Yesterday, while reading one of the resources on personnel management, I found an interesting discussion, it is again about a sore point - about the role of HR in the life of a company. The headline sounded too loud - needed or not needed at all, well, or something like that.

I already wrote about the situation in HR, you can see it, but the topic is probably really important, as it appears again and again from different angles. Sometimes HR is engaged in some kind of self-flagellation, but more often by blaming someone else for the current situation, they are not seen, they are not heard, they are not allowed to do something grandiose or hyper important, or they simply do not give money for HR projects. And after this crying, having found several more of the same offended, they go on to do or not to do something in their companies.

I have repeated and will repeat that HR is as important a function as sales, purchases, and finance. It's just that very often it is not busy with functions that are important for the company or business, but with the illusion of usefulness. At the same time, it can be busy 24 hours a day, 7 days a week, people can fall on their feet, but no one needs it. It's like in a joke about a chainsaw, which had to be turned on for the effect. The mere presence of an HR service is no longer enough - it is important what it does for the company and how.

HR let's stop and break the vicious circle. Useless, aimless actions do not bring the company closer to the goal, and in no way contribute to the enhancement of the role of HR in a particular company, and therefore to the enhancement of the role of the HR function in general. In conditions of limited resources, a non-working function is not praised, on the contrary, they are embarrassed and try to optimize it, sometimes not. Remember during the crisis, some companies completely abandoned the HR function. Such is the current business environment. And if the talk about the second wave of the crisis is confirmed. Ready for this HR?

So, let's talk today about HR, and to be more precise, about the role of HR in a company. I’ll make a reservation right away that in this article I will understand HR as the HR function in a company, no matter how numerous it is, but it can even be represented by one person. All this doesn't matter. I want to dwell on those functions that, in my opinion, the HR service can always do, regardless of the position of the stars in the sky, the “stardom” of HR and the number of presentations made by him and the size of his salary.

It seems to me that by performing these functions, and performing them honestly and for the benefit of the company, the HR service will remove all questions about the appropriateness and effectiveness of the HR service in a single company. And an effectively working HR service in a company is another brick in the authority of the function as such.

— search and hiring of personnel;

— staff adaptation;

— staff motivation;

- personel assessment;

- education and development;

- organization, regulation, labor efficiency;

— management of the number and structure of the company;

— work with a personnel reserve and talents;

— climate in the company;

— internal PR and feedback;

— working conditions and ergonomics;

- corporate culture;

- HR administration;

- work with those leaving;

— best practices in HR and related industries;

- The image of the organization.

That's like everything. Scary. How to do all this? About this at the very end. Will it be in demand? Of course, if you carefully review these features, you will see that in any company they can be in demand, the difference will be in the depth of coverage.

And a few more points before we go any further. This set is absolutely unique, no, not in the sense that I invented it, by no means. It is unique, because no other service in the company will perform any of these functions, and should not. All of these functions are exactly the functions of HR. The order of the functions is absolutely arbitrary - there is no need to look for some secret meaning in this order, it does not exist. Some of the features can be combined, but I've deliberately broken them down just fine enough to show the whole set and so you can think about each one.

Now let's go through each of the functions. Each of the functions requires a serious attitude and is worthy of a separate article, and some of them not even a single one. But we will go over them very briefly, in a few words.

Search and recruitment of personnel . Some HRs are looking for and hiring all the time, literally. They select their staff with such care that there is no time left for everything else. The search lasts for months, for some positions for years and that, but nothing. Since the rest of the functions are lame or completely abandoned, the personnel who already work in the company begin to react to this, sometimes leaving the company. Which means you have to search again. And besides, if the company does not take care of its staff, then it is more and more difficult for it to find new employees, who will go to a company that does not pay attention to its staff. A vicious circle, but in my opinion, companies create this difficulty for themselves. I treat hiring as just one of the functions of HR. And one more piece of advice - clearly understand what position you are looking for, if the value of the position for the company is not high, then it is possible to limit yourself to the sincere desire of the candidate to work in the company.

Staff adaptation. The function complements the previous one. Without proper adaptation, the company runs the risk that the new employee will not join the work, or turn on not as expected from him, and sometimes may leave the company altogether. Introduce the employee to the company, explain all the necessary points, introduce him to a mentor or curator. Adaptation is also a trial period, i.e. the period when both the employee and the company have a period to make sure that the choice is correct. The company is simply obliged to test the employee in the present case during this period. Sometimes the best decision is to break up before love turns into hate. And by the way, this is another important decision that can be made during the adaptation period. But for this, adaptation is necessary.

Staff motivation. A very important but not always favorite feature of HR. Many of them are ready to transfer it anywhere to finance, to accounting. Just don't do it yourself. And I must say that often HR do not take this function or do not ask for it. Whether it affects that the majority of HR directors come from recruiting and training, and their hand will not touch money (in the sense of salaries), let others. But in vain, the lack of a motivation function makes the HR service incomplete. Maybe a little harsh, but I'm 200% sure of it. Not understanding and not working with payroll figures makes HR inferior in relation to other company services. HR is depriving itself of the ability to manage labor costs, a very important part of the cost of any company. For those who are thinking about this or who are already involved in the basic rules, there are a few:

- motivate what the company needs;

- tie motivation to the results of the company;

- the closer to the result, the higher the reward should be;

- encourage the most distinguished;

- do not pay unearned or at any cost.

