The job profile is a document containing the requirements professional competencies for effective implementation official duties.
To create a position profile, involve the head of the employee for whom the profile is being developed. The position profile can be used not only for recruitment, but also for certification, training, and intermediate assessment.
Consider the stages of developing a job profile:
- Indicate the position of the position in the organizational structure of the company. Determine who the employee reports to and who reports to him
- Specify the purpose of the position
- Describe the responsibilities of the person holding the specific position
- Determine the set of competencies required to perform professional duties
Competence assessment scale
- Describe the requirements. At this stage, determine the candidate's skills, education.
- Key performance indicators. A measurable score against which an employee's performance will be judged.
Example profile of a Deputy Head of Marketing
| Position | Deputy Head of Marketing Department |
| The Department | Marketing |
| Supervisor | Head of the Marketing Department |
| subordinate staff | Sales manager - 7 employees |
| Related departments | Service Department, Accounting, Warehouse, Legal Department |
| Duties | Development of a sales plan Maintaining staff motivation Working with VIP clients Maintaining a customer acquisition system Preparing sales reports |
| Professional knowledge | Contract and negotiation skills Knowledge of pricing office work Conducting skill marketing research financial cash |
| Professional skills | Development of the client base Conduct of negotiations Working in the SAP program Pricing analysis |
| KPI | Sales growth monthly by 5% Number of branches 34% Market share 65% |
| Personal qualities | Initiative, the ability to hear subordinates and convince, willingness to take risks, sociability, flexibility, the ability to defend the interests of the team |
| Requirements for candidates | Education - higher, preferably a master's degree Experience on leadership position- 5 years |
Sales manager profile example
| Position | Sales Manager |
| The Department | Sales department |
| Supervisor | Head of Sales Department |
| subordinate staff | — |
| Related departments | Service Department, Marketing Department |
| Duties | Assortment consulting for clients Explanation of the technical parameters of the goods Reporting Reception and display of goods Keeping the store clean and tidy Finding and attracting potential customers |
| Professional knowledge | PC knowledge office work Knowledge software for the record Knowledge of the prices of similar products in the market |
| Professional skills | Increase in client base Ability to negotiate |
| KPI | Sales increase 3% Attracting new customers 15 people. per month |
| Personal qualities | Sociability, the ability to listen to the interlocutor, politeness, the ability to convince |
| Requirements for candidates | Education - higher, specialization manager, economist Experience in sales - at least 1 year Driving license In category |
Sales Consultant Job Profile Example
| Position | Shop assistant |
| The Department | Sales department |
| Supervisor | Head of Sales Department |
| subordinate staff | No |
| Related departments | Marketing department |
| Duties | Providing advice to buyers Acceptance control of goods and display of goods Sale of goods Maintaining cash registers Maintaining cleanliness in the store Sales packaging Conducting regular inventory |
| Professional knowledge | Knowledge of the product being sold Knowledge of 1C Market Knowledge Knowledge of working with in cash(reception/delivery) Trading Rules |
| Professional skills | Ability to persuade Cash handling skills The ability to understand the needs of the client in a short time and offer the appropriate product The ability to get out of a conflict situation and “not lose” a client |
| KPI | The sales volume of the seller per day is not less than 60% |
| Personal qualities | purposefulness Energy Sociability Politeness Conflict-free Customer focus |
| Requirements for candidates | Higher education Age up to 30 years Citizenship of the Russian Federation 1 year experience in a similar position |
32. Drawing up a psychological portrait of a candidate as a method for a comprehensive assessment of the personal qualities of an employee: the concept and principles of compilation.
Psychological picture - this is a complex psychological characteristic of a person, containing a description of his inner warehouse and possible actions in certain significant circumstances. Unlike the psychological profile of a person, a portrait is more of a qualitative rather than a quantitative description. In the case of processing test data, a portrait is not a graph that describes the ratio of scores for different factors, but a textual interpretation of this ratio of scores.The psychological profile includes: temperament, character, abilities, orientation (business, personal, communicative), intellectuality - the degree of development and structure of intelligence; emotionality - the level of reactivity, anxiety, stability; volitional qualities - the ability to overcome difficulties; perseverance in achieving the goal; sociability, self-esteem (underestimated, adequate, overestimated); level of self-control: the ability to group influence.
