in: price, services, personal manager, personal relationships. Examples.
Ability to tactfully and business-like advise the client, strengthen cooperation. Examples.
Ability to prepare customer profiles, customer segmentation.
Expectations in the professional field, aspirations.
3. Personal characteristics and competencies.
Enterprise. Examples of solving new issues.
Independence. Forms of self-assessment of results of work.
Working capacity. The ability to systematic efforts, force majeure.
Organization at work. Work planning. For how long, in what form?
Control. On what basis is it implemented - self-control, program, leader
Learnability, what is mastered new and useful mastered.
Tact in dealing with clients and employees.
Ability to communicate effectively with clients.
Honesty at work
Integrity in dealing with colleagues
Unwanted traits:
4. Candidate's expectations.
Career (position, salary)
Professional (development of areas of work)
Preparation (courses, self-education, …)
Wishes for work

Fedotov Alexander Vasilievich

Independent HR Expert

The work of personnel services of any enterprise is inevitably associated with the need to search and select personnel. The recruitment system is one of the central in the management structure of the entire organization. Since the economic performance and competitiveness of the enterprise ultimately depend on the human resource.

From the article you will learn:

But usually, after reviewing the resume, recruiters prefer to talk to the candidate at a personal meeting. Some steps may be omitted or additional screening measures added if necessary. But in general the system recruitment as follows:

1. Analysis of documents provided by candidates (diplomas, resumes, certificates, etc.).
2. Preliminary conversation (possibly by phone) to get acquainted with the applicant. At this stage, it turns out in more detail about the education, experience of a specialist, an initial idea of ​​\u200b\u200bhis communication skills is drawn up.
3. Completing the application form by the applicant. As a rule, the questionnaire contains questions of a personal nature: date and place of birth, address of residence, marital status, education, etc. It makes sense to include questions about previous places of work, hobbies. It also often determines the level of self-esteem, attitude to crisis situations, etc.
4. Checking recommendations. At this stage, the veracity of the information provided by the candidate is clarified and additional information is collected, mainly about the previous place of work. However, when making inquiries about the applicant from his previous manager or former colleagues, it is worth remembering the possible bias of their assessments.
5. The interview is the main interview of the applicant. It can be carried out in written or oral form, be structured and formalized.
6. Testing is the most significant stage of testing a candidate. It can be psychological, intellectual, psychophysiological, professional. Depending on the vacancy, a special testing program is being developed. Testing is often done as part of a group, but in rare cases it can be done individually. The test can be carried out in one day or several - with breaks.
7. Analysis of the results obtained during the tests.
8. Making a decision on the suitability of the applicant for the vacancy and presenting it to the manager. In the event of a positive decision on hiring, the candidate is informed of the list of documents required for execution under the Labor Code, and the date of conclusion of the employment contract is agreed upon.
9. Conclusion of an employment contract and execution of necessary documents.

The best result in determining the required candidate is achieved, as a rule, when the selection methods are interconnected and represent an integrated system. The most reliable results of the evaluation of candidates can be achieved if applicants are tested in conditions as close as possible to the working ones.

As evaluation methods, in addition to testing, you can use:

Interview, interview of a HR manager or an employer with a job seeker. It is desirable for him to pre-develop and compile a questionnaire to determine the desired qualities of the applicant.

The matrix method is a summary assessment according to a specially developed matrix table, which lists all candidates for one position and provides a list of necessary personal and business qualities. Against each applicant, the expert puts an assessment according to one or another criterion. The candidate with the highest score is selected for the position.

The method of evaluation centers is used for the selection of middle and senior managers. With its help, you can identify the managerial abilities of the candidate. The subject is offered exercises or tests, and the answers evaluate the correctness of the choice and the adequacy of his decisions.

In conclusion, it should be emphasized that when selecting personnel in the management system, it is important for a recruiter to give an objective assessment of the qualities of applicants, to indicate how they meet the requirements for them. It is easier to make the right decision when choosing the right candidate for that manager who, on the one hand, has an ideal model of requirements for a certain position, and on the other hand, well-compiled characteristics of applicants in accordance with it.

