Workplace analysis. Stages of workplace analysis. Ways and methods of workplace analysis

Salary

Planning

Description

work places

Functional

responsibilities

security

Qualification

requirements

Career planning

Stages of workplace analysis

Job analysis is performed by answering the following questions:

Organization structure. Place of the work process (workplace) in it. The basis of any organization is a certain number of jobs (production processes) and operations performed by its employees, which must be agreed upon, coordinated and linked to the objectives of the organization and its organizational structure. The main feature of the formation of an organizational structure is division of labor(i.e. relative provision of different activities) and his cooperation. Distinguish the following types division of labor in the organization: functional (involves the identification of separate groups of personnel, for example, managers, specialists, workers); technological (based on the identification of stages production process and types of work; distinguish between subject and professional division of labor) and qualifying

(determined by the difference in work complexity).

The division of labor presupposes its cooperation (organization of teams). Building an organizational structure allows you to determine the main areas of activity, establish powers and functions for structural units and officials, and determine the place of each work process (workplace) in the structure of the organization. The main types of organizational structures of organizations traditionally include linear, staff, and functional. In practice, a mixed structure dominates, including elements of the three listed organizational structures.

Goals and objectives of workplace analysis.

A workplace analysis (WMA) is designed to answer the following questions:

How long does it take to complete basic production operations?

What personal characteristics must an employee have to perform this job?

Workplace analysis - it is a characterization of a work process by describing the tasks, modes inherent in it, and the level of knowledge, training and responsibility required to successfully complete the work process.

Workplace-oriented analysis focuses on the characteristics of the work and tasks that the employee performs; workflow-oriented analysis focuses attention on operating modes, actions that need to be performed by an employee in this process (for example, calculations on a computer, coordination, negotiations, etc.).

To describe RMs and develop requirements for them, we select typical jobs within the organization, documentation is used that describes similar work in other organizations.

Selecting a PM analysis method. Methods of collecting information for job analysis include observation; interview (interview); survey (questionnaires, questionnaire); employee diary/journal (list of employee responsibilities);

quantitative methods.

Line managers and performers of the work are involved in the analysis of the work, who must clearly understand all stages of the process and know the proposed procedures. Responsibility for this stage lies with the HR department specialists. Description of the workplace

is carried out in accordance with the following sequence: The name of the job and its place in the chain of production or management operations, the name of the position.

When collecting information, standardization and systematization of work and positions is desirable. : Responsibilities indicated What How every performer must do

he must do this or that job. Subordination:

indicates to whom the employee reports. Leadership provided: the number of performers subordinate to of this employee

, and the name of the work performed.

A set of requirements for the level of special and general education, qualifications and production experience. State of health and specific physical qualities required to perform work:

the volume and types of labor costs for operations, the necessary dexterity, requirements for coordinating the work of the organs of vision, hands and feet, the ability to distinguish colors and other qualities. for the fulfillment of planned tasks, for the management of the team, for compliance with production technology, for safety precautions, for the correctness of information reported by the employee to higher authorities, etc.

Personal qualities : mentality, initiative, ability to manage other employees, etc.

Working conditions: describes the conditions in which work takes place.

Safety precautions: basic requirements for compliance with safety regulations are formed.

Rights , which the employee is given to perform his duties.

PM specification. The specification of the work process follows directly from the description of the workplace and answers the question: “What are the character traits and what should be the experience of a person in order for him to successfully perform the work process?” Knowledge of the composition of the functions performed in the workplace, the nature, conditions and organization of work allows us to move on to establishing professional and personal requirements for the employee from the workplace, drawing up a work specification. The RM specification technologically describes the area of ​​work and the requirements that this area places on the employee.

Such requirements may be, for example, mandatory daily medical examination; requirement of special training; personal characteristics.

The workplace specification provides the information necessary for hiring and selecting employees and includes the following main sections: training and work experience; education; knowledge, skills and abilities; degree of responsibility. Development of functional responsibilities and qualification characteristics: To

the ultimate goal and product of job analysis. Well-prepared descriptions of functional responsibilities and requirements for employees make it possible to effectively organize the work of managing the organization’s personnel and approve job descriptions for workplaces. Periodic analysis and adjustment of functional responsibilities and qualification characteristics.

Workplace. The main element of the personnel management system is the workplace. In this concept, two main components can be distinguished: 1) technical, organizational and economic tasks associated with the design of workplaces, their certification, technology development, labor organization, and operational production planning; 2) tasks of planning labor resources and capital investments.

