What profile of work how to understand. Basic research. Who is an Internal Communications Manager

Internal communications manager is a young profession. She has recently entered the labor market, and evaluation tools have not yet been developed for her that would help the HR manager in finding and selecting specialists for this position. To learn how to create a profile for the position of an internal communications manager, read the article.

Due to the lack of experience in recruiting candidates for the position of internal communications manager, HR professionals often have difficulty identifying the key professional competencies of candidates. And this degrades the quality of the selection. You can increase the efficiency of selection and evaluation of internal communications specialists by developing a position profile - a document that contains a list of key competencies, evaluation criteria, information about the functionality and the position itself in the company.

What is a job profile

The position profile is a separate document or an attachment to the job description (recruitment instructions or other document). It reflects the requirements for qualifications, skills, knowledge and professionally important qualities of a candidate or employee that are necessary for the successful performance of job duties. Additionally, it indicates the functionality of the employee and the place in the corporate structure. The position profile is used in recruitment, evaluation, and also for staff development (for example, when deciding whether to train an employee or raise him).

Who is an Internal Communications Manager

The system of internal communications appeared when work with personnel went beyond personnel records and began to include various psychological aspects. Today, internal communications are used to find an approach to employees and increase their efficiency and loyalty. Thanks to this, the business works more efficiently, the company's manageability becomes higher, costs are reduced, and business processes are optimized.

A well-thought-out, well-built internal communications system is an important component of an HR brand that makes a company attractive to job seekers and enhances its status as an employer. And the specialist in internal communications is responsible for this system. Who is the internal communications manager for?

• basic staff (ordinary employees of the organization);
• line managers,
• middle managers;
• Top managers and owners of the company;
• candidates, applicants;
• environment of employees (their relatives, friends, and so on);
• population of the region where the company is located;
• professional groups and communities of specialists.

For ordinary employees, internal communications are a way to find out their place in the company, to have confidence in the future, as well as a means of increasing loyalty. For line management, an internal communications specialist provides tools for assessing and motivating subordinate employees, as well as the opportunity to gain managerial skills, guidelines and instructions for communicating with staff.

For top managers and owners of the company, internal communications are, first of all, a tool for controlling and influencing the company's personnel. Future employees, as well as the employees' environment, the professional community and others, receive information from the internal communications manager that allows them to draw a conclusion about how the company's values ​​and goals coincide with their own, as well as about possible prospects for working in the company.

Job profile of an internal communications specialist - what tasks does it solve

In his work, an internal communications specialist is guided, first of all, by the goals that are dictated by the needs of the company. When developing a position profile for this specialist, one should take into account what skills, knowledge, personal qualities will help him in his activities for the benefit of the company, what functions he should perform, what competencies he should have.

The algorithm for compiling a profile of an internal communications manager can be presented step by step as follows.

1. At the first stage the HR specialist studies the position and the environment in which the employee will work. The line manager of the internal communications specialist and the heads of structural divisions help him in this.

2. Second step- determination of those employees of the company who will participate in the preparation of the profile of the position of a specialist. This will necessarily be a personnel specialist, the immediate supervisor of the employee, and possibly other employees of the company.

3. The role is formulated, the place and importance of the position in the structure of the company, the subordination of the employee and the order of his interaction with other employees and departments.

4. Drawing up a list of job responsibilities.

5. Drawing up a list of key professional and personal qualities and skills - competencies.

6. Formal requirements– age, education, length of service and work experience in the specialty, and so on.

It is important to remember that there is no universal job profile for all companies. Therefore, when compiling the profile of the position of an internal communications specialist in your company, you should take into account the specifics of the work, the characteristics of the corporate culture, the internal structure of your company, and many other factors. In different organizations, an internal communications specialist can perform different functions, so the task when compiling a job profile is to clearly define its functionality and requirements in relation to your company.

Responsibilities of an Internal Communications Specialist

Despite the fact that in each company the specifics of the position differ from others, there is a certain general list of tasks that the internal communications manager faces.

1. The specialist must convey to all employees the main goals, mission and strategy of the company, short-term and long-term tasks of the company, department and the employee himself, his role and responsibility.

2. Formation and maintenance of loyalty, creation of a corporate culture of the company, formation of a single corporate style, corporate language generally accepted for all employees of the company, business ethics and daily communication, common values, and so on.

3. Motivating the company's personnel to achieve the goals set for them and for the company itself.

4. Providing employees with up-to-date information about corporate and non-corporate life in the company, as well as information and news in the industry and on the market, informing about the company's successes, existing tasks and problems and ways to solve them.

5. Involvement of personnel in the optimization of business processes.

6. Providing personnel with special professional information that will allow employees to perform their duties more efficiently, increase the level of security and responsible attitude to work, speed up the passage of various corporate procedures, and so on.

7. Ensuring comfortable implementation of changes in the company.

8. Support for employees during crisis periods in the life of the organization, individual and general work with employees to create a comfortable psychological climate in the company. Employees do not enter or write to the corporate portal.

To accomplish these tasks, the internal communications manager has a number of responsibilities, such as:

• interaction with internal information resources of the company; development of the Internet portal, internal and external social networks of the company; organization and control of corporate events;
• establishing and coordinating the work of the feedback system from employees;
• organizing and conducting research within the company;
• participation in the formation and maintenance of the development of the HR brand.

An internal communications specialist can work in both the HR department and the corporate communications department. Can interact with the marketing department or PR department. Therefore, in developing the profile of the position of an internal communications manager, it is advisable to involve specialists not only from the department where the employee will work, but also related ones.

"Position profile" has firmly entered the terminology used by HR specialists in personnel management. However, many of them have their own view on the issue of personnel evaluation. Should this tool be independent in the overall structure of all HR processes, or can it do more to form a unified human resource management system, becoming the basis for their unification? What information should the job profile contain in order to be a practical tool? How the use of job profiling can affect the structuring of all management processes personnel and increase their efficiency?

