Job profile: technology for effective creation

Sooner or later, each manager or HR manager faces the question of filling a vacant position. Finding a good specialist is not an easy task. To this end, managers often create job profiles that help navigate the requirements for the applicant.

Definition of the concept

Job profiles are a set of professional and personal competencies that a job applicant must meet. At the moment, there is no formalized description of the characteristics that a representative of a particular profession should have, and therefore managers draw up these documents independently.

We can say that the profile of the position is a kind of benchmark according to which the employee must perform his duties. The description should be detailed, and most importantly, realistic. The document must display the following main items:

the place and importance of the position in the organizational structure of a particular enterprise;
functional duties to be performed by an employee accepted for this position;
a profile that lists the main competencies that an applicant for the position should have;
personal qualities that are necessary to perform certain duties;
the minimum list of requirements that the organization puts forward to its employees.

Thus, it can be said that job profiles represent a set of characteristics that an employee must meet. This is a specific standard that describes the responsibilities, qualifications and personal parameters of the applicant.

Why do you need job profiles

Personnel managers regularly face the question of closing one or another vacant position. Without compiling an exhaustive job profile, you should not proceed with the direct selection of employees. This document is a kind of hint that is used in the following cases:

selection of candidates for filling vacant positions;
for certification of already working personnel in order to identify the degree of compliance with the post (this also applies to employees who have passed the probationary period);
in order to draw up plans for staff training and professional development;
if you need to form a reserve of personnel for the future;
to plan career and further promotion of employees to senior positions in the organization.

Quite often, the job profile of a candidate for a particular post is confused with a job description. The fundamental difference between these two documents is that the second is drawn up on the basis of legal requirements. A job description is a general document that is drawn up for the profession as a whole, and not for a specific employee of a particular organization. It defines the main responsibilities and the job profile is a document of a local nature that does not have clear requirements for content and structure. The HR manager (or other personnel workers) draws it up based on their own experience or the general practice of the organization.

Professional competence

Each position requires the employee to possess certain competencies. These are qualification characteristics that are necessary for the performance of certain works. Thus, the competency profile of a position usually includes the following items:

strategic thinking (implies the ability to draw up long-term plans, taking into account possible risks and alternative options);
influence on others (the ability to defend one's point of view, as well as convince others of its correctness);
problem solving skills (the ability to adequately respond to non-standard situations and difficulties, as well as quickly find ways out of them);
search for information (choice and ability to find and use relevant sources);
ability to work with clients and contractors (taking into account interests, understanding psychology, meeting wishes and needs);
flexibility (prompt response and decision-making in accordance with the changing situation);
focus on quality (knowledge and fulfillment of all requirements and norms, as well as the desire for continuous improvement).

Depending on the position in question, the list of competencies can be expanded or narrowed. The professional profile of the position contains not only requirements, but also their degree of expression (basic, high, maximum). This indicator can be determined based on the results of an interview or through special psychological tests.

How is it composed

Job profiling is a laborious process. The need for it is due to the fact that this document allows you to determine the parameters that a valuable employee should have. Having correctly formulated the profile, personnel officers greatly facilitate the process of finding and recruiting new employees. When drawing up a document, you should be guided by a number of recommendations and rules:

The title of the position should be short and clearly reflect its essence. It is also worth making short description, which will contain a list of the main duties of the employee. It can be presented as a list of tasks. This will be the basis of the job profile.
The list of basic information about the position should include not only the order of work, but also the amount of salary, which will be one of the key points in the interview. It is also worth describing the hierarchy of subordination, as well as an approximate list of persons with whom the new employee will have to interact.
To perform official duties, you need to possess a set of certain competencies. This list should not be too extensive (no more than 10 items). It can be compiled on the basis of personal experience, theoretical research, observations of employees, as well as a sociological survey. You can divide competencies into several groups (for example, specific and corporate).

The profile should be short and concise at the same time. This will allow you to get comprehensive information without spending too much time processing it.