Personel assessment. Important feature. Makes the relationship between the company and the employee honest. Evaluate what the company needs - skills, qualifications, competencies, results of work. It doesn't matter what others value. And it is also very important that the assessment must have a purpose, and therefore there must be some predetermined consequences. Therefore, it is important not only to evaluate, but also to do something based on its results. I am also sure that evaluation should be regular in order to be able to monitor progress.

Education and development. According to some HR, one of the most important functions along with recruiting. But, in my opinion, everything is much simpler, training and development is an important function of HR, but one of many. In order for training and development to be useful for companies, observe 2 important points:

- clearly understand why and whom you are teaching and what results you expect;

- “sell” training to your staff, i.e. communicate the goal and expected results to the staff who will use this knowledge.

But it also goes without saying that train and develop only the skills that are needed for the company, the right people, and at the time when it is really needed.

Organization, rationing, labor efficiency. Another function is an orphan in HR. HR is in no hurry to pick it up and work with it. Probably for people from recruiting and training, this is just an unbearable burden. But this is very important, by doing this, HR will silence their "well-wishers". Paying attention to the proper organization of work, you can achieve increased productivity, you can abandon unnecessary processes and unnecessary labor. The same applies to rationing, but keep reasonable sufficiency. It is also very important that HR is concerned with efficiency, i.e. control of obtaining the results the company needs in a unit of time, the study of all the factors that affect this, it is necessary to eliminate bottlenecks. In addition, performance monitoring is a very modern trend in management, and will make the HR department itself very modern.

Managing the number and structure of the company. I think it is clear that in conditions of limited resources it is no longer fashionable to chase the number of employees. Headcount control is another function that HR is slow to perform or denied access to. A very simple rule can help here - each new unit must “pay off”, i.e. bring a clear, calculated benefit for the company, otherwise it will not be introduced. The second part of this function is control over the harmony of the organization, duplication of functions, building on unnecessary levels and structures. Particular attention is paid to the number of managers in the company. About the number of managers in the company, I already, too. If the company does not need this, then HR can perform this function more gently, controlling the names of departments, positions and observing at least formal organizational unity.

Work with personnel reserve and talents. A very important function of HR. So much has been said and written about her that perhaps there is no need to comment on anything. The task is to have at least this reserve and know your talents "by sight". A full-fledged function is to constantly work with this reserve and keep it ready. But if a company works with a reserve, but regularly hires outside candidates for all key positions, then the effectiveness of this reserve will tend to zero from cycle to cycle.

climate in the company. If the title is not clear, then I will explain a little. In general terms, the climate is what the worker feels every day, coming to work and leaving work. You can go to prison and serve time, or you can come with pleasure and do something for the benefit of the company, not forgetting yourself. What can HR do? So many. Protect employees from stupid and unnecessary rituals, try not to abuse repressive methods, protect employees from tyrant leaders, etc. This is already a lot for a healthy climate.

InteriorPRand feedback. No matter how disgusting it is for some HR or there is no time, but the company’s staff needs communication all the time, they need to know where the company is going and why, how the company is doing, whether the latest information on the Internet is true or not, and so on and so forth. At the same time, the company also wants to convey a lot of important information to employees. As you can see, the process of information exchange is mutual. Successful companies have it and it works great. So you need to find time between recruiting and training and “talk” with the staff. In addition, HR constantly needs to keep abreast of how the company lives. Therefore, any employee should have the opportunity to tell the company about this in the person of HR, in addition to those surveys that the company conducts.

Working conditions and ergonomics. An unpopular feature in HR, as it suggests that it incurs high costs. If the company is not ready for this, then at least HR should care about the working conditions of the staff and do everything possible to improve them or eliminate the real danger. One important remark - do I mean by this the function of labor protection. No I do not have. Occupational safety is a rather specific function and I think it is better to deal with it in another division of the company, but this is my personal opinion.

Corporate culture. Someone will think that this is about the holidays. I will disappoint and say that I mean the holidays last. I don't like the idea that holding holidays is almost the main function of HR, in their free time between recruiting and training. Maintaining the culture of the organization according to the requirements of the founders or owners, through rituals, ceremonies that correspond to the spirit of the company and the market, the dress code, and much more. That's what corporate culture is for me. It seems to me a very important point and I agree with many experts that HR builds an appropriate corporate culture in accordance with the requests of the founders, but in no case define or set it from scratch. Enough of HR and your tasks.

Personnel management. I hope this function is almost impossible to interpret somehow differently. But, nevertheless, just a few words. This function is probably the most regulated - everything is clear in terms of forms, deadlines, etc. But by working wisely in this function, as well as having the appropriate software, you can turn this formal function into a storehouse of valuable information about personnel and link many other HR functions to it and get an excellent tool - a single company personnel database.

Working with retirees. This HR feature is often overlooked. Since in so many companies an employee who is about to quit immediately becomes a traitor, an outcast, etc. Civilized, successful companies do not allow themselves such stupidity. Firstly, with a high degree of probability, an employee who is about to leave can be retained in the company. Secondly, an employee who is about to leave can become a source of valuable information about the shortcomings in the company, he can help make the company better. Thirdly, an employee who left the company may return to it or be useful even outside of it. Therefore, HR should meet with those leaving, if the size of the company does not allow meeting with everyone, then at least with managers and key employees and try to keep the one who is of interest to the company. Sometimes very little effort is all it takes.