Position profile as the basis of the HR system

Today, it is clear to many HR professionals that evaluation is at the center of the personnel management system.

It is present in any HR process, be it recruiting, adaptation, certification, assessment, training, development, motivation.

Judge for yourself: to find people, you need to evaluate the position and candidates; in order to evaluate the working staff, evaluation standards are needed, and in order to motivate, it is necessary to evaluate the working conditions of the staff, their needs, and the company's capabilities for the formation of motivational programs.

The search for a cementing foundation for the HR system led us to choose a foundation that is based on assessment, and its central element is the job profile.

Let's start with the fact that before the appearance of personnel in any enterprise, its goals and objectives are determined, an organizational and functional structure is built, budgets are formed, methods and ways of organizing work are selected.

And only then do job announcements appear on the Internet and applicants for open positions, employees come and work, designed to realize the goals set and perform their tasks every day.

Professionals come to perform functional duties for a specific position. The staff unit itself appears based on the goals of the enterprise, its tasks, and the specifics of the field of activity.

Thus, in order to turn the HR system into a well-functioning mechanism, it is necessary not only to organize business processes, but also to evaluate each position involved in it.

Let's look at specific examples of how the position profile is related to all functional areas of the HR system.

Job profile and recruiting

How often do you and I hear talk about the fact that everyone makes mistakes, especially when recruiting staff for open vacancies.

We will not analyze in detail the causes of errors, since this topic is worthy of a separate article.

But one of the main mistakes is not only and not so much the lack of “flair”, or sixth sense, among recruiting managers. When selecting employees, of course, one should not detract from the value of intuition. But having the ability to foresee or see something in a candidate in time is not enough for the right choice.

It is necessary to understand the position, its functionality, the conditions in which it is implemented, the awareness of the standards that candidates must meet, and to what extent this compliance is required, because there are no ideal candidates. A fairly large amount of additional information is required that a recruiter must have before he is ready to place a job advertisement on the Internet or in print media.

Where to get this information? As a rule, it is in the application for recruitment. But is it always there and what is the quality of this information?

It's no secret how this application is made. The head writes his wishes, then the process of clarifying these wishes begins, attempts to find a middle ground in the requirements. The manager, of course, needs a new employee, but, as is usually the case, he either does not have a clear portrait of this candidate, or he still thinks what duties he will have to perform, or the sacramental phrase sounds: “Look, you already know what kind of people our company needs, I’ll send the responsibilities.” After that, after several reminders, a letter with a very lengthy list of responsibilities comes to the recruiter's e-mail.

Next comes a string of candidates who do not match the portrait for various reasons: not enough/too much knowledge, strange/weak/too strong character, will not be able to perform our functionality, which is not yet spelled out, but is expected ... Now imagine a picture that candidates are being interviewed, in addition to employees of the HR department, not one, but two managers. I think you know the result: “Looking further!”

Personally, I have repeatedly seen the tears of recruiters, when once again a far from the weakest candidate was refused for not the most objective justifications. Or, even worse, after 3 months of searching, the manager who made the application suddenly announced that he had decided to appoint an internal candidate for the position or was withdrawing the application altogether until he figured out what functionality the new specialist needed to perform. I would like to note that in this case, recruitment managers lose their nerves also because their salary may depend on the quantity / quality / timing of completed applications. And three months of searching will not affect the state of the employee's wallet in any way.

However, it is worth recognizing that HR specialists themselves create such a situation, without forming job profiles, in the creation of which it is necessary to involve divisional managers and on the basis of which an application should be drawn up and candidates should be searched and evaluated.

The second side of the problem of inefficient recruitment is recruiters.

Often, having received an application, many begin to select candidates on formal grounds, to look for compliance in the resume with the requirements indicated in the application. When searching, recruitment managers are not always equipped with evaluation tools, they cannot identify at least part of the professional competencies of candidates. As a result - the refusals of the position-customer managers from the candidates whom the recruiters classified as "successful". And this ultimately leads to a decrease in the professional status of the internal recruitment service as a whole, to accusations of the incompetence of its employees. In our practice, there was a case when one of the tasks of the new HR director was to change the internal status of the HR department: from the image of an incompetent service that is not able to qualitatively solve the problem of finding the right people, to the status of a professional business participant, able to search, find and develop the company's personnel. The reason for the decline in status was frequent errors in the selection of candidates arising from the lack of a comprehensive personnel assessment system at the enterprise. In order to solve the task assigned to the HR director, the first thing to do was to change the existing personnel search and evaluation system in the company, the quality of which caused the greatest number of complaints from the company's managers. After the introduction of a number of changes, the HR director completed the task, but the solution of the issue itself required a radical revision of the entire recruitment system, from position profiling and the formation of a business process for searching and evaluating candidates to training HR managers and heads of departments to work according to the new rules.

Returning to our topic, we note that the recruiting manager must have a large amount of information not only about the vacancy, but also about the position itself, its functionality, profile competencies necessary for high-quality work, and criteria for evaluating employee performance.

He will be able to get this information in the position profile, which is necessary in recruitment, because:

1. it contains a detailed description of the position;
2. it is a position standard agreed upon at all levels of managers related to this position;
3. in the case of a professional approach to job profiling, it includes not only reference requirements, but also an assessment tool adopted and agreed with the participants in the Recruitment business process.

Having received a profile, the recruiter understands who, where, under what conditions, with what level of professional knowledge and skills, with what psychological and personal characteristics one should look for.

It remains to clarify some details regarding the internal situation in the unit, the features associated with the problem of compatibility of the new employee with the immediate supervisor and future colleagues.

Position profile and staff adaptation

We will not delve into the issues of adaptation and its implementation in various conditions. Our task is to see and understand how the position profile is related to the adaptation of a new employee. And it turns out that he is most directly related to the induction of a newcomer.

Judge for yourself: after all, it is in the profile that we reflect the place of the position in the overall functional and organizational system of the enterprise. And this means that the HR manager who implements the adaptation process immediately becomes clear who exactly, to what extent and with what tasks, in addition to the hero of the occasion - the new employee, is involved in this process.