The main stages of creation

The development of a job profile includes several sequential stages:

At the first stage of drawing up a document, you should carefully study job descriptions, as well as all the information regarding the specifics of the enterprise. You can conduct interviews with employees or using uniform forms.
Next, the circle of persons who will be directly involved in the work is determined. Most often, this issue is dealt with by specialists from the personnel department. However, it is also important to involve the heads of other services for whom the profiles are being drawn up. The work can be carried out jointly or separately with the subsequent consolidation of the results obtained into the final working document.
The third stage involves learning organizational structure enterprises in order to determine the place of a particular position in it. Subordinates should be identified, as well as immediate superiors, to whom the new employee will report.
Next is produced detailed description functional responsibilities that correspond to a particular position. The basis is taken not only by regulatory legal acts, but also by personal experience work at a specific enterprise.
At the fifth stage, the human resources manager (or other specialist who is involved in the compilation of the profile) must determine the list of knowledge and skills that will be required to perform the job duties. It is about professional competencies.
Having decided on the competencies, it is important to distribute them according to the degree of importance, as well as the level at which the specialist should possess them. This will facilitate the selection procedure.
Further, the members of the working group must determine what personal characteristics the applicant should have for filling the vacant position. Sometimes character traits are even more important than professional competence, because the latter can be worked out, and the former can become a serious obstacle in the work process.
At the eighth stage, it is necessary to determine General requirements to the employee. Usually this is gender, age, educational level or work experience, etc. It should be noted that the first two signs are not always appropriate to use, because the legislation can interpret them as discrimination.
The last stage involves the definition of criteria according to which the employee's performance will be determined. They can be applied during probationary period or to periodically assess the quality of work of existing workers.

It should be noted that this algorithm is not mandatory for all organizations. Depending on the size of the enterprise, as well as the specifics of its organizational structure, some stages may be missed, and additional ones may be introduced.

Sample compilation

At the moment, there is no uniform form according to which the profile of job requirements would be drawn up. And for the professions themselves, each enterprise may have specific requirements. Nevertheless, HR managers have already developed a certain practice according to which a job profile is drawn up. A sample might look like this:

job title, according to the staffing table;
a short description (what the employee should do);
essential conditions (work schedule, level of remuneration, etc.);
requirements put forward to the applicant for the position (level of education, work experience in a particular field, certain special skills);
extended list of job responsibilities;
corporate competencies that a potential employee of a particular organization should have;
psychological tests and other methods for assessing the suitability of an employee to a particular position.

This is a rough template. Most often, this is the structure of the job profile. The sample can be expanded or narrowed, depending on the structure of the organization. Also, additional parameters can be entered for specific positions.

Human Resources Manager Job Profile

The HR manager is one of the most responsible positions in the enterprise, because it is on this employee that depends qualitative composition workers. Therefore, special requirements are imposed on personnel officers, which are reflected in such a document as the profile of the position. A sample can be as follows:

skills in working with people (a personnel manager must have communication and dispute resolution skills);
quick involvement should not be indifferent, he should have an interest in solving certain issues);
taking initiative in matters related to improving the structure and quality of personnel;
openness to communication (this quality is necessary due to the specific characteristics of the position);
enthusiasm in solving current issues;
a positive mood that will be transmitted to all other members of the team;
the ability to conduct a conversation (it is the manager who is assigned the leading role in the conversation with potential and real employees);
leadership skills;
skills public speaking(for presenting reports and reports to senior management, as well as conducting seminars for subordinates);
for making creative decisions in emergency situations;
oratorical skills, persuasiveness of statements;
speed of thinking and quickness in action;
the ability to adapt to changing conditions (as well as providing assistance to newly hired employees);
lack of fear of risk (this characteristic should be moderately pronounced);
independence in decision making;
the ability to experiment and find new ones;
a sense of humor that helps to negate stressful and stressful situations.

The profile of the position of a manager responsible for recruiting must be drawn up with particular care, because this position is one of the key positions in any enterprise. A person applying for this position must fully meet the requirements, because it is on his shoulders that the responsibility for the formation of the staff will fall.

Requirements for a sales manager

Quite often you can find such a vacancy as a sales manager. Despite the fact that many young people begin their career advancement with such work, already at this stage quite serious requirements are imposed on applicants. A typical sales manager position profile looks like this:

readiness for constant communication with a wide range of people (suppliers, customers, buyers, and so on);
the ability to quickly make decisions based on the results of negotiations with counterparties;
the ability to maintain an optimistic mood in a conversation, as well as create an atmosphere of trust;
creativity of thinking (important in product presentation);
the ability to rationally organize your time (since work involves many daily meetings and negotiations);
diplomatic tone in dealing with contractors and clients;
emotional balance, the ability to remain calm in stressful situations, as well as quickly find a way out of conflicts;
ability to find mutual language with different types personalities;
loyalty to the product being sold.

It is worth noting that this is a very rough job profile. The example can be expanded or shortened according to the needs of a particular organization.

