How not to buy a pig in a poke, or the Right choice of work
Recruitment issues devoted a lot of work. Armed with specialist recruitment a variety of tools to assess both professional and psychological level of the candidate's suitability for a particular workplace. There are all sorts of psychological tests, tests to determine IQ, case studies, simulated real-life situations, stress interviews, and a survey of references and much more.
The questions as a candidate at the stage of recruitment to choose a decent company. much less attention is paid. This issue is currently unreasonably forgotten. It turns out that the candidate is sufficiently defenseless before the sophisticated staff assessment mechanisms used by the employer.
In some cases, it turns out that the applicant for the vacancies like "wrenched" inside out: find out all of his psychological characteristics, professional experience(positive, negative), the candidate's opinion of his former colleagues etc. and in response to his very specific questions about the structure of the company, its prospects, financial condition sound very vague wording and references to a trade secret. Usually in this situation offer a high level of wages or (and) a solid compensation package that "lulls the vigilance" of the candidate and allows you to close your eyes to the uncertainty of the future of the company. However, always remember that the promised salary is not paid.
In this article an attempt was made to give specific practical recommendations to the candidate how to assess the attractiveness of a company. Foreign experience shows that this issue is no less relevant than the selection and development of personnel. Unfortunately, in our country the rating system of employer's attractiveness is not widely developed yet, and only the most famous companies consider existing systems. These proposals are based on personal experience, as well as on the critically analyzed experience of a number of successful and not very candidates for various positions.
First and foremost, it is recommended to make a list of questions and methodically to obtain the answers. Source of information about the company should serve.
- the recruiter or the person conducting the initial interview
- potential supervisor (immediate and 1-2 link above)
- informal conversation with the employee (preferably the lower or mid-level)
- a conversation with a former employee of the company.
Only on the basis of comparison of data obtained from these sources, you can to obtain a reasonably reliable picture about the state of the company. actual (rather than proposed) working conditions, attitudes towards staff, etc. It is clear that it is rather difficult to find, for example, a former employee of a company or to take out a frank conversation of one of the acting personnel. Nevertheless, if such an opportunity exists, there is a need to use it.
Thus, the candidate must obtain a plausible answer to several questions, and then decide for yourself as far as the answers to them and accordingly the company meet its requirements. It's no secret that besides the salary level there are many factors that can make the work in the company both very attractive and unacceptable for one or another candidate.
Of course, in General, the more information about the company, the more informed the decision taken by the candidate. but this is in the ideal case. In practice, it is difficult to obtain even the necessary minimum information about the company. So, first of all a candidate for a vacant place in a new (for him) company should be interested:
1) For what purposes his take (gonna take) to work?
In the event that there are no clearly formulated objectives and a clearly stated expected result, the candidate risks in his future work to face the problem of not understanding what is wanted from him and, accordingly, will not provide the required result. On the other hand, the vagueness of tasks, the uncertainty of the expected result can serve as a signal that the company's management itself has not yet decided what tasks and how to solve. This is most relevant for young, developing companies. As a consequence, the candidate in the short term may face the fact that the tasks for which he was hired will not be relevant, and he himself - an unnecessary company. In addition, the lack of clear objectives can signal a lack of professional qualifications for a future leader in this field. With all the ensuing consequences.
Of course, for example, the CFO does not have to fully know the work of the accountant for tax accounting, however, the realization that this employee must ensure a reliable calculation of taxes, timely filing of declarations and payment of taxes is necessary. In this case, there is a clear end result. So in other cases, the candidate must be clearly set a task, why it is recruited. Otherwise, mutual misunderstandings or fulfillment of external tasks that do not correspond to the qualification and competence of the candidate are likely.
2) What are the levers, the mechanism of "in hand" candidate for the tasks?