It is the profile that contains a clear and intelligible description of the functionality, and therefore it becomes clear to which functions the employee should be adapted.

And, finally, a profile containing parameters for evaluating the effectiveness of an employee’s work makes it possible to initially set tasks correctly for a beginner and prepare him for work after a probationary period, immediately adapting the employee to the system for evaluating the work of personnel adopted by the enterprise.

As a result, here we come to the conclusion that the position profile is an objective source of information about how, in what and for what conditions we need to adapt new employees.

Job profile and staff assessment

Perhaps it is the assessment of personnel as an HR process that has recently become the most developing area.

The time has come not only to hire personnel, but also, firstly, to form a system for evaluating candidates, and secondly, to evaluate the personnel already working at the enterprise. All this is done for one main goal - to increase the efficiency of companies as a whole. By forming an assessment system, and not using it occasionally, enterprises reduce the risks of hiring employees who do not meet the requirements of the position and the company, and also allow for the correct rotation of personnel, develop and create a talent pool, build a system of training specific skills and abilities based on real needs employees.

But the more we talk about personnel evaluation, the more we are all puzzled by the issue of increasing its objectivity and the reliability of the results obtained.

The time for the widespread use of assessment methods popular in the West is already passing. Increasingly, HR specialists are looking for methods adapted to our mentality and the specifics of Russian production and business.

Here, too, the position profile is the main building block for us in the assessment system that is being built and implemented.

Turning to it, we can get information about the requirements for a personal profile, which either allows a specialist to cope with his tasks, or is a limitation that is difficult to step over, because it is impossible to change our personal characteristics and properties of the cognitive sphere in a month or a year. . They are complex internal structures that have evolved throughout our lives. And in this case, the profile allows us to see those key requirements for our abilities, properties and qualities that should be expressed in employees to a specific extent and degree. And this means that there is an internal standard, according to which we make decisions regarding the readiness of our employees to perform this or that work at their workplace.

It is the position profile that contains models of professional competencies that our staff should have, and, most importantly, the profile allows us to see the permissible deviations from the reference requirements for the level of knowledge, skills and abilities of employees, since the competency model contains a scale of their severity.

Thanks to the complex profile of the position, the manager who forms a specific assessment procedure selects methods that correspond to the competencies enshrined in the profile and evaluates each method in terms of its accuracy, necessity and sufficiency. And this increases the objectivity of the assessment at times. The hour is not far off when managers who form a package of assessment methods will stop trusting cases, exercises and other methods placed in sections from the “Sharing my experience” category and which are not full-fledged assessment methods. And first of all, this will happen and is already happening because, having applied such advice in their own company, not only one, but a fairly large number of HR specialists are faced with a low level of objectivity of the results obtained, and in some cases with the resulting negative perception of the evaluation results by its participants.

The profile does not allow us to experiment, but creates an exact program of actions aimed at obtaining results of a high degree of reliability, and imposes certain requirements on the methods that are clear in advance, and not derived empirically or during the experiment.

Since the profile contains quantitative and qualitative indicators and evaluation criteria, it allows you to compare the results of employees obtained during the evaluation with reference requirements.

If the assessment is a regular tool, then the profile allows you to see the dynamics of changes and compare the results obtained at different times.

So, based on the above examples, we hope that we were able to clarify our position regarding the position profile as a central element of the HR system. Our arguments partially contained information about the structure of the profile.

To date, the assessment of the position is carried out in several ways. But only position profiling provides an opportunity to assess the position comprehensively.

Among all methods, in addition to the profile, there is the method of professiography, the essence of which is to form the profile of the profession, and psychography, on the basis of which a psychogram of the position is created.

Professiogram- this is a description of the psychological, industrial, technical, medical, hygienic and other features of the specialty, profession, which indicates the functions of this profession and the difficulties in mastering it, associated with certain psycho-physiological qualities of a person and with the organization of production.

Psychogram is a portrait of a successful professional working in a particular profession, including a description of professionally important qualities (PVC).

As follows from the above definitions, both methods are created and used to describe the profession.

However, in the case when we are talking about the description of the position, this information will obviously not be enough. And first of all, this is due to the fact that the position is not equal to the profession, but often combines the knowledge, skills and abilities of several professional specializations. Both the quantity and quality of these specialized skills depend on the particular enterprise and the function of the position provided for within the business processes implemented at the enterprise.

Let's look at the example of the position "sales manager", how the functional responsibilities of the position correlate with professional areas of knowledge (see Table 1).

Table 1

Looking at the resulting picture, it becomes clear that neither the professiogram nor the psychogram solves our tasks for a full description of the position.

Our firm conviction is that the position profile is the only tool for its comprehensive description today.

If we try to define the profile of a position, we can say that this is a tool that is not only a list of requirements that a position imposes on the personnel occupying it. This is a position standard, a standard according to which HR specialists will be able to build all HR processes for this position in particular and for the enterprise as a whole: recruitment, adaptation, assessment, motivation and development.

In the current practice of enterprises, in our opinion, it makes sense to talk about two approaches to the position profiling system.

First hike, situational

In this case, the profile is created as an urgent need arises. It is clear that in this case, as a rule, its creator is limited in time, so we will most likely see not the profile of the position, but only some kind of preparation for its creation, an outline. A list of the most common items is formed, such as: a description of the workplace, functions, duties, rights, some skills, formal requirements for an employee (gender, age, education, experience).

Campaign two, methodical

Within the framework of this approach, job profiling becomes an independent task of the personnel service. All job description creators approach the task in a comprehensive manner, trying to describe the position structure, its features, functionality, areas of responsibility, requirements for personnel performing job duties, the profile of competencies required to perform work tasks with the required quality, and the employee's personal profile.

It should be noted right away that this approach takes much more time, it forces us to deal with the issue of profiling separately and specifically. But in this case, we can say that such a profile is created for the entire personnel management system.