Basic approaches to job profile

The development of a job profile can be carried out in accordance with two main approaches:

A situational approach implies that the document is drawn up on an emergency basis, when it is necessary to urgently close a vacant position. Since the time is very limited, the document is drawn up very roughly, indicating only the most basic requirements for a potential employee. In the future, this blank can serve to form a full-fledged profile.
The methodological approach implies thorough work, according to the results of which clear features of the position, the necessary competencies, personal qualities, functional areas responsibility. It will contain all the comprehensive information, and therefore will be considered a working document in the search and selection of personnel. As the organization undergoes any reforms, the profile will also undergo changes.

conclusions

It is worth noting that for successful recruitment, it is important that a job profile is drawn up at the enterprise. It is rather difficult to give an example of a unified document, since this issue is not regulated by legislation, but remains at the discretion of the heads of the enterprise.

The profile is one of the main tools used in the selection of candidates for a particular vacant position. In addition, in accordance with this document, a periodic certification of personnel or an audit based on the results may be carried out. Depending on the results of the study, directions for raising the level of qualifications may be identified.

When compiling a profile, one of two approaches can be used. Situational takes place when it is necessary to urgently close a vacancy. In this case, the description of the position can be drawn up very approximately, indicating only the main characteristics. If we talk about a methodological approach, then a thorough detailed document is being developed, which is constantly used in the practice of recruiting personnel.

A typical job profile development process involves several successive steps. To begin with, the features of the profession are studied, as well as the requirements for it put forward by regulatory legal acts. It is also necessary to form a group of competent specialists who will take part in the preparation of documents. The profile is drawn up taking into account the organizational structure of the enterprise, and therefore it must also be carefully studied. The main part of the document is a description of the job description of a potential employee, as well as requirements for competencies. It is also worth paying attention to personal qualities (sociability, stress resistance, and so on).

This method is convenient to use for compiling a profile separately of the macroenvironment, the immediate environment and the internal environment. Using the method of compiling an environmental profile, it is possible to assess the relative importance for the organization of individual environmental factors. The method for compiling an environment profile is as follows. In the table of the profile of the environment (Table 1), individual factors of the environment are written out. Each of the factors is assessed in an expert way:

- importance for the industry on a scale: 3 - high, 2 - moderate, 1 - weak;

- influence on the organization on a scale: 3 - strong, 2 - moderate, 1 - weak, 0 - no influence;

- direction of influence on a scale: 1 - positive, 2 - moderate, 3 - negative.

Table 5. Profile of the organization's environment

Further, all three expert assessments are multiplied and an integral assessment is obtained, showing the degree of importance of the factor for the organization. Based on this assessment, management can conclude which of the environmental factors have relatively more essential for their organization.

Strengths are especially important for the strategic perspective of the company, as they are the cornerstones of the strategy and should be based on the achievement of competitive advantages. In the same time good strategy requires intervention in weaknesses.

A SWOT analysis helps answer the following questions:

1. Is the company using internal strengths or distinctive advantages in its strategy? If the company does not have distinctive advantages, which of its potential strengths might it become?

2. Are the weaknesses of the company its vulnerabilities in competition and / or do they prevent the opportunity to take advantage of certain favorable circumstances? What weaknesses need to be corrected?

3. What favorable circumstances give the company a real chance of success in using its skills and access to resources?

4. What threats should a manager be most concerned about and what strategic actions should he take to defend well?

Analysis of the uncertainty of the organizational environment.

To remain profitable, organizations must confront the uncertainty of the environment. Uncertainty means that often decisions have to be made without sufficient information about environmental factors, and it is difficult for decision-makers to predict external changes.

The uncertainty of the environment increases the likelihood of the risks of failure of the organization's strategy and makes it difficult to calculate the costs associated with alternative strategic directions... The conditions in which organizations operate are not the same, so they correspond different levels uncertainties that can be classified based on an analysis of two characteristics:

- the degree of simplicity or complexity of the situation;

- the degree of stability or instability (dynamism) of events.

The uncertainty of the external situation increases with the increase in dynamism or with the complication of its conditions. The degree of dynamism of the external environment is determined by the rate and frequency of changes (Fig. 1).

"Simple-complex" has to do with the number and dissimilarity of external elements associated with the activities of the organization: in a complex external environment, many different external elements interact that affect the organization.

Complexity can arise from differences in the elements of the external environment faced by the organization (for example, an international organization operating in many countries), as well as the result of the amount of knowledge necessary to cope with the impact of the environment (for example, a requirement for an aerospace company) ...

