Clerk - a reliable assistant to the manager

According to experts, the demand for the profession will only grow. HR managers are specialists in company personnel management. They are involved in the selection and hiring of employees, their development and motivation, developing payment and bonus systems and much more. This is an interesting job that involves people.

At the moment, HR managers are actively switching to remote work and freelancing. For example, many recruiters work as private specialists. In this article, you will learn about the pros and cons of the profession, the level of salaries and income in freelancing, prospects for where you can study to become an HR manager, and much more.

Who is an HR manager and what does he do?

HR manager is a generalized name for a group of specialists. Usually we are talking about the so-called “golden five” positions (“golden” - because they are in demand) related to personnel management. Their responsibilities are distributed as follows:

• A recruiter or hunter (from the English HH, head-hunter - “head hunter”) is a specialist in the search, selection and selection of employees.
• HR specialist (in small companies this function is often performed by accountants or secretaries).
• A corporate trainer is a specialist in teaching employees the necessary skills, assessing them and developing them (small companies can engage him periodically or assign this function to experienced employees).
• Manager - a manager who carries out direct, “field” interaction with employees, organizes and controls their work (in a small business, this can be done by the owner or director himself).
• Actually, HR.

In relation to the latter, two approaches have developed in Russia that determine its status and functionality:

• In small and medium-sized companies, HR managers are involved in all areas of activity related to personnel management.
• In large and network organizations, holdings, and corporations, the HR manager is one of the “tops,” that is, top-level managers who may have an entire human resource management department subordinate to them. In this case, the HR manager (personnel director) determines the entire personnel policy of the enterprise.

We have figured out who an HR manager is, now we will tell you in detail what this specialist does and what his responsibilities are at work.

What features should be included in the functionality of the site?

There are basic laws by which any website is built. Accordingly, there is some general functionality that you should not deviate from.

Each guest of the resource should receive information about the company’s activities, its capabilities, services and their costs. Methods of communication to discuss the details of cooperation should be clearly presented. Any visitor, when moving to a website page, evaluates, sometimes subconsciously:

• Design,
• Content,
• structure,
• Available functions.

All this, of course, should not run counter to the interests of the company. If online shopping is possible, there should be a shopping cart and a payment system. Ease of navigation, logic for moving through sections, searching for relevant information - this is something that must be implemented. But it’s important not to overdo it!

The first thing you need to pay attention to is the type of resource. The information portal does not require a shopping cart. An online clothing store is not interested in online food ordering. It will not be possible to implement a catalog with a filter system on the landing page. That is, initially the functionality is related and depends on the type of site.

The second thing that must be taken into account is the specifics of the business and the goals of the site owner. You can convince him as much as you like of the usefulness of the feedback form for instant online consultation. But if the business is young, and there is simply no one to always be at the computer, an online consultant is really not needed. His “silence” will cause dissatisfaction among visitors.

Responsibilities of an HR Manager

• Assessment of staffing needs.
• Search, selection, selection and adaptation of employees.
• Determination of remuneration, motivation and incentive systems.
• Organization of training and development of employees.
• Development of instructions, technological maps, business processes, corporate standards, local acts regulating the activities of personnel.
• Participation in operational management and resolution of current issues.
• Monitoring the work of personnel.
• Certification and evaluation of employees (including “material”, that is, determination of the bonus part of the salary, payment based on KPI).
• Personnel records management, working time tracking (orders, time sheets, schedules, etc.).
• Improving corporate culture and working conditions.
• Analysis of the efficiency of using human resources at the enterprise.

Format of computer technical support services

By default, an outsourcing IT company offers the HelpDesk client system during the maintenance of computers and equipment. Company employees submit applications, and specialists promptly process them after registering in the system. The current status of each request is monitored; it is possible to view archived applications and evaluate them for compliance with the regulations.

More complex problems are solved by technical specialists directly on site - during a personal visit or via remote connection to a server or office PC. The remote work format is optimal for enterprises with a geographically branched structure: a network of offices, retail outlets, beauty salons, medical clinics, etc.