It is great if the enterprise has an information system that allows you to create and maintain job profiling. But even if it does not exist, this work must be done, and its fruits will not be long in coming:

• the speed of processing internal requests for the search and selection of personnel is increased;
• risks are reduced when searching and evaluating candidates, since standards of requirements for professional ZUNs are being created, a personal profile is being created, and evaluation tools are being systematized;
• the personnel adaptation system becomes clear and transparent for all participants;
• position standards are being formed that do not allow managers to be self-willed. For example, a manager creates an additional position, adding functionality to it that, for some reason, already working employees cannot cope with, instead of assessing the professional competence of his subordinates together with the HR service and creating a training program for them. Or a more common example, when the lack of a position profile does not allow the company's recruiters to find the appropriate candidate and the decision to hire a new employee is based on the subjective opinion of the manager about the applicants;
• the evaluation system becomes regular and more objective.

In a word, the main thing appears - personnel management becomes a system, and not a disparate set of functions.

Job profile structure

At the moment, there is no job profile standard in HR practice. Everyone creates its description due to their own ideas about the completeness of the profile and its necessity. Our development of the current job description format took several years. As a result, a format was chosen that reflects the needs of enterprises, from our point of view, most fully.

Let's designate some components of the job profile:

1. Place in the organizational structure.

The first thing to do is to determine what place the position occupies in the overall structure of the enterprise and how it is related to other positions: what is the subordination system, which related departments and positions included in them most often interact with the position being assessed.

2. Structure of functions.

Secondly, it is required to describe in detail the functionality of the position, allowing all its users to clearly and unambiguously understand what duties the employee working in a particular position and within existing business processes performs.

3. Profile of professional competencies.

This section of the profile is a system of competencies that an employee must possess in performing the tasks of the position. In practice, these are the requirements of the position for the professional knowledge and skills of employees. Note that all competencies should be described using indicators and contain an assessment scale or gradation according to the requirements for the level of expression of each competency. Having a profile of professional competencies will allow you to increase the quality of the assessment of candidates for the position and existing employees.

4. Personal profile of the employee.

All information in this section of the Profile contains requirements for the level of expression of personal characteristics, properties and qualities of an employee. The main thing that you should remember when forming this profile is that you do not need to include unnecessary qualities in it. The main requirement is to reflect those properties that can have a significant impact on the employee's activities. Special attention should be paid to cognitive processes such as attention, memory, thinking, etc. If the position requires the development of an ever-increasing amount of new information or the mandatory training of an employee in new functions and operations, then it is necessary to assess the level of employee learning.

5. Formal requirements.

This section is most familiar to HR professionals and its description usually does not create any particular difficulties. As a rule, it includes requirements for sex, age, education, and experience of specialists.

It would be nice if you, when creating a profile, thought in advance about the methods for assessing certain parameters described in the sections of the profile, and created a section in which you would indicate the mandatory methods and assessment methods that can be used in further work by HR managers . Such standardization of personnel assessment methods allows you to create a system for comparing employees with each other and see changes in the severity of certain properties and qualities of employees over a certain period of time.

As you can see, the work on forming a profile is a rather laborious process.

Therefore, the heads of services and departments for personnel management need to plan profiling work in advance and include it in their time plans, coordinating this task with the management as mandatory and requiring special attention.

Of course, this is a strategic task. Many enterprises have not yet approached the profiling system. But the time will come when the position profile will become an obligatory structural component of the personnel management system.

Job profile results

Understanding how much effort and time will be spent on profiling positions, each of us may ask the question: “Why? Everything works like that! It will be necessary - I will create a description of a specific position. Of course, this is also a position.

In the meantime, let's look at the result that job profiling brings.

The use of profiling leads to a clear organizational and functional structure of positions in the company. And this means that the system becomes more manageable, less subject to the situational influence of individual factors and force majeure.

• The profile combines all HR processes into a single system that is clear and understandable not only for employees of HR departments, but also for managers at all levels.
• The position profile determines the reference requirements for personnel and forms a system of admissions to this standard, allows you to form competency levels. All assessment procedures built on the basis of the Position Profile reveal the actual level of compliance of employees with the standard.
• The position description allows leveling the subjective factors of personnel assessment, since all the proposed assessment criteria and the results obtained according to them, incorporated in the profile, are digitized and refer not only to qualitative, but also to quantitative indicators.
• All identified deviations from the reference requirements show what knowledge, skills and abilities of employees require active development. In addition, it becomes clear how large deviations from regulatory requirements are. And, finally, by identifying problem areas, the HR specialist, together with the heads of departments, can create a system for effective training and development of personnel.
• The profile allows you to reduce the risk of errors when hiring candidates, during staff rotation.
• The profile is the main one for the formation of a standardized system for assessing the knowledge, skills and abilities of the personnel working in the position.

Any standard is a certain rule, a limitation. There is a fear in Russian companies that standardization will lead to a loss of flexibility in the overall system. But in this case, we need to define what we mean by flexibility: the ability to take into account exceptions to the rules or general chaos with the creation of rules for any emerging case. The most interesting thing is that the profile is quite a flexible tool. Nobody prevents us from correcting it and making changes, new details that we may not take into account at the stage of its development. As a rule, these are nuances, maybe significant, but they do not radically change the profile.

So the main thing is to start working in this direction.

We have already encountered cases more than once when the very beginning of profiling was quite difficult, and some line managers did not meet with support.

However, after six months, we saw how all the company's leaders turned to profiles and no longer remembered those times when, in each case, they had to describe their requirements for a position or personnel almost anew.

Strygina V.V. Journal "Personnel Service and Enterprise Personnel Management"

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

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

The position profile is the main document that is used:

For the selection of candidates for employment;

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

To define goals and plan employee training;

To form a personnel reserve;

For employee career planning.

Job profile includes:

The professional knowledge and skills required to perform the job

Competences;

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

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

Definition:

Knowledge - Information that needs to be known.