Excellence inHRand related industries. A very important and useful function, which HR rarely has hands on. In the meantime, a lot of interesting and useful things are happening in the world that could be used in work. Two important points are the technology itself, its adaptation to the conditions of a particular company. It is necessary to take into account everything and the size of the company and the market and the mentality of employees and the current situation in the company and outside it. And then you can "die of a typo."

Organization image. A very trendy feature. It was impossible to pass by it, since even conferences are held on this issue. And sometimes one gets the impression that it is possible to build a company's image outside of the specific situation that exists in the company. But to live long, having a double image model "for the market" and "for internal use", will not work, at least until the first message on a social network or in various forums. Cheaper and easier to have one real image model.

So, as promised. How to do all this HR in time. And in any way, who said that everything will need to be done at the same time. Suppose you have many pairs of shoes, but you do not have the question of how to put them all on. So here too. Do what the company needs now and prepare for the future, but only for the future of your company. Participate in the discussion of the strategy, know where the company is going, understand how much effort it will require from HR and start doing it.

I am sure that everything depends on HR, if he himself looks at his function very narrowly, like in a loophole, then no one will look at it wider. No one knows what HR can do, and unfortunately, there is very little successful experience of a full-fledged function that still works effectively. I am sure that the implementation of HR functions should in no way be associated with a specific surname, this set of functions should be a kind of standard.

Therefore, from tomorrow, expand your functions, but keep before your eyes the benefits for the company and measure your strengths. If you promise to do something, or keep quiet and gather your strength for the next time.

Hope it was helpful. See you next time!

I would be grateful for your comments on this article.

Oleg Barysh, expert on rational and reasonable personnel management

There is an opinion among HR professionals that before the advent of personnel management units in the late 90s, there was no human resource management process. This is wrong. Various functions that are now endowed with HR services were performed by other departments. For example, in Soviet times, there were departments of labor and wages, which were previously part of the financial and economic divisions. Now the functions of these departments have been transferred to specialists in motivation and stimulation within the framework of HR services. Training of employees was carried out by training specialists who were part of the personnel departments. Recruitment was also carried out by the staff of the personnel department.

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

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

Goals and activities of the HR department

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

The understanding of the functions of the HR service among managers is very different.

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

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

Example 2
An HR department was set up in a computer software company. At the end of the working day, Evelina E., head of the new division, was contacted by Vasily K., head of the customer service department. According to Vasily K., there is one manager in his department who is a malicious violator of work discipline: he drinks alcoholic beverages right at the workplace “for vigor”, he is late for work, he can yell at a client. Vasily K. turned to Evelina E. with the words: “It’s your business to deal with the staff, talk to the negligent employee so that this does not happen again.”

In many organizations, leaders perceive the HR department as a fire brigade, which is obliged to arrive at the first call to the “fire site” and “take action”. That is, to urgently unravel a difficult situation (as a rule, these are violations of discipline) that arose in a particular unit. Therefore, the questions that are asked to human resource management specialists sound something like this: “How can I make an employee stop being late?”, “What should I say to a person so that he starts working better?” etc.

This is a fundamentally wrong vision of the HR function. Unfortunately, such a "vision" leads to the fact that the capabilities and resources of HR departments are used inefficiently. Let's explain why.

First, it does not make sense to create parallel structures in the organization that perform management functions simultaneously with the heads of departments. They are simply not needed. The desire of a leader who has conflicts in his team to seek help from the personnel service is understandable. But at the same time, he must remember that the responsibility for what happens in his unit lies entirely with him. The human resources manager can by no means act as a "UN peacekeeping contingent", since the position of "peacemaker" or "problem solver" simply does not exist in the organization.

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

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

The purpose of the HR department is the implementation of the personnel policy of the enterprise, the development of a regulatory framework, the creation of a workflow, the introduction of new technologies designed to provide the company with personnel capable of working to achieve strategic goals. Of course, personnel departments not only develop instructions and regulations in the field of personnel management, but also perform a number of functions themselves (for example, they are recruiting new employees, formalizing labor relations).

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

• recruiting- this direction includes the search for new employees, the selection of candidates in the process of interviews, psychological testing. It is believed that recruiting is the initial stage in the professional development of an HR manager, although, in our opinion, this is a wrong opinion. In order to recruit staff, you need to have an objective view of things, maturity and balance. HR managers, who just left the student bench just yesterday, do not always meet these requirements;
• adaptation- the adaptation process is designed to ensure that newly hired employees quickly get up to speed, master the necessary skills, get acquainted with the team, with the rules that are accepted in the company. The HR department plays a very important role in the adaptation process. Firstly, the adaptation process must be formalized, that is, documented in the form of regulations, instructions, etc. And secondly, the HR manager must control how new employees are “infused” into the team.

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

staff development- This area of ​​activity of personnel management departments concerns already working employees. Each organization is constantly evolving: new business lines are emerging, the nature of everyday tasks is changing, becoming more complex. In order for employees to meet constantly changing requirements, they must be developed. In itself, the direction of "personnel development" contains several more areas that are closely related to each other, these are:

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

b) formation and work with a personnel reserve. In order for the organization not to be “personally dependent”, it is necessary to prepare people in advance to occupy certain positions. When talking about the personnel reserve, most often we are talking about managerial positions (heads of departments, services). In addition, the presence of a personnel reserve in the company is an additional motivating factor for employees, as they see a real opportunity for career growth. For reservists, training plans are developed, they undergo internships in various departments of the organization.