This question includes a list of aspects related to the way in which the desired result must be achieved. If the candidate claims for a leadership position, then the issue of the number of subordinate staff, its qualification, and its sufficiency assessment is topical. If you require a comprehensive solution of issues in the branches, the company or its representative offices, the issue of the subordination of the staff of the branches is very relevant. After all, if a candidate is required to introduce any innovations in the same representative offices or branches, then, at a minimum, these structures should be subordinated to him. Otherwise, the result will either not be achieved, or its achievement will be associated with great difficulties.
3) are There delays in payment of wages?
It is unnecessary to explain that problems with the payment of wages reduce virtually all other advantages to the company. In this case, even small in 2-3 days delay, especially if they are systematic, should cause concern. So, the company has problems with financing, or there is no financial discipline. Both reasons almost equally do not add to the attractiveness of the company.
4) Frequency of change in leadership (top and middle management), the owners and their stake in the company.
In the event that the average turnover of management (regardless of whether the person remained in the company or went to another company) or owners less than 2 years, it is very likely that the company does not have a clear purpose of existence or does not know how to achieve it, and "floats by the will of the waves. " In such a company there may not yet be, for example, problems with financing, but the candidate in such a company is unlikely to be able to realize his ideas and ambitious plans. Simply, his ideas and decisions can come to the wrong place and not to the time, regardless of his qualifications.
Frequent change of management or owners entails frequent change of priorities in the development of the company and the direction that yesterday was one of the main, today can become not strategic. Therefore, the candidate will face a problem when a change in leadership entails a change in priorities and, as a consequence, the direction to which he was invited may become unclaimed. In such a situation, he will either "survive", "poddavlivat" smoothly (the number of his subordinates will be reduced, a number of powers will be removed, he will search for ways and ways to blame him for incompetence, etc.) or they will load unnecessary, secondary tasks, and the specialist will resign himself.
In addition, the frequent change of leadership causes uncertainty about the future of the staff and the most qualified staff (they always have decent offers) ceteris paribus tend to prefer to leave. It is no secret, the more qualified the employee, the more in demand in the labour market. First of all, they leave just such, if they do not see real ways to improve the situation in the company. From the point of view of a candidate for a position, this means that there is a threat to lose the subordinated qualified personnel without having had time to do anything in the company.
5) What the financial results of the company?
Of course, when you are invited to the position of general or financial director and set tasks to ensure the profitability of the company, this issue is not relevant. However, for other items, the presence of a positive financial result is one of the main guarantors of the company's reliability.
6) does the company Have a clearly articulated mission, code of corporate conduct, corporate culture? Are there corporate events? As mentioned above, without clear goals and objectives "ship is adrift" and sooner or later "breaking on the reefs". The presence of corporate parties talks about the company's care for its own staff, corporate culture, certain of the company's interest in maintaining qualified staff. Also this is an indirect signal that the company is going well.
7) What is the organizational structure of the company?
In addition to the general idea of the size of the company and familiarity with the structures with which it is necessary to work together. A certain analysis of the structure of the company makes it possible to get an idea of how clearly the management structure is formed, whether there are no structures duplicating the powers. For example, you can ask how the responsibilities are distributed between the personnel management department and the department of labor and wages within the same organization, etc. The lack of a clear organizational structure, duplication of authority in departments is a strong signal that the company "floats by the will of the waves."
8) Do you plan to reform the company? In the event that the company plans to take measures to reform, restructure, optimize the number, etc., the candidate must receive a clear answer to the question of what will happen to his unit and specifically to him. In any case, the presence of this circumstance is an additional risk for the candidate, but this risk will be doubled if the average shift of the company's management is less than 2 years. In such a situation with such a company should not be contacted. Otherwise, the candidate is at great risk to be at a disadvantage when all arrangements for his future will be canceled by the dismissal of the head.
9) What is the qualification and experience of the supervisor and managers 1.2 managers above? What are their personal qualities?
This information will provide an opportunity to assess how competent the future leader and managers are in the links above. Information about personal qualities will provide an opportunity to determine whether a particular style of leadership is appropriate for a candidate. For example, not all people calmly perceive when they are shouted, especially if such a reaction is a consequence of the mood and is repeated often regardless of the quality of the work performed.