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This is an activity to determine the competence of applicants to perform certain job duties.

The result of the selection is the placement of employees in specific positions.

Personnel selection is carried out by managers of all levels. Often, the selection of personnel is identified with the selection process, which is illegal from the point of view of the Russian language. When selecting, the business and other qualities of the employee are compared with the requirements of the workplace.

The selection has two purposes:

Formation of labor collectives within the framework of structural divisions;

Creation of conditions for professional growth of each employee.

The main task selection and placement of personnel - optimal placement of personnel depending on the work performed.

recruitment methods

1. "Intraorganizational" search.

The purpose of the method is the selection of employees for vacant positions of middle and top managers. Vacancies appear as a result of the expansion of the organization or the "movement" of employees within the company. In this case, managers appoint people already working in the company to vacant positions. Advantages: no material costs, contributes to the growth of loyalty to the organization, candidates do not need to be integrated into the team. Disadvantages: a limited choice of applicants, the lack of the possibility of attracting fresh forces, encourages the strengthening of parochialism of the heads of structural divisions.

2. Help workers.

The goal is the selection of employees for ordinary positions or the recruitment of unskilled personnel (workers). Advantages of the method: high degree of compatibility. The “disadvantages” of the method are the impossibility of using the method when hiring professional personnel due to the lack of necessary experience and staff selection skills among the “advising” employees, as well as, as a rule, ignorance of the specifics of the vacancy.

3. Mass media.

The use of the media space provides the maximum "coverage" of possible applicants, relatively low financial costs. In this case, the success of the event largely depends on the following indicators: circulation, frequency of release, image of the publication, popularity and site traffic, ease of use and registration, etc. In this case, prepare for a large number of job applications.

4. Help of a recruitment agency.

In this case, all work on the selection of personnel falls on the shoulders of the employees of the recruitment agency. The success of the "campaign" depends on clearly and correctly formulated requirements for the candidate for the position, as well as on the professionalism of the agency's employees. The disadvantage is that, as a rule, the services of recruitment agencies are not cheap.

5. "Self-initiative" applicants.

Employees of human resources departments often face such a situation and such applicants. Most often, these are candidates who offer themselves without applying for any specific position. The probability of choosing an employee in this way is very low - it is unlikely that the applicant's desire will coincide in time with the organization's need for a new employee. It is even less likely to "get" a valuable employee in this way.

6. Search in educational institutions.

Provides an influx of "fresh" personnel to the company. Costs of the method - a "newcomer" needs time to gain practical experience in this position. Every year more and more companies use this method. The reason for this was the adaptation of the education system to the needs of the market. Organizations are ready to invest huge amounts of money in the training of young specialists, thus “at the end” getting a highly qualified specialist with all the necessary theoretical and practical skills.

7. Service of employment.

The task of the state employment service is to reduce the level of social tension and help the "unemployed" in finding a job. It should be noted that the possibilities of the state employment service are not fully used. This fact can be explained as follows. Not every company is ready to cooperate with the public service, due to the non-transparency of the economy. This is where the situation arises when employers through the employment service are looking for low-skilled low-paid workers. As a result of the above factors, there is a low degree of public confidence in the employment service. In principle, the situation is quite easy to change. The employment service should develop activities for the search and selection of specialists, taking into account the vacancies and requirements that are necessary for a particular organization.

The entry of the employment service to the level of a professional recruitment agency can have a positive impact on its reputation both among employers and job seekers. The advantages of recruiting through the employment service are the ability to search for employees according to the necessary requirements, no financial costs.

Selection stages:

1) Development of a position model + definition of job responsibilities

2) Collection of information about candidates by 2 methods (passive and active).

Passive - selection of data on possible candidates and comparative analysis.

Active - personal contacts: interview, questioning, trial period.

Staff placement is understood as the rational distribution of employees of the organization by structural units, sections, jobs in accordance with the system of division and cooperation of labor adopted in the organization, on the one hand, and the abilities, psycho-physiological and business qualities of employees that meet the requirements of the content of the work performed, on the other.