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

c) staff training. Employees need to be constantly trained. As the market develops, new products and services, new technologies and methods of work appear, all of which employees need to learn quickly. When the company is small, direct supervisors are involved in training. But when the organization becomes large, the process of staff training should take place centrally. Employees of the HR department should determine training needs, select adequate training methods, teachers (business coaches), evaluate the effectiveness of training events. Usually separate external and internal training. External is conducted by teachers of third-party organizations (training centers), and internal - by employees of the organization (for example, teachers of their own training center);

staff motivation. In order for the organization to work, the staff must be retained and stimulated. The task of HR departments is to develop a compensation package that is attractive to employees. Motivation specialists develop the principles of remuneration, set the amount of wages, taking into account the situation on the labor market. Within the framework of the “staff motivation” direction, pay regulations and a disciplinary policy are being developed;

corporate culture. This direction serves to develop in employees a sense of community, dedication to their organization and at the same time instill in them the values ​​of the company. To achieve these goals, HR departments are organizing corporate holidays, publishing corporate newspapers, preparing special memos for staff, and developing corporate codes;

personnel office work. This direction is the registration of labor relations in accordance with labor legislation. In fact, this is what the personnel departments of the old type, back in Soviet times, were mainly engaged in. This includes the following functions: applying for a job, dismissal, maintaining personal files, scheduling vacations, interacting with military registration and enlistment offices.

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

Roles of an HR specialist in an organization

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

Consider the most common roles of HR managers:

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

Where to begin?

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

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

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

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

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

What qualities should an HR manager have in order to effectively manage labor resources?

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

Example 4
At a large industrial enterprise, the owners and top management of the company decided to organize a human resource management department. Previously, no personnel management center existed in the company, with the exception of the function of personnel records management, which was assigned to employees of the personnel department. The management chose Andrey K., a former executive director of the organization, an engineer by education, who had worked at the enterprise for a long time, for the role of the head of the division. After being appointed to a new position, he was offered to form a department on his own. Having no knowledge of HR technologies and having an extremely vague idea of ​​​​the goals and objectives of human resource management, Andrey K. staffed the unit with former employees of the personnel department. As expected, the attempt to create a human resource management department failed.

Sometimes situations arise when the human resource management service develops only in accordance with the competencies of its boss. For example, if the head of the service is well versed in personnel records management, then this becomes the main function of the HR department. At the same time, work in other areas takes place without proper supervision: employees recruit, conduct certification, organize training, but their immediate supervisor has little idea about this, which means they cannot exercise proper control. Thus, the HR director should be well versed in all areas of the HR specialist's work. But that's not all.

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

Example 5
Svetlana B. - head of the personnel department of a trading company. When she was given the task to develop a motivation system for employees of the sales department so that they would make more efforts to reduce receivables, Svetlana said: “I don’t understand anything in the terms and specifics of the work, so I won’t do it! This is the business of the head of the sales department!”

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

There are different views on the professionally important qualities of a personnel manager. Nevertheless, often mentioned characteristics can be distinguished among them: sociability, stress resistance, high level of intelligence. An important requirement for applicants is also the presence of specialized education.

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

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

HR department and organization

Employees of any organization can become anxious when an HR service appears. To a greater extent, this applies to heads of departments. And this is inevitable. The emergence of the HR department is most often associated with increased control in the organization.

When a HR department appears in a company, some issues at the first stage are solved even with more difficulty than before.

Example 6
The organization created a personnel management service. Previously, the heads of departments selected personnel on their own: they themselves advertised vacancies, conducted interviews themselves and made decisions about hiring a particular candidate. With the advent of the HR service, this process has become more complicated. Now, in order to select a specialist, the manager must submit an application for recruitment, describing all the requirements for the vacancy, wait until HR managers “filter” the right candidates, conduct interviews, tests with them, and only after that the manager will be able to talk with the applicant for a vacant position in your department.

In addition, someone is always engaged in the functions of human resource management even when there is no HR department yet. For example, the head of the sales department and the chief accountant are recruiting for top positions, the general director deals exclusively with motivation issues, corporate training is concentrated in the hands of the deputy general director for general issues, and personnel records management is in the accounting department. Employees of the HR service, of course, are trying to return these functions to themselves, which sometimes meets with indignation of people temporarily responsible for the work of certain HR areas in the organization.

Example 7
The management of the trading company formed a personnel management service. The head of the service, Vyacheslav E., decided that the competence of his department should also include personnel records management. Prior to the creation of the HR department, these functions were performed by the accounting department. When Vyacheslav E. raised the issue of the transfer of authority to conduct personnel records management at a general meeting, the chief accountant was indignant and refused to transfer cases to the personnel management service, arguing that this is absolutely “not necessary” for personnel specialists. “Let them deal with other issues - selection, training,” she said.

Sometimes HR specialists themselves show incompetence, causing unpleasant emotions among employees, discrediting the very idea of ​​human resource management.