Figure 1 - Matrix for assessing the uncertainty of the external environment

Measurement of the uncertainty of the external environment according to the principle "Stable-unstable". This characteristic has to do with the rate of change in the external environment... Organizations can act where changes in one or many factors occur slowly or very quickly. For example, computer manufacturing companies operate in highly volatile or dynamic environments, while many municipalities (e.g. general education schools or cleaning services) operate in a stable environment.

State " complex-stable external environment»Represents a somewhat higher level of uncertainty. During external audit, it is necessary to take into account a large number of factors, analyze and assess their impact on the efficiency of the organization (the activities of universities, electrical equipment manufacturing companies, insurance companies are carried out in such a complex stable environment).

State Simple-unstable... In such an external environment, there is a further increase in the level of uncertainty. Although an organization may have only a few external factors of influence, their changes are difficult to predict and they react unexpectedly to the initiatives of the organization (manufacturers of fashion clothes, personal computers, show business - organizations operating in this sector are faced with constantly changing supply and demand).

State "Complex-unstable"... The highest level of uncertainty arises in a complex, unstable environment. The organization is influenced by a large number of external factors, they often change and react sharply to the initiatives of the organization. When several factors change at the same time, the external environment becomes "Seething" (turbulent)... Such an environment is faced, for example, by electronic firms and airlines. So, in the case of airlines: within just a few recent years they had to counter the growth of regional airlines, deregulation, price war, soaring fuel prices, crowded airports, changing consumer demand, and more. WITH similar situations aerospace corporations, communications companies, pharmaceutical firms, and many others collide.

Simple and stable environment- the easiest for the HR department to work. Forecasting staffing requirements is relatively straightforward as it can be based on past trends. The need to change the methods of labor stimulation and motivation is insignificant due to low levels competition. Sales revenues and profit levels are likely to remain constant, so the payroll remains the same. Routine procedures are applied for the search and selection of personnel.

Complex and stable environment. From a personnel management perspective, this case also poses no major problem. Predicting the need for additional labor is relatively easy due to the high level of stability and rather significant constancy of the labor market. Assessing information is much more difficult due to the significant number of elements involved.

Simple and unstable environment... This case presents more significant problems. Due to the high level of dynamism of the market situation, forecasting the results of work is complicated. The evaluation problems are less significant due to the small number of effective elements.

Difficult and unstable environment. This is the least favorable state of the external environment for the activities of the personnel service. It makes the workforce planning process extremely difficult. Predicting personnel changes is difficult due to the high level of complexity of problems, difficulties in collecting information and the inability to build on past trends. Personnel management and planning is extremely complicated due to cyclical changes in the need for personnel due to market volatility. It is very difficult to evaluate the information due to the large number of variables included. More extensive use of the services of recruiting agencies is likely to be required.

Key strategic tools Evans Vaughan

38. Profile the ideal member

Tool

What does a perfectionist look like in your business?

It may not be your company at all, no matter how much you want it, but some other one. But in any case, it is very instructive to consider what the ideal participant might look like in three to five years.

You have already used Tool 36, backed it up with Tool 37 and decided in which product / market segments you will compete over the next five years. When using this and the following tools, you will determine how actively you are going to compete in these segments during this period.

But first, you need to create an ideal member profile.

How to use this tool

There are three stages in this process (see Figure 38.1).

1. Development of scenarios for the future.

2. Assessment of the key success factors in each segment.

3. Revealing general characteristics.

This tool helps to imagine what this market will be like in the future and what its participants will be. It assumes that you will use it to develop future scenarios and consider the characteristics of the ideal participant in each such scenario (see Tool 44 for more detailed scenario planning). You will then be able to highlight the characteristics common to such participants in all or most of the scenarios. Their combination can become that minimal target group characteristics that you must form in yourself with the help of tool 39.

Rice. 38.1. Profile of the ideal member

Develop scenarios for the future

First, you need to imagine what your future markets will be like. Will they become more competitive? Will consumers have different expectations for them? Will their members need to create new characteristics?

To get answers to such questions, it may be useful for you to resort to some form of brainstorming, to think more creatively and variably about the possible development of events than you have done so far (when using the tools from sections 3-5), how tool 43 will help you. You need to take a broader approach to all that you have been doing before, and activate the work of the right hemisphere of your brain.

Try to create several scenarios of what might happen in your market. Go beyond the most obvious outcomes: you've already dealt with them. Think of the less anticipated options that are still very likely to happen. In a separate group, single out completely non-standard scenarios, whose chances of implementation are the lowest. First of all, deal with those scenarios that can actually happen.