In the problems of the first group the workplace is considered as an area of ​​work activity one worker or unit (team), as part of the production space (for example, a workshop). For the tasks of the second group (let’s call them labor-resource ones), the workplace must be considered from the standpoint of the provision of production with labor force or the population with work. In the labor resource aspect, a workplace is the sphere of application of labor of one employee of appropriate qualifications or a set of functions that he must perform. For example, if servicing one machine (unit) requires the participation of two workers, then in the technological and ergonomic aspects this system will be considered as one workplace, and in the labor resource aspect - as two workplaces in each shift.

In the practical activities of managing human factors in an organization, certain steps can be distinguished, the first of which is undoubtedly a workplace analysis (AWA). This first step involves a number of key concepts and types of activities that form the personnel management process itself.

Among them workplace design plays an important role(WFP), as well as WFP-related objectives to improve the quality of the working environment and working life.

Workplace analysis is the differentiation of a workplace, on the one hand, through the tasks (activities) that are performed there, and on the other hand, through the requirements in relation to education, experience and responsibility necessary for the successful performance of activities at this place. The automated workplace, as a rule, consists of two parts:
1) description of the workplace - listing the types of activities (tasks, working conditions, equipment and materials used in this workplace);
2) workplace specification - listing the necessary requirements for experience, qualifications and ability to successfully perform tasks (cope with work) in a given workplace.

Workplace analysis is carried out for the subsequent solution of many important organizational and personnel problems:
1) for designing a workplace;
2) to find the employees needed by the organization;
3) for objective selection of employees;
4) to carry out a formal assessment of the activities performed by the employee (the work done by him);
5) for qualification training and retraining of personnel;
6) to organize the career of employees;
7) in connection with material and moral incentives for personnel;
8) in connection with the task of ensuring occupational safety.

METHODS AND PROCEDURES FOR IMPLEMENTING AWP
To implement automated work, you must first make general analysis the entire organization and the activities that take place in it to achieve its main goals. This analysis is carried out using two models (schemes): organizational and procedural.

Organizational chart. An organizational chart shows the relationships between various structural units within an organization. With its help, formal connections and interactions are clearly demonstrated. This greatly facilitates the formation of a general idea of organizational structure of a particular company as a whole (see diagram 7.1).

Process diagram. In contrast to the organizational process diagram, it shows how various tasks and activities in the organization are interconnected. If the organizational chart gives an idea of ​​the structure of the organization, then using the process chart you can make detailed analysis specific types of activities in it (see diagram 7.2).

Methods for collecting information necessary for automated workplaces. There are four methods for collecting the data needed for workplace analysis. These are observation, interview, questionnaire and diary keeping.

Based on these four methods, it is possible to collect all the necessary information for what we call a workplace baseline.

Observation, i.e. direct recording of events, has some advantages over other methods. Firstly, information is recorded by the observer regardless of the subjective desires of outsiders; secondly, events are recorded at the moment of their occurrence; thirdly, only objective facts can be recorded, and not facts of consciousness. Observation is scientific method and differs from ordinary analysis in that it is subordinated to a specific research goal and research objectives; planned according to a predetermined procedure; all observation results are recorded. This method is used only when analyzing standard and simple problems with a short cycle.

Observation is practically not used in the study of highly skilled activities, such as scientific research.

An interview is a focused conversation, the purpose of which is to obtain answers to questions provided for in the research program. During the interview process, the researcher must take into account the following requirements: 1) create an atmosphere of sincerity during the conversation; 2) pose questions in such a way as to obtain reliable answers; 3) keep an accurate record of answers.

In practice this is the most commonly used method; it is usually used in combination with observation. But it leads to subjective errors and inaccuracies when collecting information. In order to reduce the number of errors to a minimum, it is necessary to explain to the interviewees to a minimum extent what data needs to be obtained.

Questionnaire. This is one of the most common methods for workstations, which allows for relatively short term collect all the necessary information. Questionnaire questions are usually classified on the following basis. Firstly, according to their content, they are conventionally divided into two groups: questions about activities, facts in the past and present, and questions about the opinions, assessments, and motives of respondents (interviewees). Secondly, according to their form, they are divided into “open”, when the answer can be given in any form as the respondent wishes, without any regulations; and “closed”, if its wording contains options for possible answers (alternatives), the respondent must choose one of them.