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

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

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

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

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

Evgeny Mamonov

HR management is a set of measures that allows you to develop and implement an effective system for retaining, managing and controlling personnel, while creating a positive image of the company.

HR, from English. Human Resources, literally - human resources, pronounced h-ar) enterprises - a set of specialized divisions in the structure of the enterprise (with officials employed in them - managers, specialists, technical staff) designed to manage the personnel of the enterprise within the framework of the chosen personnel policy.

The purpose of HR management– hiring, retaining, motivating, improving and training competent and motivated employees who will effectively and efficiently help to realize the goals of the enterprise. In personnel management systems, employees are the assets of the enterprise, human capital, which needs to be increased. The policy of the personnel management system and its development has replaced the views on employees as a source of costs and difficulties that were prevalent earlier.

The personnel management system includes:

operational level of management (personnel work dominates),

tactical level of management (personnel management dominates),

strategic level of management (human resource management dominates),

· the political level of corporate management (development and control over the implementation of personnel policy).

Each level of HR management has its own model of personnel management. At the political level, there is a shift from a “reactive” personnel policy and motivation to an active one that is integrated into the overall policy of the company.

HR management models:

1. the personnel manager acts as a trustee of his employees, helping line managers to implement an effective corporation policy in relation to employees;

2. personnel manager - a specialist in labor agreements (contracts), including collective agreements, responsible for the implementation of administrative control over the observance of the terms of the employment contract by employees, accounting for job transfers, as well as regulating labor relations in negotiations with trade unions;

3. Human Resources Manager - the "architect of human potential" of the organization, who plays a leading role in the development and implementation of the long-term strategy of the corporation. Its mission is to ensure the organizational and professional unity of the components of the organization's human resources potential.

Basic theoretical methods of personnel management in personnel management were formed in the process of historical development of organizational forms of social interaction and showed that motivation as a management function is a very effective way of personnel management. These include:

1. The doctrine of the scientific organization of labor- the desire to rationalize labor processes, the desire to get the most out of all resources (including human resources) and minimize possible losses and downtime. The emergence and development of scientific management is associated with the name of F. Taylor. Characteristic of this method of organizing labor relations is a clear division and specification of tasks. In this case, wages directly depend on the productivity of the employee, which leads to the introduction of piecework wages.

2. Doctrine of Human Relations- a tendency towards the humanization of labor relations, the involvement of employees in the discussion of issues related to their production activities, the use of the positive effects of group self-organization (the Hawthorne studies of E. Mayo made a great contribution to the development of personnel management).

3. The Doctrine of Individual Responsibility Contracting– stimulation of individual professional development through the inclusion of mechanisms of personal interest and personal responsibility.

4. Doctrine of team management- implementation of the principles of self-organization and self-government, mutual control, mutual assistance and interchangeability, clarity of common values ​​and goals that determine the behavior of each team member, development and use of individual and group potentials, collective responsibility for results.

2. HR approaches to solving staff problems

Specialists in the field of psychology of work in the hospitality industry, as well as many authors dealing with personnel management, are well aware that there are a number of terms that each of the researchers interpret in their own way. Among them are such widespread ones as personnel management, personnel administration, personnel and industrial relations. It must, apparently, be said that the term "cadres" came to the sphere of management from the professional dictionary of the military, where it means a group of professional military rank and file, command staff and reserve. This word came into Russian from German or French, and it means “frame” in direct translation. In English-speaking countries, the term "staff" and its derivatives are usually used in this sense.

There are two main approaches in HR practice to solving problems of staff behavior.

The first accentuates attention to the fact that management human resources includes strategic aspects problem solving, including issues of social development. Personnel management is more related to the operational work with personnel.

Second approach comes from the fact that management human resources is engaged in the regulation of issues of state regulation relations in the field of labor and employment, and personnel management is focused on labor relations at the enterprise level.

Thus, human resource management- this is the macro level, and personnel management - the micro level of the relationship of leadership and subordination.

The differences between these two levels are presented in Table. 1.

3. H R-management: technologies, functions and methods of work

In the modern world, there is a tendency towards convergence and integration of two concepts: work with personnel and personnel management of organizations. However, these two critical areas have their own specifics.

Will HR succeed or not? Execute or pardon?

In the English tradition, when talking about the task of achieving a strategic role, they use the expression "to get a seat at the table", which literally means "to get a seat at the table." For a Russian person, “a place at the table” rather evokes the idea of ​​a holiday and a banquet, but in this case, of course, it means a meeting table. A large, beautiful table at which all senior management gathers to determine the company's strategy. For our realities, it seems correct to call this task "getting a place at the headquarters."

This goal is relevant from all sides: both in terms of labor productivity in Russia, and if we remember that it is people who ensure the success or cause the company to fail in the market (see, for example, “From Good to Great” by J. Collins), and also, if you think about what HRs themselves want. There are many reasons why the role of HR could be part of the strategy, not on paper, but in reality. Why is this not the case in most companies?

First of all, because it has always been different. To change the status quo and come to a new, even much better state is always a big and difficult job. In order to get from point A (as it was) to point W (to headquarters), three conditions must be met.

First: the desire of the company's management to deal with this issue. Nothing will happen without the will of decision makers and resource managers. It can arise within the company or under the influence of external factors.