What is the difference between a recruiter and an HR manager?

The recruiter deals only with the search and initial assessment of employees, sometimes with their introduction into work processes and adaptation. This type of position is reserved for organizations with high staff turnover or very large companies (for example, retail chains). A recruiter is also needed at the startup stage, when the core of the team is being formed from scratch.

An HR manager is a specialist who performs all (or most) of the functions related to people management, including the ability to select employees as needed or formulate a search task for an outsourced hunter (for example, for a recruitment agency).

Pros and cons of the profession

Pros:

• Prospects. Experts predict that in Russia the demand for the HR manager profession will grow.
• There are soap professionals on the market, so the demand for competent specialists is high.
• The ability to choose your niche within the “golden five”, flexibly change the direction of your work in accordance with your interests and capabilities.
• Interesting, constantly presenting something new work with people.
• Possibility of remote work (but not in all companies).
• Sometimes you can “enter” this profession without having a specialized education.

Minuses:

• HR managers are susceptible to emotional burnout and professional deformation.
• Constantly playing the role of a “buffer” between the interests of the employer and employees, different groups of employees, staff and clients, the organization and supervisory authorities.
• Multitasking.
• Career dead end in small and medium-sized organizations.
• Average salary. Employers often try to “link” bonuses to KPIs, which HR cannot objectively influence.

Department in the Encyclopedic Dictionary:

Department - (military department) - in Russia 19 - beginning. 20th century administrative-territorial unit, corresponding to a district or county, regions with a Cossack population (Kuban, etc.).

in biology - a taxonomic category (rank) in plant taxonomy. Classes that are close in origin are combined into departments (sometimes first into a subdivision). For example, the classes of dicotyledons and monocotyledons form the flowering division. In total, from 14 to 20 divisions are distinguished in plant taxonomy. In animal taxonomy, a division corresponds to a phylum. in geology - a unit of the general stratigraphic scale, the largest division of the geological system. Combines sediments formed during a geological era. are divided into tiers based on characteristic organic remains.

How much do HR managers earn?

If we are talking about a single person HR manager in a small and medium-sized business or an ordinary employee in a large personnel department, then earnings vary from 27 to 55 thousand rubles. Recruiters usually receive piecework pay based on the number of candidates found, so their income is unstable, but also within the national average salary.

HR as a top manager (HR director) in a large corporation can receive from 100 thousand rubles and more.

In the capital and in the northern regions of Russia, the earnings of recruitment managers are 20-30% higher than in other regions.

Overview of salaries of full-time HR and freelancers, what factors influence salaries:

• Of the “five” in the HR sector, HR document management specialists earn the least, since their work became quite highly automated with the advent of the 1C ZUP program and similar ones. Such an employee in the region will earn from 25 to 40 thousand rubles maximum.
• Trainers and hunters, as a rule, earn more from freelancing
  when they provide their services to several companies at once. A qualified training specialist can claim income from 50 to 150 thousand rubles, depending on the field of activity. When working in the state, they receive less (from 35 to 60 thousand), but their earnings are more stable.
• In freelancing, hunters usually set a fixed price for hiring an employee during mass selection (from 2,000 rubles and more per candidate) and a percentage of the annual salary fund of a specialist (the more expensive the “pro” they are looking for, the higher the price for the hunter’s services) .
• The salary of human resources managers varies significantly depending on the size of the company and the profile of the activity.

Development Directorate

Articles > Articles on the topic “Strategic management and effective business development” > Development Directorate Alexander Karpov, director and leading consultant of the RiK Company, president of the Association for Effective Business, founder of the business school “First School of Entrepreneurs”, author of the book “Strategic Management and Effective Development business"
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Book on strategic management CD solution on strategic management Workshop on strategic management: - open seminar - corporate - online seminar Strategic management consulting

It is clear that with the implementation of a strategic management system, the management functionality of the company increases, because strategic management functions are added. This means that the question will arise: who should perform these functions and who should be involved in the overall coordination of strategic management processes. In fact, the functions of strategic management should be performed not only by the development directorate. These functions should be performed by the relevant participants in the strategic management process. A clear consolidation of the functions of strategic management should be recorded in the regulations. But the development directorate must have an idea of ​​how each of the functions of strategic management should be performed.