The questionnaire is filled out by the respondent independently, so its questions should be extremely clear to respondents. Typically, the composition of a questionnaire is characterized by the following sequence of semantic sections: 1) introductory part; 2) main part 3) passport - objective data about the personality of the respondent (gender, age, profession, etc.). Sometimes the passport is placed at the beginning of the application form. The main part, as a rule, should not contain many questions. They should be short and clear in the questionnaire, preferably “closed”. Questioning practice shows that for most categories of respondents, the questionnaire should be designed so that the respondent does not spend more than 15-25 minutes reading and filling it out.

As an example, we present the following questionnaire.
A sample questionnaire for conducting a workplace analysis.

Diary. Regular journaling is a method that is used in workplace analysis when we are dealing with complex species activities that are difficult to observe and describe (scientists, experts, senior managers).

To analyze a workplace, all four of the above methods can be used in combination, or in various combinations. Based on the collected information (using the above methods), specialists design a workplace (WDP).

The basis of any enterprise (organization) is a certain number of jobs (production processes) and the necessary operations performed by employees. All of these processes and activities must be aligned, coordinated and directly linked to the objectives of the enterprise as a whole if it is to succeed. Therefore, the study of jobs, processes and operations is an essential part of the personnel management system.

Stages of workplace analysis. Workplace (process) analysis provides answers to the following questions:

How long does it take to complete basic production operations?

What production operations can be grouped into a more general concept of a workplace (process)?

How to organize the workplace in such a way as to increase worker productivity?

What mode of operation is appropriate for this workplace?

What personal characteristics should a worker, if possible, have to perform this production operation?

How can the information obtained from a workplace analysis be used to create an enterprise HR program?

Job analysis consists of several stages, shown in the figure. It is assumed that the workplace analysis is carried out at an already existing enterprise.

Stage 1 analysis is very important because it gives big picture the organization as a whole. Here the place of each work process in a given organization is considered. At the end of the 1st stage, final tables on the structure of the organization and workflow diagrams are compiled. In Stage 2, the analyst must decide how the analysis and workflow design information will be used. Since the analysis of all work stations of a process requires a long time and considerable material costs, you should choose some typical sample. At the 3rd stage, the main attention is paid to the selection of those jobs that will be specifically analyzed.

At the 4th stage using certain methods collect the necessary characteristics of the workplace, identify appropriate operating modes and qualities required by the corresponding performer. The information obtained at this stage is then used at the 5th stage when describing the workplace. At the 6th stage, a workplace (process) specification is developed.

The data collected at stages 1-b is then used at stage 7 - to design the workflow. Work process design refers to the choice of rational composition of work elements, responsibilities and tasks of the employee, so that the employee achieves best results and he himself received a feeling of satisfaction. At the 7th stage, project options are carefully evaluated and analyzed, identifying and eliminating their shortcomings.

Job analysis is closely related to the development of personnel management programs and is used in the following areas:

1) preparation of a description of the workplace (in full it includes summary the essence of the work process, the employee’s duties and the degree of his responsibility, as well as some information about working conditions);

2) workflow specification. The specifications indicate personal characteristics employees necessary to perform this process;

H) workplace design. The information obtained as a result of the analysis is used to develop or modify the structure of the elements, responsibilities and tasks associated with a given job position;

4) selection of employees and their hiring: analytical information is taken into account when selecting employees for a certain position. The analysis helps to select applicants who will work with maximum efficiency and feel comfortable in this job;

5) assessment of labor productivity. Compare actual and planned labor productivity. Work process analysis is used to calculate acceptable, ethical levels of work performance for a particular workplace;

b) training and improvement of qualifications. The information obtained as a result of workflow analysis is used to develop and implement training programs and improve qualifications. A job description helps identify the skills and abilities required to perform a given process;

7) career planning and promotion. The movement of workers from one position to another, from one operation or process to another receives a clear and detailed information basis;

8) wages. Wages are usually directly linked to skills, abilities, working conditions, health risks, etc. Job analysis provides a baseline for comparing and paying workers accordingly;

9) labor safety. Work process safety depends on correct location workplaces, compliance with certain standards, equipment and other conditions. What is inherent in this work process, and what kind of workers are needed to complete it? This and similar information can be obtained through job analysis.

Selection of analysis methods. Conducting reliable job analysis is the job of well-trained professionals.

The person conducting the analysis must understand people, work process, and have an understanding of the overall organizational structure of the enterprise. It is also important for him to understand the nature of the connections between personnel management procedures and the overall structure of the organization.