Methods used to compile a psychological portrait : psychological interview, psychodiagnostics, testing, polygraph test, etc.
The program of psychological testing of personnel consists of a set of methods aimed at identifying the personal characteristics of the tested, the level of development of the skills necessary to perform job duties, the level of formation of the psychological properties of the individual necessary for successful performance in this position, character traits, development and growth prospects, the level of adaptation and stress.
Psychological interview - a psychological verbal-communicative method, which consists in conducting a conversation between a psychologist and a subject according to a predetermined plan. The purpose of the interview is to obtain from the respondent answers to questions formulated in accordance with the objectives of the entire study.
Psychodiagnostics - (recognition, definition) - the science and practice of making a psychological diagnosis, i.e. ascertaining the presence and severity of certain psychological signs in a person. The purpose of psychodiagnostics is to collect information about the characteristics of the human psyche. According to the results of the interview and testing, a detailed psychological characteristic is formed, a "psychological portrait", in which the main key points of a person's personality are revealed.
33. Certification as a form of personnel assessment: essence, specifics of organization and conduct
Personnel certification- this is an official and systematic personnel assessment procedure for employees, carried out in an established and unified form at certain intervals, designed to assess the level of work, qualities and potential of the individual. It is aimed at determining the qualifications, level of knowledge, practical skills, business qualities of the employee and establishing the degree of their compliance with the position held. The frequency of certification is determined by management and for different categories of personnel may be different. On average, certification is carried out no more than once a year and at least once every three years. Appraisal methods 1.Group peer review.
2.Exam.
3. Simulation of the working situation
4.Qualification work
5. Interview.
6. Testing.
Carrying out certification: 1. The preliminary stage is the preparation of a project for the implementation of certification. The stage of formalization of methods, standards, rules. Development of relevant documents, adoption of organizational decisions by the company's management. 2. Preparatory stage - before each pre-planned certification procedure, employees of the personnel management department carry out preparatory consulting work. 2 weeks before the certification, the candidates are informed of the criteria for certification, questions for the exam, they conduct explanatory conversations, they advise what and how to do. 3. Carrying out certification - certification activities carried out in accordance with the developed methods and rules. 4. Summing up the results of certification - making managerial decisions, discussing the results of certification in the team, assessing the required period for subsequent certification.
During the meeting, the attestation commission considers the submitted materials for each attested employee, fills in the attestation sheet and keeps minutes.
Voting based on the results of the discussion is carried out in the absence of the certified person. Evaluation of the activities of the employee who has passed the certification, and the recommendations of the certification commission are entered in the certification sheet. The meeting of the attestation commission is recorded. After the completion of the certification procedure, information about the results must be entered in the employee's personal card and all materials on it must be provided to the head of the organization within the time limits established in the order for certification.
After the decision is made by the management in relation to the certified employees, an order is issued based on the results of the certification.
| " |
No. Requirements | "Perfect Candidate" | "Acceptable Candidate" |
1. Gender and age parameters 2. Name of training 3. Names of possible 4. Profile and titles 5. Minimum experience 6. List of officials 7. Knowledge, candidate 8. Skills that 9. Psychological 10. Psychological 11. Psychological 12. Psychological ha- 13. Characteristics of cells 14. Psychological |
Appendix 8
Candidate's portrait (sample)
Requirements | "Perfect Candidate" | "Acceptable Candidate" |
1. Gender and age parameters | 27-40 years old male | 25-50 years old male or |
2. Name of training | Such knowledge can be | Law Academy Faculty of Law Correspondence legal |
3. Names of possible | Lawyer of the firm legal adviser Head of legal department | Lawyer of the firm legal adviser |
4. Profile and titles | ||
5. Minimum experience | From the above calculations | |
6. List of officials | Drafting texts of contracts Conducting negotiations with Agreeing on the final text Preparation and support Analysis of counter-contracts Tracking changes in the Russian legislature Provision of monthly Drafting of texts Conduct of negotiations Final agreement - Tracking changes in the legislation of the countries with which cooperation is carried out, and timely |
Probation | Daily interview with the employee, as well as with his immediate supervisor in order to track the adaptation process |
Ending probationary period | In accordance with the Regulations on employment in the company, the transfer of an employee to a permanent job is formalized |
Completion of the induction program | After the transfer of an employee to a permanent job, he is included in the number of employees of the company with whom planned personnel activities are carried out (training, advanced training, staff assessment, rotation) |
Appendix 16
Three stages of the interview
BIBLIOGRAPHY
1. how to get Good work in the new Russia. - M., 1995.