So, in order to coordinate the entire strategic management process, as a rule, a special group or department or directorate is created (depending on the size of the company). The responsibilities of this unit include coordinating all strategic management processes, preparing and organizing all major meetings, strategic committee meetings, strategic sessions, etc. Also, the responsibilities of this division include consolidating information and generating a summary result of strategic analysis, the company’s strategic plan and reports on its implementation.

This division, of course, also performs control functions, and at all stages: analysis, decision-making, execution, summing up. The development department should also be directly involved in the implementation of development projects. As for the functions within development projects, there may already be variations.

For example, a development department may include so-called project managers, that is, all development projects are managed by project managers from the development department, and employees of the necessary departments are involved as members of the Administrative Working Group (depending on the project).

You can do it differently. An employee of the department with whose activities the project is most closely related is appointed as the head of the development project, and an employee of the development department is included in the project as an ordinary member of the Administrative Working Group. It is also possible to combine these two approaches, but, in any case, a representative from the development department must participate in each project.

By the way, employees of the development department may not be subject to the rule according to which each employee of the company can participate in only one development project. This is explained by the fact that for employees of the development department this is the main activity, so they can effectively work on several projects at once.

When forming the development directorate, the general director will have an additional burden associated with monitoring the work of the development directorate and political support for the new structure. After all, the company, in fact, has another deputy general director - the development director. But formal status is one thing, and another thing is the actual, real status that the development director will have after he is appointed to his position.

Now development directors have begun to appear even in small companies, but they, as a rule, are mainly concerned with increasing the client base and the company’s turnover, that is, of course, there is no question of developing the management system here. They are engaged only in business development, which is expressed in financial and economic indicators. Undoubtedly, these are very important functions, but a true development director must think not only about business development, but also about developing a management system that would effectively manage a growing business.

If the company does not have a development directorate, then its functions fall on the general director of the company. But even in such a situation, work can be organized effectively. Indeed, not all companies (especially small ones) can afford to create a development directorate, even consisting of one professional manager. In this case, the general director can hire an assistant who will perform technical functions.

This, of course, is less effective than in the case of the development department, but, as they say, it is better than nothing. The technical functions that such an assistant can perform will be the following: collecting information from departments (at all stages), monitoring the implementation of development projects (by deadlines), processing documents, etc. If the company can afford to hire at least one more or less independent and intelligent manager for this position, then it is better to do so.

An example of the organizational and functional structure of the development directorate is presented in Figure 1

.
Naturally, only a fairly large company can afford such an option for a development directorate. And even then, such a complete composition of the development directorate is not found in every large company. Fig.1. An example of the organizational and functional structure of the development directorate

As for the name of such a division, the development directorate is not the only possible option. Sometimes such a division is called a strategic planning department, a long-term development department, a strategic marketing department, etc. Although recently the name “Development Directorate” or “Development Department” has been used quite often.

Considering the organizational and functional structure of the development directorate, perhaps, it is better to start with the development director himself. The main task of the development director is to organize the business development procedure and the company's management system. This means that he must ensure the functionality of the development mechanism itself at all main stages of the company’s strategic management.

When choosing a candidate for the position of development director, companies are often faced with the fact that it is not clear what basic education the development director should have, what kind of work experience he should have, what requirements should be set for the candidate, etc. When a company is looking for a candidate for the position of any other top manager (director of marketing and sales, director of production, director of logistics, financial director, director of personnel, etc.) it is much easier to answer all these questions. It turns out that the development director must have the same comprehensive view as the general director.

True, when choosing a candidate for the position of development director from among company employees, the choice is usually made in favor of the top manager who, in the opinion of the general director, is engaged in the most important function at that time. For example, in one multidisciplinary group of enterprises, when a management company was formed, the Deputy General Director for Legal Affairs was appointed Director of Development.