The workflow analyst must select the most appropriate methods for this purpose. The basis for the selection is a preliminary review of the organization and the relationship of individual services, departments and jobs.

These connections are clearly visible in the structural diagram, which indicates the functions of employees performing individual duties (Fig. 2). With the help of such diagrams, the analyst gets an overall picture of what divisions exist in the organization, what their hierarchy is and how the connection between them is carried out.

An addition to this diagram is a set of interaction diagrams for individual workplaces. Such diagrams are more detailed and more accurate. They show connections between jobs (processes).

To obtain the information necessary for workflow analysis, four methods are used:

Observation;

Interview (interview);

List of employee responsibilities.

In any of these methods, data is first collected about the workplace, and then the process itself is studied, which is done by looking at the work tasks performed by the person concerned. This type of analysis is called “workplace-oriented analysis.” The analysis can be focused on operating modes, actions that need to be performed by a worker in a given process (for example, calculations on a computer, negotiations, etc.). This type of analysis is called “workflow-oriented analysis.”

The source of basic information for analysis can be questionnaires such as “Information Standard for Workplace Analysis”. The questionnaire is filled out by employees employed at this workplace.

The direct observation method is used in cases where the work process requires manual, standardized labor or when it is short-lived. Examples of such processes include the actions of a worker on an assembly line at a car factory, the work of a clerk compiling a file cabinet at an insurance company, or the work of a warehouse employee compiling an inventory of items. The analyst studies the actions of one of several workers performing a given process. The direct observation method is not very suitable in cases where the work process involves mental activity (the work of a researcher, editor or mathematician). To use the direct observation method, the analyst must be trained to observe the actions of those performing the work process. This type of observation should be carried out as discreetly as possible so as not to interfere with the work process.

The interview method is more often used to obtain the information necessary to analyze the work process. It gives the analyst and the worker an opportunity to talk to each other. During the conversation, the employee can also ask the analyst various questions: thus, the analyst explains to the employee how the information received will be used. The interview can be conducted with one employee, a group, or with a supervisor who has information about the work process. Usually used standard set questions, allowing you to compare answers.

The vulnerability of the method is that the information may be inaccurate. For example, if an employee learns that information obtained during an interview will be used to establish wages, he gives it distorted. Therefore, successive interviews with more than one person (the employee and his supervisor), careful planning of the conversation and the correct selection of questions, as well as establishing good contact with the employee, are extremely important. This takes a lot of time, but improves the quality and reliability of the information received. The information obtained during the interview is further supplemented with observational data and questionnaires.

The use of questionnaires is a method that requires the least financial expenditure. This is enough effective method receiving large quantity information in a short period of time.

The questionnaire “Information standard for workplace analysis” is standard. It includes questions about the workplace and process, its requirements, working conditions and equipment. A less standard approach is to ask workers to talk about their jobs. This freer approach gives workers the opportunity to express own ideas and describe the workflow in your own words.

The appropriateness of using standard questionnaires is a constant source of controversy. In principle, there is no ideal standard for a questionnaire.

Any of the four methods listed above can be used in various combinations, or all at once to obtain comprehensive information about the workflow. Workflow analysts very often use a special, quantitative method of analysis that incorporates features from all four conventional methods.

Special quantitative methods of analysis. These four methods provide the basis for a number of more complex quantitative approaches that provide information about what kind of duties a worker performs and what skills and knowledge they need to perform a given work process. The three most common quantitative methods are functional work process analysis, job surveys, and administrative surveys.

Functional analysis of the work process is a method used to characterize the essence of the work process, describe the work process and obtain the data necessary to describe the requirements for workers.

The advantage of the method is that the work process receives quantitative estimates. In this way, all work processes can be classified, for example, to determine the level of an employee's salary.

When using the job survey method to quantification positions, a standard questionnaire is used. The job researcher decides which of the items on the questionnaire are important to the performance of the particular job being considered.

Also used computer programs quantitative assessment of job positions. In this case, seven parameters are usually used:

The nature of the decisions made;

Relationships;

Responsibility;

Need for work skills and training;

Availability and nature of manual labor costs;

Use of equipment and Vehicle;

Data processing.

From these estimates one can obtain short description workplace (position) and compare different processes.

The advantage of the method can be considered that it is tested, the disadvantage is that it takes a lot of time and labor. Moreover, since this method does not describe special, specific actions inherent in a given workplace, the characteristics of completely different positions can look almost the same (for example, the positions of a policeman and a housewife look “similar”, since both are “related to troubleshooting and resolving crisis situations”). The questionnaire method provides only the most general picture of a work position.

