En Ru
  • +38 (044)
  • 594
  • 30
  • 98
Levandovskaya street 5B of. 21.
Kyiv, 01010, Ukraine
map
14April
2014

The development of the effective employees’ images

HRD-Ukraine, № 4 (247), 2014

Article written by Yevgeniya Khvostova,

Head of Recruitment of NRG Company

Yevgeniya Khvostova, Head of Recruitment of NRG

Yevgeniya Khvostova,        Head of Recruitment of NRG

There are two meanings for the word “effective” in the English language, effective – is someone who achieves results, and efficient – is someone who achieves results while experiencing the least expenses. This means that an effective employee – is someone who is capable of achieving results with maximal feedback while applying the least efforts.

In recruiting, as well as in any other business, the search for a new employee we begin with the preparation of the profile of his key competencies. The fuller and more competent we will make the profile, the more we will eliminate the earmarked potential workers/candidates. It is easier to compile a profile when there is already an example of an effective employee and develop his professional portrait.

Depending on the position that will be discussed in recruitment, whether it would be a researcher, assistant consultant, consultant or senior consultant, one may need different necessary competencies.

For example, a researcher as a new person in the field of recruitment, such characteristics as analytical thinking, information research, orientation on result would be sufficient. If the individual possesses such qualities than the other characteristics can be gained parallel with the development of his experience in the field of recruitment.

Examples of indicators for assessing and determining the competence of “analytical thinking” may be:

 analysis of the situation in order to identify the causes and consequences of the miscalculations;

 identification of the actual problems/difficulties/obstacles in advance;

 planning the stages of the project, analyzing and determining what is necessary for their implementation in advance;

 seeing the consequences of the given project/situation.

The key indicators of the “information search” competence are:

 systematization of collecting information;

 searching for information using the maximum number of sources;

 physical movement for acquiring information in order to see or understand the situation.

Examples of indicators for “result orientation” competence may be:

 setting specific, difficult to achieve goals;

 looking for fast and effective methods of achieving results;

 measuring individual results;

 analysis of your costs;

 search for innovative problem-solving techniques.

If we were to talk about building a career in recruitment, then eventually one would have to develop other additional competencies, such as: building relationships and influence, conceptual thinking, interpersonal understanding, team leadership, self-confidence, and development of subordinates. At the position of a consultant these competencies must be developed on your own or with the help of professional trainers.

For example, a consultant who begins to work independently with the client, must have a well-developed understanding of interpersonal competence. He must be able to understand the needs of other, non-verbal behavior and their feelings, capable to analyze the causes of behavior and other people’s strengths. The availability of this competence will enable the consultant to hear the client, to understand his desires and priorities, and implement the projects as quickly as possible for him (close vacancies).

How can we determine a successful and effective recruiter?

A successful employee accomplishes a large number of projects while losing a minimum number vacancies, on the other hand, an effective recruiter is one who performs the same number of projects in the shortest possible time and with the least amount of effort. These findings should be taken not from the results of one day, but from a specific long period of time. In this case the additional load of the recruiter must be taken into account if there is any.

The assigning of competencies for the employees in recruitment helps the management form an effective team. It provides the employees a better understanding of what they do, what requirements they are asked for from the management and what qualities they must have in order to accomplish the work/projects successfully. In addition, employees have the opportunity to receive feedback, get to know their areas for development in order to become more effective and successful, as well as their overall potential and career prospects within the company.

During the process of creation and implementation of competences it is important to clearly understand that they help to effectively manage the personnel only if used correctly and while applying the rule “do no harm”. For example, the incorrect use of the competences can harm the internal culture/atmosphere of the company and the business in general.

During the creation of a competency model, you need to remember the following rules-tips.

A competence must be:

 easy to understand for all the employees of the company;

 simple in structure and be described in plain language;

 relevant to all the employees who will use it;

 take into account possible changes in the company;

 include indicators of behavior that do not intersect and are not duplicated;

 fair to all candidates/employees who will be assessed by it.

Recruitment as a business is sometimes compared to the army because the methods of increasing efficiency are somehow similar.

For instance:

 strict control and compliance of work discipline;

 on time arrival of employees to the workplace;

 analysis and control of employees work time.

Besides army methods, the following methods are still important:

 the introduction of clear job descriptions for each level;

 financial and non-material motivation of employees;

 the monitoring of the personnel;

 the training and the professional development of employees, improving the quality of their work.

In the process of forming the portrait of an effective employee and competencies a group of experts in the field should be involved. In the perfect case scenario, the participation of consultants and employees outside the company is welcomed who will continue to use these competencies during the process of selecting an effective employee for the team of the agency.

Representatives from the agency may be: the business owner, the director, the HR-manager.

It is important to note that the establishment of an effective employee’s portrait and its correct use will help make your business more successful, efficient and attractive to customers or investors.

 

 


Go to top