The fact is that the group developed mainly due to the addition of new enterprises to the holding. Moreover, the main method of growth was chosen to be the so-called “legal” method of “capturing” new companies. The development director of this company was called the deputy general director for new projects. A new project meant the “acquisition” of ownership of a new company.

The company actually had a very strong team of lawyers that was capable of implementing such projects, but practically no one thought about the management aspect of this method of development. The main task was considered to be precisely establishing control over the new enterprise. In this case, of course, control meant legal, not managerial. This led to the fact that after establishing legal control over the new company, it was necessary to part with it because the management company could not manage it effectively.

When our team carried out a consulting project in this holding, this immediately caught our eye and we more than once drew the attention of the general director to the fact that the situation needed to be changed. We were not able to convince the general director right away, but after a few months he realized that, despite the importance of the legal function, the current head of the development block still cannot properly perform the functions of a development director. As a result, the situation was corrected.

Thus, the management aspect of development is a very important component of the work of the development director, because business development without the development of a management system can lead to destruction or loss of business. Once, while conducting a seminar on budgeting, among the participants I noticed the development director of a trading company (quite large in its region). I asked him why he, and not the financial director, came to this seminar.

The development director of this company said that they are planning a project to set up budgeting. This project is related to the development of a management system, not a business, but in their company the development director is required to be aware of all projects. Therefore, he is now engaged in preliminary collection of information about the experience of other companies related to budgeting and management accounting. And then they, together with the financial director, will decide how best to organize a budgeting project in their company. In a similar way, other management subsystems in this company developed, which contributed to the harmonious growth of both the business and the management system. As for budgeting, after some time the financial director of this company came to my seminar.

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Special offer on strategic management

The divisions that make up the example of the development directorate (see
Fig. 1
) are arranged from left to right according to the degree of increasing need to develop strategic management functions. That is, the development directorate must necessarily have project managers - those who are directly involved in the planning and implementation of development projects. If they are not there, then development projects, and therefore the company’s strategy, will not be implemented. In medium and small companies, the role of such project managers can be played by line and functional managers of the company (depending on the topic of the development project).

In order for the planning and implementation of development projects to take place more efficiently, analysts are needed. Again, if the company does not have a development directorate, then the role of such analysts can be played by specialists included in the AWG for the project. That is, in principle, it is already possible to do without analysts, at least at the very beginning, although we should not forget that mistakes made during the implementation of strategic management functions can significantly cover the salaries of such analysts.

But, it is true, in our companies (especially small and medium-sized ones), as a rule, directors and owners consider themselves the best analysts. They believe that creating analytical departments is simply a waste of money and time. In fact, of course, people who created a business from scratch initially know everything about it better than anyone else. Still, they were able to create and develop this business. They really have a certain instinct, and their intuition helped them run their business. But at some point in time, it may happen that the company reaches such a scale that one person is simply not able to keep everything in his head.

Decisions are made slowly, more and more mistakes are made, etc. In fact, this is not surprising, but the situation needs to be corrected. One way is to delegate functions and responsibility for their implementation to company employees. At the same time, it is necessary to delegate not only business functions, but also analytical functions too. It will be much easier for the director himself to make decisions when they have been previously worked out, and their consequences have been analyzed and assessed. But psychologically, it is much more difficult to delegate analytical functions than business functions. After all, having delegated business functions, the director can simply physically see that the process is being carried out: raw materials are purchased, products are produced, shipped, cars arrive and leave. Everything here seems clear and obvious.

And when it comes to delegating analytical functions, doubts immediately arise about whether someone else can perform them as effectively. In one company, for example, the director said something like this about why he does not delegate some of the analytical functions when making decisions. This was a hired manager who was invited by the owner, who decided to step away from operational management. The director tried to involve various services in preparing decisions, but concluded that most of the engineers working in this company are simply not capable of this.

Instead of engaging in the development of this unit, he simply wanted to fire almost all the engineering staff, citing the fact that they were of no use. He tried to do everything himself. His working day began at 6 a.m. and ended closer to 10 p.m. The owner admitted that he has no sympathy for such workaholics who seem to work a lot, but there is almost no result. The owner invited our team of consultants to help with this situation.