Thus, the analysis allows us to obtain data on job requirements, which are then used to describe the job (i.e., describe duties, rights, responsibilities) and draw up a personal specification (i.e., requirements for the employee).
Job analysis can have two aspects:

1. task-oriented analysis - to determine duties, responsibilities, methods of performing work, etc.;
2. employee-oriented analysis - to determine the characteristics of employee behavior required to successfully perform the job.

• preparing a job description (contains a brief summary of the essence of the work or management process, the degree of its responsibility, working conditions, etc.);
• drawing up a personal specification indicating personal qualities employee;
• selection of employees and hiring them: analytical information is taken into account when selecting employees for a specific position;
• employee performance assessments;
• training and advanced training through the development and implementation of training programs. Job analysis helps to establish the knowledge, skills and abilities required to perform a process in a given workplace;
• career planning and career advancement, taking into account the employee’s achievement of high results;
• remuneration, since it must be directly linked to skills, abilities, working conditions, health risks, etc.;
• ensuring occupational safety, since it depends on the correct location of workplaces, equipment, compliance with certain standards and other conditions.

The parameters of the work include: its scale, complexity and relationships (connections). The job description is written based on the information collected during the job analysis. The job description includes the following typical sections:
a) name of the job (workplace);
b) to whom the employee reports;
c) for whom the employee is directly responsible;
G) common goal work;
e) main areas of activity and tasks (their number is limited to six main tasks that characterize key aspects of the work and reflect the employee’s actions using verbs: answers, checks, compiles, etc. If possible, tasks should be defined in specific parameters, such as such as cost, output, time, speed, consumption, etc.);
f) working conditions and working environment - temperature, lighting, harmful effects and others;
g) working relationships, i.e. the most significant contacts of this job (workplace) with others both inside and outside the organization;
h) indicators of responsibility (for subordinates, work results, etc.).
Job descriptions can and should be used to benefit the entire organization and the employee. They are used by the organization to determine the tasks of an individual performer; studying labor productivity; creating employee specifications, revising the organization's structure; determining the category of work (its hierarchy); organizing optimal education, training and advanced training of personnel; determining the unsuitability of the performer and, if necessary, his dismissal, arguing in court in the event of a labor conflict.
The descriptions give the employee knowledge of what is expected of him and by what criteria his activities will be assessed; the opportunity to take part in determining work standards (criteria) and solving problems related to his work activity.
The work parameters are determined based on its analysis. The scale of the work is directly related to its content and represents the number of tasks or operations that the employee responsible for this work must perform.
The complexity of the work is predominantly qualitative in nature. It reflects the degree of independence in decision-making and the degree of mastery of the labor process. Work relationships mean the establishment of interpersonal connections between performers of work and other employees, both regarding the work itself and in connection with other types of work in the organization. Regarding
Work assignments are a “bridge” to the formation of the structure of the organization, the main primary element of which is “position”. The basis for compiling for each position job description is an analysis and description of the work for this position.
It is believed that responsibility for drawing up a job description (workplace) should lie with the performer of the work and his immediate superior. There are two approaches here:

• The best approach is when the performer prepares a draft description of his work, discusses and agrees on it with his immediate superior. The project should then be reviewed and approved by the next level supervisor to ensure consistency with broader objectives;
• when the performer of the work cannot prepare a draft description without help, the draft is drawn up and agreed upon jointly by the performer and his immediate supervisor, then approved by the next level manager.

For employees, the workplace is considered in unity with the position.
The set of jobs and operations performed by employees, which must be agreed upon, coordinated and linked, is the basis for organizing the company’s activities.
The workplace, along with the socio-economic aspect, includes organizational, technical and spatial aspects. The tasks (work) that must be performed at a particular workplace are defined quantitatively and qualitatively in the description of the workplace.
Definition
Job description - comprehensive information about the requirements, workload and content of work at the workplace. It is used in the selection, selection and hiring of personnel, during the certification of jobs and workers.
The description of the workplace includes typical sections: name of the workplace; workplace classification group; number of employees in the workplace; characteristics of its management bodies; subordination to the governing body; scheme for filling positions in the workplace; content of work at the workplace (main job functions); specifications workplace (contents, means and organization of work); requirements for employee qualifications (level of education, professional education, professional experience); physical requirements (muscle load, posture, visual acuity, hearing, influence environment); requirements mental nature(monotony of work, ability to regulate, willingness to cooperate, presence of a collectivist spirit).