Use the validity test: “Do I have sufficient reason to believe that such and such an outcome could materialize within the next five years? Undoubtedly, this option has less chances of such an outcome than others, and in five years, looking back at today's time, I won’t be surprised how this could have happened? ”

At the end, focus on two to four scenarios. Give each of them a suitable name to stimulate their realization in life.

With Tool 24, you have already assessed the key success factors (hereinafter simply factors) required to meet customer needs. Now you need to consider what factors may be needed to satisfy such requests, which may change in the future for each scenario you choose.

Some factors may become more important, and therefore their weighting factor will increase. For other factors, the opposite may occur.

Some factors may become more important in one scenario and less important in others.

The emergence of completely new factors is possible.

List the old, new and weighted old factors for each scenario. The ideal participant in each such scenario would be the participant with the highest achievable ratings for each factor.

This exercise should be done for each of your brainstorming scenarios (two to four).

Identify common characteristics

The final step in identifying the ideal participant is to identify characteristics that are common to each of the selected scenarios.

Some characteristics are inherent in only one scenario, others - in more than one, and still others are found in all.

Here, you should not forget about your original, most likely, scenario, for which the key success factors were identified using tool 24. These factors, then weighted, remain the most important, as they are likely to manifest themselves. But those that you added or revised later may become just an addition to the previously formed group.

If there are no common characteristics, it does not necessarily follow that the factors highlighted are not important. But it follows that when using the next tool, you can ignore such factors. You simply won't have the time or resources to prepare for every option that might happen. Therefore, the likelihood of their occurrence will have to be taken into account. After all, you need to formulate a strategy and implement it.

If one or two factors are common to most or even all scenarios, they can become target characteristics that should be addressed purposefully.

Thus, you are drawing up a portrait of the ideal participant in your market in a few years. With the help of the following tool, you can gauge the extent to which you yourself are ready to create the characteristics of such an ideal participant.

When to use this tool

Always, but it is optimal to do this when using brainstorming.

When to exercise caution

Don't get carried away or lose touch with reality. For brainstorming sessions to be useful, they must be highly targeted, which is not easy to achieve, as the fantastic options that arise can be very fun. The scenarios you select must have a solid foundation. What is the use of considering the key success factors required for a scenario that has the lowest chance of being in demand, although it is sometimes helpful to think about how your firm could have survived a black swan event (see Tool 87).

From the book Targeted Marketing. New rules for attracting and retaining customers author Brebach Gresh

Designing the Ideal Customer Predicting customer behavior requires the use of advanced predictive analytics. The modeling is preceded by the analysis of information of consumer profiles in order to identify the most important

author Lyamin L.V.

2.3. Changes in the strategic risk profile The most serious negative consequences for a credit institution that implements any FEB and corresponding SEB are associated with the implementation of strategic risk components. This does not in the least contradict the fact that

From the book Applying Electronic Banking Technologies: A Risk Based Approach author Lyamin L.V.

2.4. Changes in the operational risk profile The reasons leading to the emergence of operational risk components in RBS are the most diverse in comparison with other types of banking risks. Possible current and future financial losses depend on them,

From the book Applying Electronic Banking Technologies: A Risk Based Approach author Lyamin L.V.

2.5. Changes in the profile of legal risk An increase in the level of legal risk leads to possible financial losses, as a consequence of possible violations a credit institution of the provisions of regulatory documents that govern banking, and

From the book Applying Electronic Banking Technologies: A Risk Based Approach author Lyamin L.V.

2.6. Changes in the profile of reputational risk Consequences of an increase in reputation risk are possible financial losses caused by the emerging negative public opinion in relation to the credit institution due to its default (violation) of its obligations

the author Ivanova Olga Vladimirovna

1.6. Withdrawal of a participant from a limited liability company 1.6.1. Redemption of the share by the company In accordance with Art. 26 of the Law on Limited Liability Companies, a company participant has the right to leave the company at any time, regardless of the consent of its other participants.

From the book Accounting and taxation of securities and shares the author Ivanova Olga Vladimirovna

1.6.3. Tax consequences of a member's withdrawal from the company Income tax. First, we will state the position of the Ministry of Finance of Russia regarding the determination of the tax base for transactions related to the withdrawal of a participant - legal entity from society, which is as follows.