2. Career Poles. - M., 1995.
3. How to get a job? - M., 1997.
4. Job interview: how to overcome barriers. M., Konseko - H. G. S, 1994.
5. O "Connor J., Seymour J. Introduction to NLP. - Chelyabinsk: Version, 1997.
6. Games that people play. People who play games. - M.: List-New, Center for Human Values, 1997.
7. Mosaic of joy. - St. Petersburg, 1997.
8. Body language. - Nizhny Novgorod: IQ, 1992.
9. Newspaper "Capital"
10. Ryu Bandler, The Structure of Magic. - St. Petersburg, 1993.
11. Have you tried hypnosis? - St. Petersburg: Lan, 1995.
12. and LR. Negotiation. - St. Petersburg: Peter, 1997.
13., Dyatlov personnel management. - M., 1995.
14. Schnappauf. Sales practice. - M., 1998.
15. Bazarov as a staff of a developing organization. - M., 1996.
16. Shekshne staff modern organization. - M., 1997.
17. Egorshin staff. - N. Novgorod, 1999.
18. Newstrom J., Business games and modern business. - M.: Binom, 1997.
Technology for determining requirements for a candidate
There are three mandatory steps that precede the examination of a vacancy.
Step one. "Development Goals". Step task: Determine the goals of the company's development and those areas of activity that are planned to be developed in the company.
Step two. "Activities". Tasks: Determine the areas of activity in which the future employee will work. (Retail sales, wholesale sales, production, research, etc.); In which (one or several) directions will it work future specialist?
Step three. "Perspective". Step task:
Assess the need and "long-term" for the company of a particular specialist. To do this, you need to compare the results of the first and second steps. - If the existing activities of the company are planned to be developed further, then the appearance of the required specialist is timely and promising for long-term cooperation. It is necessary to conclude appropriate agreements with him.
- If there is a direction that still exists, but is not promising, then when selecting a specialist, you need to look for a temporary worker and conclude agreements with him for certain period.
- If you plan to develop a new direction, then it is necessary that HR specialists start looking for the right people.