The workplace is the primary link in the production process in creation material assets. The workplace organization system is rightfully considered an indicator of the organization of the entire enterprise, since it characterizes the quality and coherence of the work of all services of the enterprise.

Workplace components:

technical, organizational and economic tasks related to the design of workplaces, their certification, technology development, labor organization, operational production planning;

tasks of planning labor resources and capital investments.

In the tasks of the first group, the workplace is considered as an area of ​​labor activity of one worker or unit (team), as part of the production space. For the tasks of the second group, the workplace must be considered from the point of view of the provision of production with labor or the population with work.

In the labor resource aspect, a workplace is the sphere of application of labor of one employee of appropriate qualifications or a set of functions that he must perform.

Workplace analysis is the differentiation of a workplace, on the one hand, through the activities that are performed in it, and on the other hand, through the requirements in relation to education, experience and responsibility necessary for the successful performance of activities at this place.

Workplace analysis consists of two parts:

1) description of the workplace - listing the types of activities (tasks, working conditions, equipment and materials that are used at this workplace); 2) workplace specifications - listing the necessary requirements for experience, qualifications and successful completion of the task (performing work) at a given workplace. Important role In workplace analysis, workplace design plays a role, as well as tasks related to workplace design to improve the quality of the working environment and working life.

A workplace analysis is carried out to subsequently solve many important organizational and personnel problems:

1) for designing a workplace;

to find the employees needed by the organization;

for objective selection of employees;

to carry out a formal assessment of the activities performed by the employee (the work done);

for qualification training and retraining of personnel;

to organize employee careers;

for material and moral stimulation of personnel;

to ensure occupational safety in the workplace.

Any workplace in an enterprise must the best way meet its purpose and ensure that basic and auxiliary work is performed with the least labor costs.

The organization of labor in the workplace is determined by the following factors: division and cooperation of labor; improving the organization and maintenance of workplaces; rationalization of techniques and methods of work; creation of favorable working conditions; advanced training of personnel; improving standardization and labor incentives; nurturing a conscious creative attitude to work.

games imposed on him from the outside; at what speed does it work; how often does one seek help? whether he is trying to learn something new for himself; Does he learn quickly, etc.?

D. Often, even with unreliable testing data, such indirect information provides a lot of valuable information or at least food for thought. If the candidate fills the proposed vacancy, it becomes clear what you should pay special attention to during probationary period.

Types of tests.

Intelligence tests are designed to determine the level of intelligence and education of a candidate. Both general intelligence tests and special ones aimed at various types of intelligence can be used.

Tests for attention and memory can be included in an intelligence test or given separately if these skills are professionally important. Can be tested different kinds memory, measure its volume and memorization productivity

Personality tests are designed to identify personality traits and character traits. The set of identified qualities depends on theoretical concept, which forms the basis of the test. As a rule, they describe a person’s behavioral characteristics, his social skills, his ability to adapt, and much more.

Tests interpersonal relationships identify the style of communication with people, conflict tolerance, the ability to make compromises, come to the aid of others, communication skills in various situations. Conflict tests, as a rule, are given special attention because difficult relationships in a team can take up to 100% of working time, which the employer, of course, is not interested in. This also includes tests to identify management or leadership style.

name, address, social status etc.) related to past jobs, education, hobbies. There are often questions aimed at determining the level of self-esteem and attitude towards various phenomena of social life.

The next stage is an interview, more or less structured and formalized. Its results can be obtained either orally or in written form.

Only when positive result of all previous stages, the applicant is invited to go through the testing stage. Testing can be psychological, professional, psychophysiological, intellectual. In each specific case, a special testing program is developed - the so-called test battery, corresponding to the request of a given vacancy. Testing can be carried out on one day or several days, individually or with a group. It is important that the battery of CO tests is correctly formed and that the test measures exactly those qualities that are important for a particular position.

Finally, final stage- checking recommendations. Practice shows that by talking with the previous manager, with the candidate’s colleagues, you can not only find out some information about him, but also get interesting information regarding what this person is strong at, what problems he may have, what he is good at, what he is not so good at. When comparing this with the results of research and interviews, the picture becomes almost complete and clear.

Activities for selecting a specialist end with a decision on recommending certain candidates for work and introducing the applicant to the employer.