From the book NATIONAL REPUBLIC the author Gorodnikov Sergey

3. From ideal liberalism to predatory commercial capitalism.

From the book The Founder and His Firm [From the establishment of the LLC to the exit from it] the author

6.1.2. Withdrawal of a participant from the company In accordance with Article 26 of Law No. 14-FZ, a participant in the company has the right to withdraw from it at any time. Consent to this step is not required from other founders or the company itself. As stated in paragraph 26 of Law N 14-ФЗ, the company is obliged to pay

From the book The Founder and His Firm: All Questions [From Creation to Liquidation] the author Anischenko Alexander Vladimirovich

5.1.2. Withdrawal of a participant from a company In accordance with Article 26 of Law No. 14-FZ, a participant in a company has the right to withdraw from it by alienating a share to the company, regardless of the consent of its other participants or the company, if this is provided for by the charter of the company. The right of a member of a society

the author Armstrong Michael

From the book The Practice of Human Resource Management the author Armstrong Michael

EMPLOYEE PROFILING Profiling is a specific aspect of headcount planning to match headcount and workload and ensure that the required number of employees are available to handle

From the book Infobusiness at Full Capacity [Doubling Sales] the author Parabellum Andrey Alekseevich

The image of the ideal client It is necessary to describe the image of the ideal client in as much detail as possible. Call it different from typical, but similar. It should be one psychotype. For example, if a typical client's name is Petr Petrovich, then the ideal one is Semyon Semyonovich; if typical

by Bowman Alice

Moments of the "perfect syllable" Many turning points in our life depend not so much on what we do as on what we say. The ability to express your thoughts correctly can play a decisive role in whether you win a deal or lose a large client, get

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Being the Master of the Perfect Syllable Means Forgetting Apologies The ninth most unfortunate way to start a speech, an apology, is so unfortunate that it deserves a separate section. It amazes me how often speakers begin to crumble into

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Keep Aligning with the Triumvirate of the Ideal Syllable As you develop this new skill of calculating a question by paying attention to the speaker's first phrase, you will find yourself getting better and better at it. Thus, there is more time,

Weak signal analysis

3. Method "SWOT-analysis"

Weak signal analysis

The organization should be guided by not only strong and explicit, but also weak signals about a change in the state of the environment. If only strong signals are considered, the organization will be late in responding to change and as a result may either miss an opportunity or be under threat. with a reaction, but if you make responsible decisions on the basis of only weak signals, then they may be unreasonable. Subsequently, they may not be confirmed, and this can lead to large losses.

The solution to this problem is to make responsible decisions on the basis of an already strong enough signal, but start reacting with the arrival of already weak signals.

As the signal grows stronger, there is a transition from observation to preliminary plans, and then to plans for specific measures.

Measures Signals from the external environment	Observation of the external situation	Determining the relative signal strength	Reducing external strategic vulnerability	Increasing the flexibility of the organization	Development of preparatory plans and implementation of preliminary activities	Development of action plans and their implementation
A threat or new opportunity is recognized
Sources of threat or new opportunity become clear	Action area
The scope of the threat or new opportunity is taking shape



The ways to solve the problem become clear
The results of the planned measures, countermeasures become predictable

Rice. 1. Firm actions in case of weak signals of problems

Environment profiling method

It can be used for an integrated analysis of the organization's environment as a whole or for a more detailed independent analysis of the macroenvironment, contact environment and internal environment. The analysis is carried out differentially for individual environmental factors on the basis of points expert assessments with obtaining then an integrated summary estimate for the entire set of environmental factors (Table 1).

Table 1

Defining an environment profile

3. Method "SWOT-analysis"

One of the main methods of strategic analysis of the environment. Used for setting strategic objectives and choosing a strategy. The initial basis of the analysis is the identification of opportunities and threats in the external environment, and in the internal environment - strong and weaknesses... As opportunities, for example, accelerated market growth or vertical integration can be highlighted, as threats - the emergence of new competitors or increased tax pressure, as strengths - the availability of qualified personnel and efficient technology and the weaknesses are outdated equipment and ineffective marketing. To determine the most relevant opportunities and threats, special matrices can be drawn up, reflecting both the likelihood of the occurrence of the relevant phenomena and the degree of their impact on the organization.

Based on the current opportunities and threats and the most significant strengths and weaknesses of the organization, the “SWOT” matrix is being built. In fig. 7 is an example of constructing a "SWOT" matrix. The matrix establishes a correspondence between specific opportunities-threats, on the one hand, and strengths-weaknesses, on the other hand. Thus, the "SWOT" matrix integrates the factors of the external and internal environment into a single whole.

The most favorable zone is the SIV field. The strengths of the organization contribute to the realization of the opportunities that open up before it. Within the field of "IMS", the strengths of the organization enable it to withstand external threats.