The examination of a vacancy consists of three large blocks:
Fig.7. Three blocks of examination of a vacancy
Candidate evaluation form (candidate portrait form)
Job title ________________________________
Name of the candidate _____________________________________
Date of the interview _________________________________
Name and title of interviewer __________________________
Evaluation of the first impression of the candidate (for positions where direct communication with clients is necessary)
_____________
Appointed time of arrival _____________________________________________________________
Actual time of arrival (if late, indicate the stated reason)
_____________
Candidate's portrait (sample)
| Requirements | "Perfect Candidate" | "Acceptable Candidate" |
| 1. Gender and age parameters | 27-40 years old male | 25-50 years old male or female |
| 2. Title educational institutions, His desired specialization and additional education | Law Academy Faculty of Law of Moscow State University. It is desirable that the candidate has graduated from an English special school | Law Academy Faculty of Law, Moscow State University Correspondence Law Institute |
| 3. Names of possible positions held by the candidate | Lawyer of the Firm Legal Counsel Head of Legal Department | Lawyer at Legal Counsel |
| 4. Profile and names of companies where the candidate could acquire and master the necessary skills | Alpha Beta Gamma | Alpha Beta Gamma Delta Omega |
| 5. Minimum work experience | at least one and a half to two years | 1.5 years |
| 6. List of job responsibilities that the candidate had to perform | Drafting texts of contracts Negotiating Tracking changes in Russian legislation Submitting a monthly report to the head of the company Managing a team of 3-4 people | Management of a team of 3-4 people Conducting negotiations Tracking changes in Russian legislation, |
| 7. Knowledge required by the candidate | Knowledge of contract law Commercial Law, Criminal Law, RF Code, civil law, resolutions and orders of local authorities | Knowledge of contract law, commercial law, RF Code, civil law |
| 8. Skills that the candidate should have | Contract drafting skills Computer skills Contract analysis skills Negotiation skills State bodies(name) Information analysis skill | |
| 9. Psychological qualities that will help to successfully cope with official duties | Attentiveness Accuracy Commitment Perseverance Sociability Self-confidence Business image Analytical skills | Commitment Communication skills Self-confidence Analytical skills |
| 10. Psychological qualities that will help you learn new skills | Ability to learn Moderate dominance Initiative | Ability to learn |
| 11. Psychological qualities incompatible with work in this position | Disorganization Self-doubt High anxiety Propensity to take risks Low level of development intellectual abilities | Extreme degree of dominance Low level of development of intellectual abilities Inaccuracy Irresponsibility |
| 12. Psychological characteristics that make it possible to achieve compatibility with employees directly related to the future employee | the candidate must be: 1) active 2) friendly 3) have good switchability | activity sociability sociability |
| 13. Characteristics of an employee corresponding to the corporate culture of the organization | Requirements for the candidate corporate culture: 1) loyalty 2) activity 3) "non-party" | Activity |
| 14. Psychological qualities incompatible with work in this company | Greed Self-confidence Self-sufficiency | self-sufficiency |
Metaprograms- these are internal characteristics, ways of thinking of a person, on the basis of which his behavior is built.
An example of a meta-program "Procedures - opportunities"
The attraction to procedures or opportunities determines not only the candidate's propensity for certain activities, but also for certain social behavior.
people of opportunity in general, they are more mobile and more often have a positive attitude towards business trips, they are easier to adapt to a new team or to new relationships, to new work technologies. This is important for PR-specialists, advertising managers, journalists, designers, copywriters, project managers, new brand specialists, etc.
Procedure people prefer to use a typical way or a way to solve a work, social or life task (accountants, quality controllers, clerks, PC operators). People of procedures are prone to repetition from day to day, they are more conservative in clothes, it is more difficult to converge with new people, with great difficulty and displeasure they perceive, for example, moving to new office, even if it is better than the previous one.
Comparative characteristics of candidates with meta-programs "Procedures - opportunities"
| Procedures | Opportunities |
| Prefers to strictly follow fixed or slightly changing technology | Prefers to work in high volatility environments external environment |
| Needs strict adherence to rules that cannot be circumvented | Needs an innovative creative approach to work |
| Describing a choice made, often tells the story of how it happened or gives a factual account of events. | Describing the choice made, often meets the evaluation criteria about good quality, rightness, relevant characteristics |
| Talking about his plans, he pronounces the whole procedure and even writes down the text of his speech. If the situation changes, will, in spite of everything, follow the procedure that has been established | When planning the future, he will think over the theses without writing them down, or prefer a complete impromptu. In negotiations or presentations will change his behavior in accordance with changing conditions |
| The candidate talks about the system of work, the rules and procedures established once and for all. Stability, constancy, immutability are positively evaluated | The candidate talks about the opportunities he had. Responses typically involve change, innovation, creativity, and the ability to try different courses of action. |
| Sample response: "I have successfully maintained the company's existing customer network" | Example response: “I managed to attract many additional customers due to the fact that I came up with new system discounts" |
You can determine the Meta-Program "Procedures - Opportunities" by listening to the candidate's speech or by asking the following questions:
Imagine that you need to hold important negotiations. How will you prepare for them? How will your preparation correlate with your negotiating behavior?