The role of HR in a modern company and the importance of the participation of HR specialists in the discussion of company strategy

The good news is that in many Russian and international companies, strong HR leaders have been able, with numbers in hand, to convey to their leaders the importance of their participation in the discussion of the company's strategy. They were able to show their importance and prove themselves as valuable employees who can achieve the company's goals no worse or even better than marketers, sales people and financiers, only with other tools - HR tools. But there is also bad news - at the moment there are many more companies on the market in which - due to the lack of competencies of the HR director or the rigidity of the company - the role of HR in a modern company is still considered, at best, as "give-bring": “We are opening an operations center in Yaroslavl, we need 200 people to go to work in a month, do it.” In the worst case, as a factory of personal income tax-2 certificates for employees.

At the same time, the situation may change in a crisis for the better. Here, as they say, there is no evil without good. As the crisis continues to gather momentum, having a competent and effective HR role that supports the company's overall strategy will determine its position in the market.

However, despite the good and bad news, there is another factor to solve this problem: the worsening economic crisis. And as it gains momentum, having a well-designed, operationally efficient, and supportive HR function will determine a company's competitive position. In this situation, the external environment itself opens the door to the “headquarters” for HRs - for those who can really cope with its challenges.

The role of HR-vision and company strategy

Second: having realized the problem, you need to have good vision and knowledge in order to understand where to go and how to set goals correctly. If you don’t know what to do in our crazy labor market and how to provide the company with the competencies it needs, a call to the board of directors will not give any positive results.

However, today it will be extremely difficult to do this. First, in recent years, the level of the market and the role of HR in a modern company has grown significantly - and continues to grow. Every year, since 2008, we have been holding round tables for HR professionals, where our clients share their experience. And even these meetings show how the professionalism of the market has grown in recent years.

Secondly, there are excellent schools with professional HR directors. These companies serve as donors and their "graduates" spread the skills throughout the market.

Thirdly, there is an active process of transferring people from agencies to the client side, which also leads to the spread of best practices. The wave of migration of professionals from agencies was clearly visible in the "overheated" market of early 2008, and now there is a similar situation. The famous 10,000 hour rule, developed by psychologist Anders Erickson and popularized by Malcolm Gladwell, states that to become a world-class expert in any field, you need to spend at least 10,000 hours on it. As a rule, consulting work is not only more varied and structured, but also more intensive, which leads to a faster set of hours and an increase in professionalism. There is no doubt that the addition of people from agencies to the company will add valuable pieces of the puzzle in creating a strategic role for HR in a modern company.

Of course, among students and young professionals, HR loses out to marketing and finance, and the best and most ambitious graduates of the best universities do not see personnel management as an attractive job. But we see how the situation is changing: until a certain time, only “technologists” went to work in IT specialization, and later it turned out that McKinsey was actively losing people in favor of Internet companies. The development of educational programs on personnel management will enhance the role of HR and develop its strategic tools.

Thirdly, in addition to wanting to change the situation and understand what it should be, it is necessary to make this transition to point III (headquarters). What determines the success of this transition? Of course, the main role in success is played by the personality of the HR director. The extent to which he is professional, able to set goals, organize processes, communicate with people, is a defining moment. As a rule, two other necessary conditions for solving this problem are a consequence of this.

Management support and willingness to commit time and resources to HR projects is absolutely essential. Of course, the demographic situation and the overall growth of HR professionalism play in favor of the leading role of HR, but the transition from a generally favorable background to effective problem solving at the level of a particular company is not always predetermined. As they say, "What do you care if the world is wide if the shoes are too tight?". This successful transition from the general to the specific depends on the professionalism of the HR manager and his ability to involve the CEO and the owner of the company in the processes of expanding the role of HR.

The role of line managers in transforming the role of HR and company strategy

Finally, the transformation of the role of HR is impossible without the involvement and assistance of employees and, first of all, line managers. Because in fact the task of personnel management is primarily the task of local managers. And if HR cannot “sell” its vision to people and lead them in the process of change, the natural resistance to everything new, embedded in people, will not allow building a new, better company with a strategic role for HR in a modern company. In fact, people's acceptance of new HR initiatives will be both a necessary condition for transformation and its result, confirming the company's transition to a new era of strategic HR role.

We are confident that the process of turning the role of HR into a strategic function for the economy is inevitable, and the comma in the catchphrase in the title will appear after the word "execute" in the near future. Where it will stand for your company is up to you.

The role of HR in a modern company - information about the company FutureToday

FutureToday are leading experts in employer brand development in Russia. The company's offices are located in Moscow and London. There are permanent representatives of the company in St. Petersburg, Novosibirsk and Yekaterinburg. FutureToday is also a Russian partner of the leading global networks TMP Worldwide and OneAgent Global, as well as a member of the Association of European Businesses aebrus.ru and NP Labor Market Experts lmexerts.ru.

The company provides clients with a wide range of services, including EVP and employer brand development, quantitative and qualitative research, creation of creative HR solutions, planning and implementation of advertising campaigns, candidate selection process management, creation of HR websites and other tools for attracting candidates and developing the employer brand.

Today it is difficult to overestimate - it is important to understand that it is this industry that is able to form an effective plan for moving the organization forward.

Publication author

Having evolved from the HR department, which previously performed a service, secondary function, at present, the HR department is increasingly taking on the full role of a business partner, initiating strategic changes, participating in their implementation, directly affecting the financial performance of the company. In accordance with this, the terms of reference of an HR specialist, the scope of his responsibility, tools, status within the organization and external perception are changing.