The purpose of the arrangement - distribution by workplace, in which the discrepancy between the personal qualities of a person and the requirements for the work performed by him is minimal without excessive or insufficient workload. This is a rational distribution of employees of the organization by structural divisions and jobs in accordance with the system of division and cooperation of labor adopted in the organization; according to the abilities, psycho-physiological and business qualities of employees that meet the requirements of the content of the work performed in order to provide conditions for the most effective realization of the creative and physical labor potential of employees.

The decision on the placement of personnel should be made in accordance with a number of requirements:

1. the worker must correspond to the site of work

2. The employee must be able to develop this area of ​​work from scratch.

3 The employee must be compatible with the team

4. The desire of the worker himself

Basic purpose selection and placement of personnel is the timely and high-quality replacement of vacant positions in the private security units (VO).

The organization of this work includes three main elements:

planning of the need for personnel;

selection of citizens for service (work);

Formation of a reserve of leading personnel.

For service (work) in private security units are accepted in voluntary okay citizens RF regardless of nationality, gender, social origin, attitude to religion and membership in public associations.

Persons accepted for service in positions of rank and file and commanding staff must satisfy the following requirements:

age - not younger than 18 and not older than 35 years;

· able to perform official duties due to their business, personal and moral qualities, education (not below average) and health status;

Have not had or do not have a criminal record;

· have not been recognized (by a court decision that has entered into force) as incapable or with limited capacity.

Citizens of the Russian Federation who have reached the age of 18 and are fit for the state of health and business qualities to perform official duties can be employees and employees of VO subdivisions. Citizen can not be hired if:

recognition of him as incapable or partially capable by a court decision that has entered into legal force;

the presence of a disease confirmed by the conclusion of a medical organization that prevents him from performing his official duties;

deprivation of his right to hold positions in the civil service, in local governments or to engage in security activities by a court verdict that has entered into legal force;

the presence of an unexpunged or outstanding criminal record;

Lack of registration at the place of residence.

For a citizen entering the service of the internal affairs bodies, a personal guarantee is issued, which consists in a written obligation of an employee of the internal affairs bodies with at least three years of service that he vouches for the observance by the indicated citizen of the restrictions and prohibitions established for employees this Federal Law and other federal laws. The order and categories of positions, upon appointment to which a personal guarantee is issued, are determined by the federal executive body in the field of internal affairs.

The main areas of activity for the selection of candidates are:

Informing the population about the procedure for admission to the service (work) in the internal affairs bodies and the conditions of service (work);

Vocational orientation activities with the population on issues of service (work) in the internal affairs bodies;

Direct search for candidates;

Initial explanatory interviews (consultations) with the candidate.

The selection of citizens is carried out in four stage: identifying candidates; study of candidates; screening candidates; evaluation of the results and decision-making on the admission of candidates for the service (work).

Candidate Identification. The main areas of activity for identifying candidates are:

1) informing the population about the procedure for admission and conditions of service (work). It is carried out, as a rule, on the basis of special targeted programs of a complex nature, using radio, television, and periodicals. Their development and implementation are carried out by employees of the personnel apparatus with the participation of interested structural divisions of the VO;

2) conducting professional orientation events with certain groups of the population on issues of service (work) in the subdivisions of HE. They are held with students, military personnel, members of youth organizations and sports societies, employees of enterprises (institutions, organizations);

3) direct search for candidates. It provides:

· purposeful work on the selection of candidates in educational institutions of secondary and higher professional education, military units and military commissariats, labor collectives, employment centers;

Publication of announcements about vacancies in positions in a particular unit of the Military District, sending requests to educational institutions of secondary and higher professional education, to youth and sports organizations (societies), to the command of military units regarding candidates for filling vacant positions in units of the Military District;

4) initial explanatory and familiarization interviews (consultations) with the candidate.

Candidate Study. It is carried out in two stages: preliminary study; study in the process of medical examination, psychodiagnostic examination, passing standards for physical training.