During the consulting project, we had to radically change the existing management system and convince the director that it is simply not possible to do everything alone. Decision-making procedures were prescribed, requirements for engineering and technical personnel of all necessary departments were determined, the process of selection and training of personnel was organized, etc.

Of course, this process was not quick, but as a result it was possible to build a management system that did not allow, as before, mistakes that led to serious financial losses due to the fact that decisions were not properly worked out and were made intuitively.

As for the analytical block in the development directorate, when deciding to create such a department, you can be guided by the following considerations. If the company’s management system is so well-functioning that the company is able to quickly adapt to significant changes in the external environment, then it’s probably not worth developing a strong analytical service, because it will not be economically profitable.

If the company is quite slow, for example, due to its large size, then in this case, on the contrary, you need to create a powerful analytical department. The main task of this department will be to regularly monitor the external environment, assess the emergence of new factors that may significantly affect the business, and prepare draft decisions in the event that these events actually occur.

Such factors could be, for example, possible changes in legislation that could cause significant harm to a business or, conversely, provide additional opportunities that can be taken advantage of. That is, such an analytical department will work 70-80% with what does not yet exist (analyze possible development scenarios), but it could potentially happen that 20-30% of the time will be spent on analyzing facts that have already happened and finding solutions taking into account already known factors external and internal environment.

And finally, the third group of employees of the development directorate (see Fig. 1

) are the so-called creatives. The need for such employees and their contribution to the company's performance is even more difficult to assess than analysts. These are the kind of creators who can, roughly speaking, do nothing at all for a year, but then come up with such an original idea, the implementation of which will allow the company to significantly improve its strategic performance. The role of creatives in medium and small companies can be performed by the CEO or owner of the company. This third component of the development directorate, as a rule, appears only in very large companies.

It should be noted that there is a certain problem associated with assessing the effectiveness of the development directorate. Firstly, this is due to the fact that the main result of the work of the development directorate may not appear immediately, but in the long term.

Secondly, everything related to the development of a management system is even more difficult to evaluate than business development projects, in which it is easier to be tied to financial and economic indicators. Of course, plans and investment budgets are built for each business development project, but they are built until the project is completed, and everything that happens next must be assessed within the framework of ongoing work. At the same time, only what was done during the development period will be considered the merit of the development directorate.

That is, for example, the company implemented a development project related to the creation of a new branch. Moreover, after completion of the project, this branch can make a significant contribution to the financial result of the company. Or, conversely, the project itself may be implemented quite successfully, but then the branch will begin to demonstrate rather low financial results. It turns out that formally the responsibility of the development directorate ends after the completion of the project. Accordingly, the reward/punishment system of the development directorate will be associated only with the development project itself.

By the way, precisely because it is sometimes difficult to determine the impact of the work of the development directorate, companies do not dare to create a separate division. At the same time, the reasoning is quite simple. The company will feel the fact that the costs of financing the development directorate will immediately increase (salaries, office equipment, furniture, consumables, etc.) from the very first month of work, but it is not clear about the return: when will it come and in how will it be expressed?

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The next seminar on strategic management will take place on July 23-24, 2020.

In fact, there is a completely sound grain in this logic of reasoning. After all, if you don’t agree in advance on evaluation criteria (even the simplest ones), then the situation can only get worse. At a minimum, there should be a work plan for the development directorate highlighting results, including intermediate ones. Even if these results cannot be clearly linked to financial and economic indicators, they must still be measurable results (for example, reporting, regulations, other documents, etc.).

Note

: The topic of this article is discussed in more detail at the workshop
“Strategic management and effective business development
,” which is conducted by the author of this article, Alexander Karpov.

What should an HR manager know and be able to do?

To work as an HR manager, you need to know:

• Labor legislation and personnel records management.
• Organizational psychology, motivation of people's work.
• Theoretical foundations of human resource management processes.
• Regional labor market.