10) What is the speed of decision-making in the company?
In principle, this parameter can be estimated by how quickly the question of hiring is solved, what interviews and tests have to take place. In case the speed is very high, there is a high probability that unreasonable, harsh decisions can be made with all the ensuing negative consequences. In the event that the speed of decision-making is very low, for example, when interviewing and reconciling work takes more than 2-3 months, the company has a high level of bureaucracy.
11) What happened to predecessor?
The answer to this question is needed from different perspectives. For example, the predecessor was fired under the article. In this case, apart from purely professional interest, what he did wrong, there is also a certain risk. A person can sue, win a case and be reinstated in his previous position. Needless to say, the candidate will not be happy with this, even if the predecessor (as it usually happens) immediately resigns at will.
Another option is the predecessor went on maternity leave. In this case, the candidate should be ready for that it is a temporary job. Even if he is promised to be transferred to another place, or some other way to solve the problem, one must be prepared for the unexpected.
12) As kompensiruet work on a day off overtime work, sick pay, etc.?
In addition to the formal response of a staff member, it is highly desirable to know the opinion of ordinary employees. After all, the promise that everything is compensated according to the Labor Code of the Russian Federation, this is not a fact. For example, in a number of organizations, employers who specify an item on irregular working hours in an employment contract believe that the employee must work for free and on a day off. Although the RF Labor Code has a completely unambiguous article on this matter.
13) do you plan to dismissal or transfer to another position of the supervisor and the head is 1-2 level higher?
In this case, the vacancy candidate should be prepared for unexpected unexpected changes in the conditions of his work.
In addition to these basic questions, the answers to which should obtain the candidate when making decisions about employment, there are still a number of points that you need to pay attention. Let us give some examples.
You should think if during the interview you do not reasonable compliments and say, for example, that this place is not for you, you deserve more and for a long time you will not work at this place, we will definitely raise you. In this situation, you can become an unwitting protagonist of some inner intrigue. Accordingly, you are not planning to perform this function, and then, where you plan in the future, you might not like. In general, it should be treated with a high degree of skepticism to all kinds of promises of a future brilliant career. It is necessary to act on the principle: "I consider and agree to the specific conditions that are being offered to me now." Do not agree to the conditions that you currently do not like, for the sake of the promised, even very brilliant, prospects. After all, you still have not shown yourself in this company, and no one knows how things will turn out in the future.
If you are applying for the position, for example, a leading specialist, and you say that you come, but on probation take the specialist of 1 category, it is better to do or just leave as the lead probation. Just in case the employer thinks you are interesting enough for an expert, however, reserves the right during this time to find a more worthy candidate. In this case, it is necessary to insist on appointment on probation.
Certain cautiousness should be the candidate dismissive or even negative reviews about the functions and tasks of the unit where the candidate is being arranged. As a consequence, we can expect that in the future this structure can be called a "non-strategic" direction and reduced.
It should also be advisable not to inform his present employer for dismissal as long as the new job will not resolve all the issues, and your application will not be signed by the Director and forwarded to the personnel office. It is also advisable before making a final decision carefully examine the standard form of the employment contract. which will have to be signed.
It is also important to go on about a potential employer, requiring a rapid dismissal from the previous place of work and an early exit to a new location. If you really need a prospective employer, then 2-3 weeks you can definitely wait on a new place of work. And if not, then why the rush? Never rush in out and weigh. It must be remembered that at the stage of interviews, you can to large extent dictate terms to the employer.
Thus, only having received answers to all questions, from both official and unofficial sources, comparing them, the candidate may take an informed decision the proposed vacancy.
Of course, it is difficult and almost impossible to consider all possible scenarios. However, the answers to these questions and a thorough analysis will allow to minimize possible negative consequences in future.
Mansurov Ruslan Evgenievich,
Candidate of economic Sciences,
Director of Zelenodolsk branch of Institute of Economics, management and law (Kazan)