A preliminary study of a candidate for a service (job) is carried out by the head of the structural unit in which the candidate is supposed to be used. In the process of preliminary study of the personality of the candidate, the state of his health, the compliance of his education and special training with the requirements for the position for which he is accepted, business, personal and moral qualities are ascertained.

Based on the results of the preliminary study, the head of the structural unit draws up a certificate on the results of the study of the candidate and sends it to the head who has the right to appoint him to the position. The latter examines the documents received and transfers them to the appropriate personnel unit for conducting a special check of the candidate and sending him to the military medical commission (VVK) to determine his fitness for service in the police department.

The head of the personnel apparatus, having received an instruction from the head, who has the right to be appointed to the position, to continue studying the candidate (the possibility of hiring), sends him for a medical examination of the VVK, a psychodiagnostic examination in the centers of psychological diagnostics (CPD), organizes the delivery of standards for physical training, conducts verification of operating accounts. It should be noted that the conclusion of the JRC on the advisability of using the candidate in the proposed position is advisory in nature. If candidates in the past have suicidal behavior (suicide attempts), a tendency to conflict forms of resolving disputes, the presence of pronounced manifestations of negative character traits, as well as the presence of close relatives suffering from neuropsychiatric diseases, alcoholism or drug addiction, these information are reflected in the conclusions VVK and TsPD. This category belongs to the high-risk group and the issue of their employment is considered after they have passed a mandatory probationary period and repeated psychodiagnostic examination.

Checking candidates for operational records and place of residence. It aims to clarify episodes of the candidate's biography, qualities of his personality, environment and connections, the presence of which limits the degree of his suitability for service or prevents him from being hired. The verification is carried out by using the operational capabilities of the Internal Affairs Directorate, counterintelligence agencies of the Russian Federation. For persons hired for service (work) in VO units, four kinds checks: full, incomplete, local and additional.

Complete Persons subject to verification:

· recruited for service in positions of private and commanding staff, including for study at professional educational institutions of the Ministry of Internal Affairs of Russia;

· recruited for positions providing for registration of access to state secrets according to the first and second forms of admission.

incomplete Persons hired by the Internal Affairs Department as workers and employees in positions not related to access to secret works and documents are subject to verification.

local subject to verification are persons hired to positions of state civil servants and workers whose activities are not related to access to secret documents and work in the apparatus of security departments (departments) at the internal affairs department of the constituent entities of the Federation.

The list of activities carried out for the specified types of checks is given in Table 1.

Examination operational accounting bodies of counterintelligence of the Russian Federation is carried out in relation to persons who, in the event of admission (movement) to the service (work), will be admitted to information constituting a state secret, participation in operational-search activities or materials obtained as a result of their implementation, assistance in the preparation and conduct operational-search activities, to issue permits for private detective and security activities or to work related to the protection of important state facilities, valuable cargo, the operation of facilities that pose an increased environmental hazard.

For persons transferred to the reserve from the Armed Forces (if no more than one year has passed since the moment of dismissal), motivated requests are sent to the departments and departments of military counterintelligence that promptly serve the military units where they served (are serving).

Table 1

Examination at the place of residence carried out in relation to the candidate himself by the local police department. The audit materials reflect information about his lifestyle, behavior at home, connections, relationships in the family and with others, character traits, inclinations, interests, reviews of the candidate by his relatives, neighbors, other persons, etc. Without fail, in the check at the place of residence, information is recorded on bringing the candidate to administrative responsibility, delivery to a medical sobering-up station. If the person being checked lives in the given area for less than a year, then the specified check is also carried out at the former place of residence.

All data obtained as a result of the verification must be carefully reviewed, compared and verified with the questionnaire, curriculum vitae and certificate of preliminary study of the candidate. If there are discrepancies, the data is clarified.

Additional verification of the candidate is carried out, if necessary, due to newly discovered circumstances related to the biography of the candidate (employee), as well as in the case of recruitment of persons who previously served in the internal affairs bodies, in other law enforcement agencies. The results of the additional check are reflected in the conclusion and attached to the main materials of the check.