Yulia Sanina, HR Director, SAS Russia/CIS:

At SAS, for more than five years, HR has been viewed more as a strategic business partner than just an administrative unit. Business today dictates special requirements for HR specialists, and more and more often, for the correct selection of personnel, they require industrial specialization, an understanding of the specifics of the business processes of the industry and the market in which the company operates.

Top management expects HR to understand the expectations of key employees and the team as a whole.

The changes are due to the fact that the usual ways of attracting and retaining staff (social package, a clear system of career growth) are no longer decisive, this is now hardly anyone's surprise. The role of each employee (and not just technology) is growing, so a competent HR manager needs a thoughtful, personal approach to each specialist. It is necessary to know both the company from the inside and the competitive environment, to understand what unique opportunities the company can offer its employees. The HR manager must be proactive, revealing opportunities for further development of employees through conversations, often informal, so that they do not even have the thought of considering offers from other employers.

Nowadays, it is very important for the HR department to be a business partner for the top management of the company, who often needs professional advice. And not from the point of view of personnel records management, but precisely advice on business and people management (for example, where it is better to direct resources). At the same time, the HR specialist must have a high level of trust among the employees themselves. Top management expects HR to become a kind of bearer of knowledge of the “average temperature in the hospital”, to understand what expectations key employees and the team as a whole live in, which is a typical concern for them.

We use different KPIs to evaluate the effectiveness of HR. These are certain quantitative indicators (in terms of retention, turnover, the number of people who left in the first year of work, etc.), and indicators related to the level of involvement. Separately, much attention is paid to such an indicator as the amount of funds spent on training each employee.

The work of the HR department is also evaluated according to budgetary indicators: how many people we hired on our own, and how many through specialized agencies. We also have an indicator on the number of implemented recommendations - it shows how many employees we hired on the recommendation of colleagues. This is a rather important parameter, which is also a loyalty index. Here we assume that an employee would not recommend a bad company to a friend, and a bad employee to a company.

Practice has shown that this approach justifies itself: our team is very friendly, close-knit, and, most importantly, professional - it is able to solve any difficult task that business puts before the company.

Today, the HR department of the company is perceived as a strategic partner.

Olga Zabira, HR director of the Russian division of the pharmaceutical company Merz:

Today, the HR department of the company is perceived as a strategic partner. Techniques and technologies of work, accepted norms, programs and systems - all this, of course, systematizes the work process and allows you to achieve the set results. But the personal that a person, a team of people bring to work cannot be overestimated. You can take another company's recipe for success, add bright practices from another industry and a system of work with high efficiency to it, but all this loses its meaning if the people who will be responsible for the implementation of the project are not properly selected. Or not at all. Proper selection, adaptation, setting goals and evaluating the result, involving each employee, keeping his loyalty at a high level ... There are a lot of nuances that ultimately affect the result and which are in the hands of the HR department. The more we value professional employees (and this is inevitable, because even soulless systems are developed by people), the higher the value of HR will be. Today, this is talked about a lot in the professional training of future managers, in retraining courses, in professional literature and in the business media, so top managers often do not need to explain how important HR is. One has only to agree on an evaluation system, where, in my opinion, the HR brand should occupy a significant place. But from the toolkit you can already choose.

Gleb Sakhrai, CEO, PRT:

Today, the HR professional has to find and fight for truly ideal candidates, turning the HR activity into an innovation.

HR is definitely no longer a “boring” discipline simply because of the increase in competition. HR can no longer just close positions and run in bags. Instead, you have to find and fight for truly perfect candidates, often in quite unusual ways (for example, translating a search ad into an infographic format, especially for social networks). It is necessary to “strike sparks” by coming up with non-standard forms of team building. And one more thing: the desire to turn HR activities into innovation. So that it ceases to be just a “process”, but also becomes “news” and “sensation”, like the famous Google offices, which only the lazy did not write about. That is, HR policy becomes one of the living marketing and PR tools.

In our company, we evaluate the quality of HR work on two parameters: quality of closed current vacancies(speed, business unit satisfaction, etc.) and number of strategic initiatives. By the latter, we mean actually internal HR projects aimed not only at team building, but also at developing self-identity. In other words, our internal HR initiatives should by no means be banal or ordinary. We want to awaken creative, bold thinking in our employees with our own internal projects. If we invite people to a party during high business season, we call it Live fast, we invite people on behalf of dead rock stars, and so on. Separately, we strive to ensure that our initiatives stimulate a response in the blogosphere.

Natalya Yurievna Khanina, Head of Human Resources Department, Federal State Unitary Enterprise NPO Microgen of the Ministry of Health of Russia:

The dynamics of the role of HR can currently be assessed as increasingly influencing the financial performance of the company. Among the most relevant KPIs for HR services are the following.

• The financial return on personnel costs, that is, how much product the company produces for every ruble spent on employees. The European values ​​of this indicator are about 2, in Russia it is usually higher on average - about 2.5. This indicator is calculated by the formula:

• The level of labor productivity, that is, the actual labor efficiency, which is defined as the ratio of revenue to the average headcount. The evaluation analyzes the dynamics in accordance with the performance targets set by the regulations of the Russian Federation and the company's development strategy.
• The level of attractiveness of the company as an employer. This is a complex indicator in which several components stand out:

The dynamics of the role of HR can currently be assessed as increasingly influencing the financial performance of the company.

