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Resume “on stock”

It would seem that what’s common to logistics with a staff specialist? One manages traffic flows, and the second is human. Cargos are concentrated in warehouses, and people? Some of them do not even know that information about their labor path is stored in the company’s data bank or recruiting agency and can be extracted and submitted for consideration to aer potential employat any time. And although the crisis forced the suspension of the recruitment of new employees and the advancement of the old, personnel specialists who had not yet had time to forget the painful personnel famine, finally got the opportunity to choose and postpone the resume “for the stock.” They do this in the hope that one day the company will again grow and develop, and their work will not be lost.

On the bench of spare
Although the situation in the labor market has changed, and conditions are now dictated by the employer, the shortage of a number of positions that are strategically significant for the company is still preserved. It is for them that it is necessary to form a personnel reserve. These are the very key employees on which success depends on achieving business goals. Even if these positions are closed, the losses from the urgent care of such specialists will be high enough.

However, experts are still not advised by experts in identifying “spare stars” to spare excessive interest in improving their professional skills. In the crisis period, the block associated with active development can be either minimized or postponed to better times. If you are actively developing now, then you will need to create an opportunity to realize the knowledge and potential. Otherwise, a situation may arise that your reservist will “blow up”. As a result, he will either seek another employer to implement himself, or it will serve as a demotivating factor and will affect the level of his labor productivity. It is better to attract employees who are hoping to discuss production tasks in working groups or implement a graduation project as a tool for evaluating the quality of the training with the subsequent implementation opportunity. In addition, such an approach does not involve significant costs, which is especially relevant during the crisis period. After all, traditionally the main item of expenses (not less than 70%) when working with the personnel reserve was the expensive training of “spare” employees.

Also, one of the obvious risks is the reaction of employees working on the reserve staff. Often, at different levels, there is a hard to overcome fear of their place in the company, for their competence, because more professional candidates are being trained to replace their positions. Sometimes it can grow even in open sabotage of reserve managers.

At the same time there are different approaches to work with the internal personnel reserve in the company. It is possible to carry out work with the reserve secretly, closed, discussing in the “narrow circle” the results of the development of employees and their promotion. You can work with reservists openly. And if a company wants to create a human resources reserve and work with it systematically, it is better to choose the most accessible and transparent approach to its formation.

However, during the crisis, experts recommend a closer look at the capabilities and capabilities of working staff – in order to subsequently engage in their development. And all the energy is now directed to the formation of not an internal but an external reserve. Even though in the environment of the Eichar, the opinion prevails that now the work is looking for a “ballast” – incompetent and no-eminent employees. Many companies in panic dismissed unchecked, and now there are a lot of skilled professionals in the labor market. Then these people will not be in the afternoon with the fire to find out.

Temporarily overboard
Traditionally, a human resources reserve has always been understood as a kind of internal resource that can be used to replace a vacant post, often managerial. When the labor market deficit was particularly felt, selection specialists began to form an external personnel reserve from applicants who, for one reason or another, at this stage did not meet the requirements. So the concept of “external personnel reserve” appeared.

In essence, an external human resource reserve is a database where information about candidates that might be of interest to the company is available, provided that there are suitable vacancies. But the ability to at any time call for the work of the right people involves difficulties that can make this picture less rainy. Of the twenty summaries in two years, it will be possible to find coordinates of about 12-15 people. Of these, only three or four will agree to come to the meeting to listen to the proposal. One or two candidates will be able to recommend those who refused to come to the interview. This whole procedure, including the search for out-of-date contacts, telephone conversations and interviews, will take at least 25 hours of work without guaranteeing a positive result.

At the same time, the most grateful reservists b

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