Upon completion of the study and verification of the candidate, the staff of the personnel apparatus draw up a conclusion on his admission to the service, in which the possibility of admission (or refusal to accept) is justified in a motivated manner. The conclusion on the possibility of accepting a candidate for service contains a proposal for appointment to a position or an intern by position.

Making a decision on the admission of a candidate for service. Recruitment of citizens to the positions of ordinary and commanding staff of military units is carried out:

by concluding individual contracts;

by competition;

through appointment.

The decision to accept a candidate for service (work) in a VO subdivision is made by the head who has the right to appoint him to the position. It is drawn up by an order for admission to the service (work) indicating the position to which the candidate is appointed. When a candidate is appointed as an intern by position, the order indicates the duration of the probationary period, and the mentor is determined.

The order for admission to the service, appointment to the position is signed:

For persons of middle and senior commanding staff - by the head of the department (department) of the VO at the Internal Affairs Directorate of the subject of the Federation;

· for workers and persons of ordinary, junior commanding staff - by the head of the corresponding division of the VO.

This order is announced to the citizen against receipt no later than three days from the date of its receipt by the unit.

If a candidate cannot currently be appointed to a position or an intern according to a position for reasons that do not prevent admission to the service, then he is included in the reserve. At the same time, the head of the internal affairs department can register him as a freelance police officer in the manner prescribed by the Temporary Instruction on organizing the work of freelance police officers. The materials of the study of this candidate are stored in the personnel apparatus along with the materials of the verification and are considered valid for six months.

The results of work on the selection of personnel for service in the Department of Internal Affairs are reflected in annual reports. The results of this work and ways to improve it are discussed annually at operational meetings.

Leadership reserve is a group of promising employees formed in accordance with the established procedure for their purposeful training and subsequent promotion to managerial positions.

Main tasks formation of the reserve and work with it are:

1) streamlining the mechanism for planning the promotion of employees in the service (career);

2) improving the efficiency of training of management personnel;

3) timely filling of vacant positions with the most qualified employees;

4) strengthening and stabilization of leading personnel, ensuring their succession;

5) strengthening the democratic principles of solving personnel issues in the police department.

At selection candidates for enrollment in the reserve are taken into account:

results of operational and service activities, personal and business qualities of the employee;

The age of the employee (taking into account the maximum special rank for the intended position);

Compliance of the employee's education with the specialties provided for the position proposed for replacement;

· work experience in the proposed type of activity;

knowledge of normative legal acts regulating the activities of VO subdivisions;

his state of health.

The number of employees considered for enrollment and enrolled (with the consent of the employee) in the personnel reserve for the relevant position is not limited. An employee may be in the talent pool to fill several positions.

Responsibility for the formation of the reserve, along with the staff of the personnel apparatus, lies directly with the managers, who have the right to appoint employees to the appropriate positions.

Managers must possess certain skills and techniques that allow them to correctly judge candidates for a particular position. Each experienced leader in the process of work has developed his own "secrets", techniques, which, however, often take into account only the interests of the structural unit, department and are not always combined with the interests of private security as a whole. Some managers are reluctant to “outsource” grown, mature employees for more responsible work and keep them in their previous positions, and less capable employees get to vacant positions in the leadership. There are also managers who are more willing to nominate employees from their department instead of inviting a more capable person from another department to fill a vacancy.

An order is issued on the enrollment of employees in the reserve for promotion. The term of stay of an employee in the reserve should not exceed three years.

Comprehensive work with the personnel reserve for promotion, control over this work should be the focus of attention of the head of the VO unit, to which it is planned to transfer employees enrolled in the reserve. These managers, together with the personnel apparatus, make up individual training programs employees.

An individual program is drawn up for the entire period of an employee's stay in the reserve, taking into account his theoretical and practical preparedness (Table 2).

Main forms of control work with the personnel reserve are:

hearing at the operational meeting of the heads and employees of the personnel apparatus on the progress of the formation of the reserve and work with it, including the implementation by the employees enrolled in the reserve of their individual training programs;

· an annual written report of the employee, submitted to the relevant supervisor, and, if necessary, hearing at the operational meeting on the implementation of the individual training program.