- Imagine that we made you a job offer, you come to us. Do you prefer to be told about the system of work adopted in the company, and you will follow it? Or will you need the opportunity to analyze the existing system and propose your own?
- If you were offered, under absolutely equal other conditions, a choice: to maintain a long-standing business line or develop a new one, what would you choose?
- What did you like most about the content of the work (meaning previous experience)? What do you consider your biggest achievement?
There is also an intermediate option - a combination of capabilities and procedures. In this case, it is preferable for the candidate to work with a combination of technologies with their optimization and making small or more significant changes ( Chief Accountant, line manager, account managers, call center operators, executive assistants).
An example of a metaprogram "Similarity - difference"
Attraction to similarity means that the candidate feels more comfortable in situations that are at least partially familiar from past experience, is prone to daily repetitive actions, routine. Such people are very successful in working with conflicting clients, as they seek a compromise in everything, they are happy to find and discuss common interests and emotions with others.
People, gravitating toward difference notice discrepancies, often enter into disputes, it can be very difficult for them to resolve conflict situations. They strive for change, they are attracted to innovation, and often this tendency to look for differences leads to many inventions.
Comparative characteristics candidates with metaprograms
"Similarity - difference"
| similarity | Difference |
| Notice and talk about what is similar in different things | Pay attention to differences in different things |
| In work, they prefer routine, stability, habitual activities. | In work they prefer new projects, new directions of activity |
| Not ready to change the existing order. Violations habitual way life can lead to stress | Not ready for routine work. They like to change plans and environment often. |
| Answering the task “Compare wholesale and retail sales”, a candidate with the Similarity meta-program will answer: “In both wholesale and retail - work with a client. It is important to be able to imagine competitive advantages product" | Answering the task “Compare wholesale and retail sales”, the candidate will answer: “ Wholesale differ in that the price and quality as such are not important there, the main thing is how liquid the products are, what investments and risks should be. |
Questions that help us determine the inclination towards similarity - difference are built on the principle: "Compare, please ...":
Your specialty in education real work;
- your last place of work with the previous one;
- approach to wholesale and retail;
- accounting foreign representation and Russian organization.
Very often there is a mistake when posing such a question: the interviewer asks to say what is common or how these or those objects of comparison differ. Such a wording of the question significantly reduces the reliability of the information received, since it already prompts the candidate the desired form of the answer.
| The ratio of the metaprograms "Similarity - difference" and "Procedures - opportunities" "Conservative" (tendency to similarities and procedures) A person is characterized by a high degree of conservatism, he is inclined to work in a stable environment, to repetitive actions, adapts to new types with rather great difficulty activities. Such an employee will not be very effective in a changing environment, and also completely unsuitable for work that requires an unconventional view of what is happening. Such people are very good in those activities that require perseverance, the ability to follow precise technologies and procedures, the environment is stable and the work is sufficiently routine. Ideal for clerks, accountants, PC operators, assembly line workers. "Controller" (tendency to differences and procedures) This combination implies, on the one hand, a propensity for the procedural nature of the work, on the other hand, a disposition to search for inconsistencies and differences. Such people are conservative, tend to follow established procedures and find pleasure in it, see contradictions quite easily, are not prone to compromise, and see mistakes well. At the same time, it is worth remembering the danger of manifestations of increased conflict and not very good communication skills. Optimal for quality controllers, internal auditors, tax controllers Evolutionary (tendency for similarity and opportunity) One of the universal combinations that gives a wide range of suitable activities. It implies the desire for new opportunities, technologies, improvement, combined with the use of the best of past experience, a stable transition from one phase to another. This combination is suitable for all types of activities, except for extremely routine, where there are no opportunities, and those where a radically new look at things is needed, a complete rejection of the usual settings. Optimal for sales managers, marketers, managers of various levels, financiers and logistics "Revolutionary" (tendency for difference and opportunity) are not inclined to follow procedures, easily take risks. It is these people who are needed in order to find completely new ways of business development, they are very creative and think outside the box. Optimal for designers, advertisers, inventors, specialists working on new projects. |
It is also important to pay attention to the fact that in situations of serious changes in life, the attraction to the search for differences increases, that is, at the time of an active job search, a person almost always has a slightly greater attraction to differences than during the usual course of life. Therefore, when conducting an interview (a situation of at least one significant change in a person's life), it should be taken into account that an error of about 10-30 percent towards the difference is almost always present.