Skills - Applying this knowledge in practice to achieve results.

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

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

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

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

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

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

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

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

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

Job Title
Subdivision name
Reason for the vacancy
Is this application confidential?	Not really
Most Desirable Schools
Candidate gender/age
Number of subordinates
Who is obeyed
Requirements for the professional experience of the candidate (what knowledge he should have)
The main functional responsibilities of a specialist (what skills should he have)
Knowledge of a foreign language / how a foreign language will be used in work
The main factors motivating the candidate for this vacancy in the company (the motivation of the candidate for this position)
Preferred experience in companies (company name/field of activity of the company)
Compensation for probation after taxes
Main tasks for the probationary period / criteria for passing the probationary period
Salary after completion of the probationary period	Minimum	Maximum
Bonus accrual system
Processing and payment
Prospects (professional, career growth)
Features of corporate culture (remote office/this team/company)
Features of the working environment
Business trips (percentage of total working time)
Selection stages
Persons Involved in Recruitment Decision Making
The final hiring decision maker
The candidate must have the following competencies (indicate no more than 5 core competencies for this position):	Deciphering the competence (opposite the chosen competence, give a more detailed description):
Interpersonal understanding and teamwork
Persuasiveness in communication, the ability to express one's point of view clearly and clearly
Customer focus
Business Knowledge
Knowledge of areas related to the main profession and the specifics of the industry
Work with documents
Motivation for professionally qualified growth
Result Orientation/Achievement Motivation
Creativity

How to draw a portrait of a successful employee, visualize and "embody" in reality? Why do you need to make a profile at all, what it will help, what three groups it is better to divide competencies into, she told the portalPolina Akulova, Director of Human Resources, CorpusGroup.

- Polina, where to start drawing up a portrait of a successful employee?

To begin with, it is worth understanding what meaning we put in the concept of "successful". In our understanding, this is the employee who achieves success in fulfilling the goals and objectives set by the company for him personally and for his department. This is an effective employee who achieves results with the lowest energy and material costs.

Also, each person has personal characteristics and values, laid down by upbringing or acquired in the process of life. Values ​​are part of a person's worldview and rarely change throughout life. Therefore, it is important that they aligned with the company's values. It will be difficult for an employee to effectively cope with his duties if what he is entrusted with is contrary to his beliefs. If the company has defined core values, then they should be reflected in the portrait of a successful employee in the first place.

- What information should the profile of a successful employee contain?

The profile of a successful employee should contain approved competencies for each of the four blocks: corporate competencies, managerial competencies, professional competencies, values. Corporate competencies reflect the ability of an employee to correlate his interests with the interests of the organization, his performance; managerial competencies are the leadership potential of an employee; professional competencies are his knowledge, skills and abilities acquired during studies and subsequent professional experience; values ​​- life priorities, principles and moral principles.

The specific content of competencies depends on the position and department in which the employee works. The more complete and competent the profile is, the more non-target candidates can be identified at the initial stage.

- How to determine which qualities are paramount in the selection, and which are not?

In order to highlight the qualities that are paramount for an employee, it is necessary to determine by what rules the company lives now, how it will develop in the near future, what its future strategic plans will be. Analyze which competencies are most significant for successful work in each department, based on business processes and functionality, taking into account the company's development prospects and strategy. The identified competencies must be ranked taking into account the corporate culture. In the job profile for candidates for our company, we divide competencies into 3 groups: "useful", "important", "necessary". Based on them, we determine the ideal candidate profile that suits us. Of course, ideal candidates do not exist, which is why we share competencies in order of importance. The "necessary" group includes the core competencies, without which the candidate will not be able to work in this position.

This is followed by the “important” group, which includes skills that, if necessary, can be acquired or developed in the course of work. You should analyze the main characteristics of candidates in the market, given that each industry has its own characteristics in terms of applicants, and compare the results with the needs of the company. Take, for example, the profile of a commercial director: we understand that knowledge of sales techniques is a must for this position. But the lack of skill in working with documents is a minus for the candidate, but we can teach this in the company.

We also highlight the "useful" group, which includes competencies that are not mandatory, but add a bonus to the employee when hiring. For a salesperson, tendering is a useful skill, a specific skill that not everyone has.

- Is the profile of a successful candidate compiled on the basis of an assessment of already working employees of the company?

Of course, it is easier to create an ideal competency profile when there is already an example of an effective employee. If the position already exists, but there is no profile, we start with an assessment of current employees. The first competency profiles that we developed and approved in 2011 were created in this way: first, we assessed our employees, understood which competencies are most important to us, and based on them created job profiles.

If there has not been a similar position before, we visualize your profile we fill this employee with the competencies that he should possess: professional competencies are more important for specialists, and managerial qualities and leadership potential are more important for managers.

Our company has a practice of annual assessment of employees holding key positions: directors, deputy directors, managers. The assessment takes place in the format of an assessment center based on competency indicators, in accordance with the approved job profiles.

- Are you trying to make the profile more complete or more realistic?

We aim to make the profile more flexible and realistic. In addition to the competencies that an employee needs for employment, the profile includes competencies that the employee must then acquire in the company. We are running an assessment center for these two blocks.

It is important to distinguish between the application for selection and the profile of competence, these are not identical documents. The application for selection is based on the position profile, and in the competency profile we see an extended list of required qualities. For example, a competency profile includes a range of knowledge and skills: knowledge of sales techniques, participation in tenders, basics of economics. They can be combined into one competence - professionalism. The more accurately the recruitment request matches the profile, the easier it is for the recruiter to satisfy the desires of the manager. The job profile is needed to make the list of requirements as objective as possible.. Let me give you a very general example. For example, in the application for selection it may be indicated: "a girl of model appearance is required", then we open the position profile, which says: "gender - does not matter", "age - from 27 years to 45 years", "total work experience from 5 years old", there is no appearance in the list of criteria ...