Fields "SLV" and "SLU" assume the correspondence of opportunities and threats with the weaknesses of the organization. The situation on the "SLV" field only emphasizes the difficulty or exclusion of the realization of one or another favorable opportunity, in itself this does not yet indicate serious strategic difficulties for the organization, but it shows what the organization's management needs to work on.

The situation with the situation on the "SLU" field is different. It reflects all the characteristics of the organization that pose the danger of serious losses, degradation and catastrophe for it. For prosperous organizations, the "SLU" field should be blank.

Determination of the factors of the strategic situation is the initial basis of the SWOT analysis. Its central process is the assessment of the interaction between the already identified external and internal factors. Specific forms of assessing such interaction are established depending on which version of the SWOT analysis is used: qualitative or quantitative.

A qualitative version of the SWOT analysis is carried out in the form of correspondences of external and internal factors in the formation of a strategic situation. Based on the current opportunities and threats and the most significant strengths and weaknesses of the organization, the SWOT matrix is built (Fig. 2). The matrix establishes a correspondence between specific opportunities / threats and strengths / weaknesses. Thus, the factors of the external and internal environment of the organization are integrated into a single whole.

Internal factors	External factors
Possibilities	Threats
Accelerating market growth	Enhancing the activities of the Entrepreneurship Development Fund	Tender for the sale of a supplier enterprise	The emergence of new competitors	Growth of tariffs for energy resources
Strengths	SIV	SIOUX
1. Well-known market leader	+	+	´	+	´
	+	´	´	+	+
3. Qualified personnel	+	´	+	+	+
4. Low costs	+	´	´	+	+
	+	´	+	+	+
Weak sides	SLV	SLU
	-	´	´	-	+
7. Ineffective marketing	-	´	´	-	´
8. Narrow specialization	-	´	´	-	´
9. The innovation gap	-	´	-	-	-
Assessment of feasibility of opportunities and surmountability of threats	Not quite realizable	Quite realizable	Not quite realizable	Not quite surmountable	Not quite surmountable

Rice. 2. SWOT Matrix (Qualitative Analysis Version)

However, it should be borne in mind that many situations are very ambiguous. Some factors are not so favorable as to guarantee the realization of an opportunity or to overcome a threat, but also not so unfavorable as to make it impossible. Then the effect of mutual compensation becomes essential: the factors with a greater force of action are able to compensate for the insufficiency of the action of other weaker factors. Obviously, in such a situation, it is advisable to use the quantitative version of the SWOT analysis. This version of SWOT analysis is now beginning to gain acceptance.

Naturally, the analytical arsenal of quantitative SWOT analysis should be expanded. The author has developed an original method of quantitative SWOT analysis. In this technique, in addition to the total integral assessments of the influence over the entire set of internal factors, the sufficiency of each positive factor and the admissibility of each negative factor are also taken into account. At the same time, an assessment of both opportunities / threats and strengths / weaknesses is given taking into account their synergies.

Obviously, there are significant differences in the degree of influence of each of the internal factors on external factors. When interacting with some external factors, strength / weakness will be fully manifested, their influence on other external factors will be significantly reduced, and they will not affect some of the external factors at all. It is also possible to change the direction of influence: change the sign from "plus" to "minus" and from "minus" to "plus".

To assess the impact of an organization's strengths / weaknesses on implementation specific opportunities and overcoming threats, a special coefficient can be used, reflecting the degree of use of their positive or negative potential. This coefficient can be determined expertly on a scale from 0 (the potential of the strong / weak side is not used) to 1.0 (the potential of the strong / weak side is fully used) with a step of 0.1. A special coefficient can also determine the possibility of adjusting the direction of the influence of internal factors. This factor can have two alternative values: +1 if the directivity does not change, and -1 if the directivity is reversed.

Thus, the assessment of the impact of the strengths / weaknesses of the organization on the realization of opportunities and overcoming threats will be determined as follows:

where FI j i- impact assessment j- i- opportunity / threat,

FIs j- assessment of strength / weakness j- th internal factor, taking into account synergy,

Kin j i- coefficient of influence j- the strength / weakness of the organization on i- opportunity / threat,

Ko j i- coefficient of correction of the direction of influence j- the strength / weakness of the organization on i- opportunity / threat.

The calculation of the integral assessment of the impact of the strengths / weaknesses of the organization on the implementation of opportunities and overcoming threats are recorded in the fields of the SWOT matrix (Fig. 3).