An HR manager must be able to:

• Effectively negotiate with people and influence their behavior.
• Assess the professional and personal qualities of employees.
• Be able to promote vacancies on the labor market, use various resources to find employees and monitor the situation.
• Resolve conflicts, serve as a mediator between employees and the employer, different departments and specialists.
• Develop job profiles, regulations governing labor, motivation systems in the organization.

Also, HR managers often need to know the specifics of the company for which they are recruiting employees. Recruitment agents working as freelancers, as a rule, have a specialization - some recruit builders, others recruit doctors.

How to become an HR manager and where can you study?

Previously (10-20 years ago) there was only one “path to HR” - mastering experience in practice from scratch. According to statistics, the majority of successful modern HR managers have non-core education. This is explained by the fact that there was no high-quality specialized education in personnel management in the country.

Today there are two options for becoming a recruiting manager:

• Get a higher education or take a retraining course in the “Human Resources Management” profile (there is a current state Professional Standard that defines the requirements for the level of training), and then find a job. For example, Skillbox University has courses for IT recruiters and a program for training HR managers from scratch.
• Develop skills in the process of practical activity (but for career growth you will have to prove your qualifications with “credentials”).

Companies where the majority of employees have similar functions and professional tasks tend to “grow” their HR: trade, catering, hotels, etc.

If the staff is “diverse” (for example, a plant), then promoting HR managers from line specialists is ineffective. There is a great risk that HR will retain the narrowness of professional thinking. It will be difficult for him to manage employees whose positions are significantly different from those with which the HR manager himself began.

Literature[ | ]

• V. I. Sobolev.
  Functional // Mathematical Encyclopedia / I. M. Vinogradov (chief editor). - M.: Soviet Encyclopedia, 1985. - T. 5. - 623 p. — 150,000 copies.
• Kolmogorov A. N., Fomin S. V.
  Elements of the theory of functions and functional analysis. - ed. fourth, revised. - M.: Nauka, 1976. - 544 p. — 35,000 copies.
• U. Rudin.
  Functional analysis. - M.: Mir, 1975.

Can an HR manager work remotely?

Some time ago, the answer to this question was negative. Document management specialists in the 1C program could work remotely, but they faced such fierce competition from accountants that it was impossible to find orders. There were freelance hunters and recruitment agencies, but they also worked in the office.

The situation has changed in recent years. Some companies have completely gone “remote”, that is, all their employees (and therefore the HR manager) work in a back office format. These are some banks, online commerce, call centers, logistics companies, publishing houses and organizations from many other areas.

The following HR specialists are in demand in such companies:

• Supervisors of the work of remote employees (draw up schedules, coordinate and monitor activities, resolve current issues, support during the adaptation process and in difficult situations).
• Quality control managers (accept completed orders, evaluate the level of communication with clients, help improve work).
• Remote mentors and trainers (they teach both the specifics of the activity and the format of the work itself, for example, the use of CRM and other special tools).

Salaries for the listed positions, as a rule, include a salary of 30 thousand rubles and a bonus for completing the tasks of the month.

The Internet has made it possible for many hunters to switch to remote work, attracting clients from different regions. There are even specialized exchanges where orders are placed for freelance recruiters, for example, the service https://hrspace.hh.ru. You can also find such offers on the Kadrof.ru portal.

The cost of an average order for the selection of a qualified employee starts from 10,000 rubles. Experience shows that recruiters with individual entrepreneur status receive more orders. Freelancers are most often offered orders related to mass recruitment, shift work, or the search for rare specialists.

How to find a good HR manager? Tips for employers

• Look for a person with the following qualities: a high level of activity, the ability to overcome difficulties, and solve non-standard problems.
• Assess the ability to quickly establish contact with people, the presence of empathy and flexibility in communication.
• Don’t get hung up on specialized education; consider people with different work experience.

If you need a remote employee, add an advertisement seeking a HR manager to the Kadrof.ru website. If a specialist is needed in the office, the vacancy can be added to employment sites.

Author: Kadrof.ru (KadrofID: 79032) Added: 02/02/2020 at 13:43

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