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"Position profile" has firmly entered the terminology used by HR specialists in personnel management. However, many of them have their own view on the issue of personnel evaluation. Should this tool be independent in the overall structure of all HR processes, or can it do more to form a unified human resource management system, becoming the basis for their unification? What information should the job profile contain in order to be a practical tool? How can the use of job profiling affect the structuring of all HR processes and increase their efficiency?

Position profile as the basis of the HR system

Today, it is clear to many HR professionals that evaluation is at the center of the personnel management system.

It is present in any HR process, be it recruiting, adaptation, certification, assessment, training, development, motivation.

Judge for yourself: to find people, you need to evaluate the position and candidates; in order to evaluate the working staff, evaluation standards are needed, and in order to motivate, it is necessary to evaluate the working conditions of the staff, their needs, and the company's capabilities for the formation of motivational programs.

The search for a cementing foundation for the HR system led us to choose a foundation that is based on assessment, and its central element is the job profile.

Let's start with the fact that before the appearance of personnel in any enterprise, its goals and objectives are determined, an organizational and functional structure is built, budgets are formed, methods and ways of organizing work are selected.

And only then do job announcements appear on the Internet and applicants for open positions, employees come and work, designed to realize the goals set and perform their tasks every day.

Professionals come to perform functional duties for a specific position. The staff unit itself appears based on the goals of the enterprise, its tasks, and the specifics of the field of activity.

Thus, in order to turn the HR system into a well-functioning mechanism, it is necessary not only to organize business processes, but also to evaluate each position involved in it.

Let's look at specific examples of how the position profile is related to all functional areas of the HR system.

Job profile and recruiting

How often do you and I hear talk about the fact that everyone makes mistakes, especially when recruiting staff for open vacancies.

We will not analyze in detail the causes of errors, since this topic is worthy of a separate article.

But one of the main mistakes is not only and not so much the lack of “flair”, or sixth sense, among recruiting managers. When selecting employees, of course, one should not detract from the value of intuition. But having the ability to foresee or see something in a candidate in time is not enough for the right choice.

It is necessary to understand the position, its functionality, the conditions in which it is implemented, the awareness of the standards that candidates must meet, and to what extent this compliance is required, because there are no ideal candidates. A fairly large amount of additional information is required that a recruiter must have before he is ready to place a job advertisement on the Internet or in print media.

Where to get this information? As a rule, it is in the application for recruitment. But is it always there and what is the quality of this information?

It's no secret how this application is made. The head writes his wishes, then the process of clarifying these wishes begins, attempts to find a middle ground in the requirements. The manager, of course, needs a new employee, but, as is usually the case, he either does not have a clear portrait of this candidate, or he still thinks what duties he will have to perform, or the sacramental phrase sounds: “Look, you already know what kind of people our company needs, I’ll send the responsibilities.” After that, after several reminders, a letter with a very lengthy list of responsibilities comes to the recruiter's e-mail.

Next comes a string of candidates who do not match the portrait for various reasons: not enough/too much knowledge, strange/weak/too strong character, will not be able to perform our functionality, which is not yet spelled out, but is expected ... Now imagine a picture that candidates are being interviewed, in addition to employees of the HR department, not one, but two managers. I think you know the result: “Looking further!”

Personally, I have repeatedly seen the tears of recruiters, when once again a far from the weakest candidate was refused for not the most objective justifications. Or, even worse, after 3 months of searching, the manager who made the application suddenly announced that he had decided to appoint an internal candidate for the position or was withdrawing the application altogether until he figured out what functionality the new specialist needed to perform. I would like to note that in this case, recruitment managers lose their nerves also because their salary may depend on the quantity / quality / timing of completed applications. And three months of searching will not affect the state of the employee's wallet in any way.

However, it is worth recognizing that HR specialists themselves create such a situation, without forming job profiles, in the creation of which it is necessary to involve divisional managers and on the basis of which an application should be drawn up and candidates should be searched and evaluated.

The second side of the problem of inefficient recruitment is recruiters.

Often, having received an application, many begin to select candidates on formal grounds, to look for compliance in the resume with the requirements indicated in the application. When searching, recruitment managers are not always equipped with evaluation tools, they cannot identify at least part of the professional competencies of candidates. As a result - the refusals of the position-customer managers from the candidates whom the recruiters classified as "successful". And this ultimately leads to a decrease in the professional status of the internal recruitment service as a whole, to accusations of the incompetence of its employees. In our practice, there was a case when one of the tasks of the new HR director was to change the internal status of the HR department: from the image of an incompetent service that is not able to qualitatively solve the problem of finding the right people, to the status of a professional business participant, able to search, find and develop the company's personnel. The reason for the decline in status was frequent errors in the selection of candidates arising from the lack of a comprehensive personnel assessment system at the enterprise. In order to solve the task assigned to the HR director, the first thing to do was to change the existing personnel search and evaluation system in the company, the quality of which caused the greatest number of complaints from the company's managers. After the introduction of a number of changes, the HR director completed the task, but the solution of the issue itself required a radical revision of the entire recruitment system, from position profiling and the formation of a business process for searching and evaluating candidates to training HR managers and heads of departments to work according to the new rules.

Returning to our topic, we note that the recruiting manager must have a large amount of information not only about the vacancy, but also about the position itself, its functionality, profile competencies necessary for high-quality work, and criteria for evaluating employee performance.

He will be able to get this information in the position profile, which is necessary in recruitment, because:

1. it contains a detailed description of the position;
2. it is a position standard agreed upon at all levels of managers related to this position;
3. in the case of a professional approach to job profiling, it includes not only reference requirements, but also an assessment tool adopted and agreed with the participants in the Recruitment business process.

Having received a profile, the recruiter understands who, where, under what conditions, with what level of professional knowledge and skills, with what psychological and personal characteristics one should look for.

It remains to clarify some details regarding the internal situation in the unit, the features associated with the problem of compatibility of the new employee with the immediate supervisor and future colleagues.