Internal factors

External factors

Possibilities

Threats

Characteristic

FIs

Accelerating market growth

Tender for the sale of the supplier enterprise

The emergence of new competitors

Growth of tariffs for energy resources

Kin

Strengths

SIV

SIOUX

1. Well-known market leader

1,0

+2,0

1,0

+2,0

2. Availability of equipment to ensure high precision processing

0,5

+0,5

0,5

+0,5

0,3

+0,3

3. Qualified personnel

0,8

+2,4

0,5

+1,5

0,8

+2,4

0,5

+1,5

4. Low costs

0,2

+0,2

0,8

+0,8

0,8

+0,8

5. Availability of free financial resources

1,0

+3,0

1,0

+3,0

0,7

+2,1

0,6

+1,8

Weak sides

SLV

SLU

6. Lack of high power equipment

-0,5

0,2

-0,1

0,3

-0,15

1.0

-1

+0,5

7. Ineffective marketing

1,0

+1,0

1,0

+1,0

8. Narrow specialization

0,7

+0,7

0,8

+0,8

9. The innovation gap

+1,5

0,8

+1,2

0,2

+0,3

0,8

+1,2

0,5

+0,75

Total

+10,9

+4,8

+10,65

+5,65

The main quantitative result of the SWOT matrix - an integral assessment of the impact of the organization's strengths / weaknesses on the implementation of opportunities and overcoming threats - has positive value... Moreover, for all the external factors under consideration, there is a significant predominance of strength over weakness. Taking into account a similar positive result of assessing the degree of compliance of the strength / weakness of internal factors with the established normative values, it can be concluded that all considered opportunities / threats can be taken as a basis for the formation of appropriate strategic alternatives. However, they all also require the development of certain internal factors. An organization's ability to deliver this development is confirmed by an assessment of the synergy of its strengths / weaknesses. Since all alternatives can be realizable, their priority should be determined by the rank established by the importance of the opportunities / threats. The more significant the external factor of the strategic situation, the more priority the corresponding strategic alternative should be. Thus, the following priority of strategic alternatives can be established.

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

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

To begin with, it's worth figuring out what meaning we mean 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 to him personally and to 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 education or acquired in the process of life. Values are a component of a person's worldview and rarely change during life. Therefore, it is important that they coincided with the values of the company. It will be difficult for an employee to effectively cope with his duties if what he is entrusted with contradicts his beliefs. If the company has defined the 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 must contain approved competencies for each of the four blocks: corporate competencies, managerial competencies, professional competencies, values. Corporate competencies reflect the employee's ability to correlate his interests with the interests of the organization, his performance; managerial competencies are the leadership potential of an employee; professional competence is his knowledge, skills and abilities acquired during his studies and subsequent professional experience; values - life priorities, principles and moral foundations.

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-targeted candidates will 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 will be. strategic plans... Analyze which competencies are most relevant to successful work in each division, based on business processes and functionality, taking into account the prospects and development strategy of the company. The identified competencies must be ranked taking into account the corporate culture. In the profile of the position for candidates to our company, we divide the competencies into 3 groups: "useful", "important", "necessary". Based on them, we determine the ideal candidate profile that suits us. Of course, there are no ideal candidates, which is why we divide competencies according to the degree of importance. The "necessary" group includes the main 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. The main characteristics of candidates in the market should be analyzed, given that each industry has its own characteristics in terms of applicants, and the results should be compared with the needs of the company. Take, for example, a commercial director profile: we understand that knowledge of sales techniques is imperative for this position. But the lack of skills in working with documents is a disadvantage 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 an employee when hiring. For a seller, participation in tenders is a useful skill, this is a specific skill that not everyone has.

- Is the profile of a successful candidate compiled on the basis of an assessment of the existing 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 the working employees. The first competency profiles that we developed and approved in 2011 were created in this way: first we evaluated our employees, understood which competencies were most important to us, and based on them, we created job profiles.

If there was no such position before, we visualize our profile we fill this employee with the competencies that he should have: for specialists, professional competencies are more important, and for managers - managerial qualities, leadership potential.

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 required by the employee for employment, the profile includes competencies that the employee must then acquire in the company. We are conducting an assessment center for these two blocks.

It is important to distinguish between the recruitment application and the competency profile, these are not identical documents. The recruitment application is based on the position profile, and in the competency profile we see an expanded list of required qualities. For example, a competency profile includes a number of knowledge and skills: knowledge of sales techniques, participation in tenders, the basics of economics. They can be combined into one competence - professionalism. The more accurately the recruitment application matches the profile, the easier it is for a recruiter to satisfy the wishes 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 profile of the position, which says: "gender - does not matter", "age - from 27 years to 45 years", "total work experience from 5 years ", appearance is not on the list of criteria ...

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