1. employee engagement/satisfaction (calculated from survey data; number of loyal employees / number of respondents * 100%);
2. staff turnover (number of employees who left / average headcount * 100%);
3. recognition and attractiveness of the company in the labor market (opinion surveys of applicants, the term for closing vacancies, the ratio of the number of responses to the number of vacancies, the acceptance rate of offers, etc. are used for evaluation).

Lyubov Korpacheva, HR Director, headhunting company Contact Agency:

The current economic conditions entail the necessary transition of HR departments from back-office status to business initiating units. It is on the shoulders of HR specialists that the tasks associated with the development and development of a course on the effectiveness of each employee of the company fall. Thus, the role of HR departments is moving from the usual supporting one to an exclusively strategic one, capable of taking the business to a qualitatively new level. The human resource is one of those that can be transformed in a short time period and get maximum efficiency. Therefore, all policies for attracting and adapting, training and developing, stimulating and building a corporate culture are aimed at improving the efficiency of each individual employee. As for the evaluation of the effectiveness of the HR department, it is formed according to the following indicators: productivity and salary intensity, satisfaction, loyalty and commitment of the staff, as well as its stability.

Larisa Bukanova, Deputy Director of Human Resources Department, ELAR:

Efficiency evaluation is formed according to the indicators: productivity and salary intensity, satisfaction, loyalty and commitment of the staff.

I still meet people of Stalinist hardening who, in the old fashioned way, call the HR department the personnel department. Yes, I agree that the development of the HR function began with personnel administration, and this dynamics can be traced using the example of working with personnel in our company. Seven years ago, our HR department consisted of three divisions: the Human Resources Department, the Personnel Recruitment and Development Department, and the Training Center. Now the scope of tasks of the HR department has expanded significantly, and this is primarily due to the fact that in modern society it is difficult to maintain a competitive advantage only through innovative technologies. Great attention is paid to investing in human resources, because it is people who invent and ensure the implementation and development of these very technologies. In connection with the urgent tasks of the corporation's business, the structure of our management has also changed. The training center has grown into a corporate university, and now it is responsible for more global tasks that are associated not only with internal and external training, but also with a comprehensive assessment and further growth and development of employees at any level - from production personnel to management. The solution of operational issues related to labor protection was added, for this purpose a separate unit was created.

I also want to focus on the development of the HR brand - this area is now one of the highest priorities in a situation of great competition in the labor market. Therefore, two years ago, as part of the HR department, we created an internal communications department, whose tasks include the development of the company's internal and external HR brand. It is safe to say that today in a modern company, the HR department should play the role of a navigator who understands the main global trends in personnel development and charts a course in the direction that will distinguish the company from its competitors.

Regarding performance evaluation, I can say that our corporation has indicators for each department and each position, including the HR department, and they are tied to the key tasks performed by employees. So, for example, for a recruiting manager, work efficiency is measured by such parameters as the implementation of the recruitment plan, its quality (passage of the probationary period by employees and assessment by the initiator of the selection), as well as the timeliness of filling vacancies. The assessment is carried out on a quarterly basis and directly affects the variable part of employees' remuneration.

Olga Balitskaya, HR Director, AVILON AUTOMOBILE GROUP Holding:

The first step that was taken in the Russian market and has now been taken by almost all companies is the transition from the classical personnel function to the service one. Businesses quickly appreciated the convenience of a business partnership when the conversation is based on equals and HR is involved in solving business problems. A number of companies have gone further: they already consider HR as a strategic partner, not just solving problems, but taking a direct part in setting them, shaping business development plans. As a result, there is a shift in the expectations of the tops from satisfying standard disparate functions (recruitment/training/compliance with TC) towards what added value HR adds to the business (by added value, I mean increased productivity efficiency).

The tasks of motivating, retaining, creating a comfortable climate in the team and building a successful HR brand fall on the shoulders of an HR specialist.

Maya Pegushina, VirtoWay PR manager:

Currently, there is a change of priorities in the labor market: in addition to the financial component, the reputation of the company and a favorable working environment are also an equally important factor for job seekers. Therefore, in addition to recruiting duties, an HR specialist is responsible for motivating, retaining, creating a comfortable climate in the team and building a successful HR brand.

At the same time, the personnel market has recently experienced a certain crisis: the demand for talented employees is not met by the existing education system. A recent survey by the Workforce Solutions Group showed that more than 60% of employers point not only to poor technical training of young professionals, but also to candidates lacking the necessary communication and interpersonal skills. Thus, among employers there is a tacit competition for qualified specialists.

In an IT company, the HR manager plays one of the main roles, and the selection of IT specialists is rightfully considered one of the most difficult areas of recruiting. An HR specialist is charged with a wide range of tasks, he is given a serious responsibility, due to the fact that the creation of intellectual property depends entirely on the team that he will assemble. Among other things, the HR specialist acts as a link between top management and other employees. His task is to competently convey to the team the interests of management, monitor the mood in the company and correct them if necessary. For this, professional skills are not enough; a good HR specialist should have charisma, be a sensitive psychologist and partly a marketer, understand what mechanisms should be used to search for specialists in various fields, and be able to use them.