Position profile and staff adaptation

We will not delve into the issues of adaptation and its implementation in various conditions. Our task is to see and understand how the position profile is related to the adaptation of a new employee. And it turns out that he is most directly related to the induction of a newcomer.

Judge for yourself: after all, it is in the profile that we reflect the place of the position in the overall functional and organizational system of the enterprise. And this means that the HR manager who implements the adaptation process immediately becomes clear who exactly, to what extent and with what tasks, in addition to the hero of the occasion - the new employee, is involved in this process.

It is the profile that contains a clear and intelligible description of the functionality, and therefore it becomes clear to which functions the employee should be adapted.

And, finally, a profile containing parameters for evaluating the effectiveness of an employee’s work makes it possible to initially set tasks correctly for a beginner and prepare him for work after a probationary period, immediately adapting the employee to the system for evaluating the work of personnel adopted by the enterprise.

As a result, here we come to the conclusion that the position profile is an objective source of information about how, in what and for what conditions we need to adapt new employees.

Job profile and staff assessment

Perhaps it is the assessment of personnel as an HR process that has recently become the most developing area.

The time has come not only to hire personnel, but also, firstly, to form a system for evaluating candidates, and secondly, to evaluate the personnel already working at the enterprise. All this is done for one main goal - to increase the efficiency of companies as a whole. By forming an assessment system, and not using it occasionally, enterprises reduce the risks of hiring employees who do not meet the requirements of the position and the company, and also allow for the correct rotation of personnel, develop and create a talent pool, build a system of training specific skills and abilities based on real needs employees.

But the more we talk about personnel evaluation, the more we are all puzzled by the issue of increasing its objectivity and the reliability of the results obtained.

The time for the widespread use of assessment methods popular in the West is already passing. Increasingly, HR specialists are looking for methods adapted to our mentality and the specifics of Russian production and business.

Here, too, the position profile is the main building block for us in the assessment system that is being built and implemented.

Turning to it, we can get information about the requirements for a personal profile, which either allows a specialist to cope with his tasks, or is a limitation that is difficult to step over, because it is impossible to change our personal characteristics and properties of the cognitive sphere in a month or a year. . They are complex internal structures that have evolved throughout our lives. And in this case, the profile allows us to see those key requirements for our abilities, properties and qualities that should be expressed in employees to a specific extent and degree. And this means that there is an internal standard, according to which we make decisions regarding the readiness of our employees to perform this or that work at their workplace.

It is the position profile that contains models of professional competencies that our staff should have, and, most importantly, the profile allows us to see the permissible deviations from the reference requirements for the level of knowledge, skills and abilities of employees, since the competency model contains a scale of their severity.

Thanks to the complex profile of the position, the manager who forms a specific assessment procedure selects methods that correspond to the competencies enshrined in the profile and evaluates each method in terms of its accuracy, necessity and sufficiency. And this increases the objectivity of the assessment at times. The hour is not far off when managers who form a package of assessment methods will stop trusting cases, exercises and other methods placed in sections from the “Sharing my experience” category and which are not full-fledged assessment methods. And first of all, this will happen and is already happening because, having applied such advice in their own company, not only one, but a fairly large number of HR specialists are faced with a low level of objectivity of the results obtained, and in some cases with the resulting negative perception of the evaluation results by its participants.

The profile does not allow us to experiment, but creates an exact program of actions aimed at obtaining results of a high degree of reliability, and imposes certain requirements on the methods that are clear in advance, and not derived empirically or during the experiment.

Since the profile contains quantitative and qualitative indicators and evaluation criteria, it allows you to compare the results of employees obtained during the evaluation with reference requirements.

If the assessment is a regular tool, then the profile allows you to see the dynamics of changes and compare the results obtained at different times.

So, based on the above examples, we hope that we were able to clarify our position regarding the position profile as a central element of the HR system. Our arguments partially contained information about the structure of the profile.

To date, the assessment of the position is carried out in several ways. But only position profiling provides an opportunity to assess the position comprehensively.

Among all methods, in addition to the profile, there is the method of professiography, the essence of which is to form the profile of the profession, and psychography, on the basis of which a psychogram of the position is created.

Professiogram - this is a description of the psychological, industrial, technical, medical, hygienic and other features of a specialty, profession, in which the functions of this profession and difficulties in mastering it are indicated,.

Psychogram - this is a portrait of a successful professional working in a certain profession, including a description of professionally important qualities (PVC).

As follows from the above definitions, both methods are created and used to describe the profession.

However, in the case when we are talking about the description of the position, this information will obviously not be enough. And first of all, this is due to the fact that the position is not equal to the profession, but often combines the knowledge, skills and abilities of several professional specializations. Both the quantity and quality of these specialized skills depend on the particular enterprise and the function of the position provided for within the business processes implemented at the enterprise.

Let's look at the example of the position "sales manager", how the functional responsibilities of the position correlate with professional areas of knowledge (see Table 1).

Looking at the resulting picture, it becomes clear that neither the professiogram nor the psychogram solves our tasks for a full description of the position.

Our strong conviction is that today the position profile is the only tool for its comprehensive description.

If we try to define the profile of a position, we can say that this is a tool that is not only a list of requirements that a position imposes on the personnel occupying it. This is a position standard, a standard according to which HR specialists will be able to build all HR processes for this position in particular and for the enterprise as a whole: recruitment, adaptation, assessment, motivation and development.

In the current practice of enterprises, in our opinion, it makes sense to talk about two approaches to the position profiling system.

First hike, situational

In this case, the profile is created as an urgent need arises. It is clear that in this case, as a rule, its creator is limited in time, so we will most likely see not the profile of the position, but only some kind of preparation for its creation, an outline. A list of the most common items is formed, such as: a description of the workplace, functions, duties, rights, some skills, formal requirements for an employee (gender, age, education, experience).