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Portrait ideal employee or 12 personal qualities for an exemplary resume
It is quite difficult to write a portrait of an ideal employee. Indeed, when selecting personnel, each employer, first of all, focuses on the needs and values of his company. Therefore, what is important to one may not be of any value to another. Nevertheless, it is still possible to trace general trends and describe the key personal qualities that are important for a resume of a successful applicant.
A carefully selected team is important for any company. After all, the effectiveness of the performance of the entire enterprise, its profit, reputation in the market and the strategy for further development depend on the work of each employee. Most employers believe that the ideal employee should have a whole range of qualities, which include:
- performance. Every boss wants to see in his team a person who is ready to promptly carry out the orders of the leadership, and not put them off indefinitely.
- The quality of the work performed. Whatever titles, diplomas, certificates and skills an employee has, first of all, the quality of performance of official duties and the result of his main work are valued.
- Attention to details. The manager highly appreciates the employee who pays attention to small details: whether it is a figure in a report or a correctly formulated phrase in business correspondence. It's no secret that even the slightest mistake can sometimes cost a lot.
- Skill to work in team. In a full-fledged company, the ideal employee should be clearly aware of corporate values, see the goals of the employer, treat colleagues kindly and be ready to help them. Today, work in IT often implies the presence of such a skill as the ability to work in a team - both small and in a team of people from 50 people. A person who shares the vision of the organization and is loyal to the requirements of the employer is a very valuable “acquisition”.
- Desire to learn something new. Only such an applicant is considered promising, and it is on his resume that the recruiter will pay attention in the first place. After all, an employee who constantly improves his skills is ready to grow with the company.
- Leadership skills. The ideal worker should be able to make decisions independently and be able to take decisive action. Of course, all strategically important tasks are solved at the highest level. However, this does not mean that the subordinate is obliged to coordinate with the management of each of his actions and disturb the boss on trifles. What distinguishes a real professional from an ordinary worker is the ability not only to qualitatively perform the tasks assigned to him, but also to make rational additions to the specifics of his work.
- Initiative. Additions to the workflow are directly related to this characteristic feature of the ideal employee - the ability to take initiative. After all, the leader is, first of all, a living person and he also has the right to make a mistake. It happens that he does not always see the situation through or focuses on tasks of secondary importance. Therefore, the subordinate not only can, but must also offer his own methods, fresh ideas for solving the assigned tasks, and not just sit idly by, waiting for ready-made instructions for action.
- Motivation. The presence of the applicant's goals and desire to achieve something will be an additional argument in his favor. After all, such a person will perform his work qualitatively, master additional skills and work for results.
- Enthusiasm. A person who works under duress will never become the basis of a solid team. An employer will not put their hopes on an employee who is not interested in the success of the company, so it is unlikely that a passive applicant will be able to really interest a recruiting manager.
- The ability to remain calm in any situation. Recruiters are looking for people who can keep their composure even in stressful situations caused, for example, by constant pressure, multitasking, or tight deadlines. Only such an employee will be able to complete the task with high quality, he will not leave it halfway under the influence of momentary emotions and will not jeopardize the success of the entire project.
- Business management. The employer is always happy to accept a person with good management skills in the team. In practice, it often happens that a project ends with a stunning success or hopelessly fails only because of the ability / inability to understand the needs of consumers, manage time, money or by human resourses and make informed decisions in a timely manner.
- Sociability. Communication is an integral part of the work process, so no employer wants to hire a person who does not know how to communicate effectively.
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