Campaign two, methodical

Within the framework of this approach, job profiling becomes an independent task of the personnel service. All job description creators approach the task in a comprehensive manner, trying to describe the position structure, its features, functionality, areas of responsibility, requirements for personnel performing job duties, the profile of competencies required to perform work tasks with the required quality, and the employee's personal profile.

It should be noted right away that this approach takes much more time, it forces us to deal with the issue of profiling separately and specifically. But in this case, we can say that such a profile is created for the entire personnel management system.

It is great if the enterprise has an information system that allows you to create and maintain job profiling. But even if it does not exist, this work must be done, and its fruits will not be long in coming:

• the speed of processing internal requests for the search and selection of personnel is increased;
• risks are reduced when searching and evaluating candidates, since standards of requirements for professional ZUNs are being created, a personal profile is being created, and evaluation tools are being systematized;
• the personnel adaptation system becomes clear and transparent for all participants;
• position standards are being formed that do not allow managers to be self-willed. For example, a manager creates an additional position, adding functionality to it that, for some reason, already working employees cannot cope with, instead of assessing the professional competence of his subordinates together with the HR service and creating a training program for them. Or a more common example, when the lack of a position profile does not allow the company's recruiters to find the appropriate candidate and the decision to hire a new employee is based on the subjective opinion of the manager about the applicants;
• the evaluation system becomes regular and more objective.

In a word, the main thing appears - personnel management becomes a system, and not a disparate set of functions.

Job profile structure

At the moment, there is no job profile standard in HR practice. Everyone creates its description due to their own ideas about the completeness of the profile and its necessity. Our development of the current job description format took several years. As a result, a format was chosen that reflects the needs of enterprises, from our point of view, most fully.

Let's designate some components of the job profile:

1. place in the organizational structure.
   The first thing to do is to determine what place the position occupies in the overall structure of the enterprise and how it is related to other positions: what is the subordination system, which related departments and positions included in them most often interact with the position being assessed.
2. Structure of functions.
   Secondly, it is required to describe in detail the functionality of the position, allowing all its users to clearly and unambiguously understand what duties the employee working in a particular position and within existing business processes performs.
3. Profile of professional competencies.
   This section of the profile is a system of competencies that an employee must possess in performing the tasks of the position. In practice, these are the requirements of the position for the professional knowledge and skills of employees. Note that all competencies should be described using indicators and contain an assessment scale or gradation according to the requirements for the level of expression of each competency. Having a profile of professional competencies will allow you to increase the quality of the assessment of candidates for the position and existing employees.
4. Employee profile.
   All information in this section of the Profile contains requirements for the level of expression of personal characteristics, properties and qualities of an employee. The main thing that you should remember when forming this profile is that you do not need to include unnecessary qualities in it. The main requirement is to reflect those properties that can have a significant impact on the employee's activities. Special attention should be paid to cognitive processes such as attention, memory, thinking, etc. If the position requires the development of an ever-increasing amount of new information or the mandatory training of an employee in new functions and operations, then it is necessary to assess the level of employee learning.
5. formal requirements.
   This section is most familiar to HR professionals and its description usually does not create any particular difficulties. As a rule, it includes requirements for sex, age, education, and experience of specialists.

It would be nice if you, when creating a profile, thought in advance about the methods for assessing certain parameters described in the sections of the profile, and created a section in which you would indicate the mandatory methods and assessment methods that can be used in further work by HR managers . Such standardization of personnel assessment methods allows you to create a system for comparing employees with each other and see changes in the severity of certain properties and qualities of employees over a certain period of time.

As you can see, the work on forming a profile is a rather laborious process.

Therefore, the heads of services and departments for personnel management need to plan profiling work in advance and include it in their time plans, coordinating this task with the management as mandatory and requiring special attention.

Of course, this is a strategic task. Many enterprises have not yet approached the profiling system. But the time will come when the position profile will become an obligatory structural component of the personnel management system.

Job profile results

Understanding how much effort and time will be spent on profiling positions, each of us may ask the question: “Why? Everything works like that! It will be necessary - I will create a description of a specific position. Of course, this is also a position.

In the meantime, let's look at the result that job profiling brings.

The use of profiling leads to a clear organizational and functional structure of positions in the company. And this means that the system becomes more manageable, less subject to the situational influence of individual factors and force majeure.

1. The profile combines all HR processes into a single system that is clear and understandable not only for employees of HR departments, but also for managers at all levels.
2. The position profile determines the reference requirements for personnel and forms a system of admissions to this standard, allows you to form competency levels. All assessment procedures built on the basis of the Position Profile reveal the actual level of compliance of employees with the standard.
3. The position description allows leveling the subjective factors of personnel assessment, since all the proposed assessment criteria and the results obtained according to them, incorporated in the profile, are digitized and refer not only to qualitative, but also to quantitative indicators.
4. All identified deviations from the reference requirements show what knowledge, skills and abilities of employees require active development. In addition, it becomes clear how large deviations from regulatory requirements are. And, finally, by identifying problem areas, the HR specialist, together with the heads of departments, can create a system for effective training and development of personnel.
5. The profile allows you to reduce the risk of errors when hiring candidates, during staff rotation.
6. The profile is the main one for the formation of a standardized system for assessing the knowledge, skills and abilities of the personnel working in the position.

Any standard is a certain rule, a limitation. There is a fear in Russian companies that standardization will lead to a loss of flexibility in the overall system. But in this case, we need to define what we mean by flexibility: the ability to take into account exceptions to the rules or general chaos with the creation of rules for any emerging case. The most interesting thing is that the profile is quite a flexible tool. Nobody prevents us from correcting it and making changes, new details that we may not take into account at the stage of its development. As a rule, these are nuances, maybe significant, but they do not radically change the profile.

So the main thing is to start working in this direction.

We have already encountered cases more than once when the very beginning of profiling was quite difficult, and some line managers did not meet with support.

However, after six months, we saw how all the company's leaders turned to profiles and no longer remembered those times when, in each case, they had to describe their requirements for a position or personnel almost anew.

Footnotes

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