The first person with whom the applicant meets at the interview stage in the company is the HR manager. Depending on the structure of the company, this can be an ordinary recruiter, a researcher or a real manager.
What is the difference between a recruiter and HR?
Almost every HR manager will consider it an insult to be called an HR officer. If they call him a recruiter, he will smirk a little. And if they ask what is the difference, he will give a lecture on what HR is and what its functions are.
HR stands for Human Resource. Not Research, as most people think. Search is just a small part of what an HR manager does. And search and selection are also two big differences.
Rersource is the main word in this abbreviation. It is the work with human resources, high-quality personnel management, prioritization, development of employees, drawing goals for them that are the main tasks of a manager.
HR role
The role of the HR manager in most companies is unfairly relegated to the background. It is generally accepted that the business is built by the CEO, profits come from sales, and the staff comes from ads, by itself.
In fact, in advanced corporations, it has long been realized that the HR department should be on the same line with the CEO and operations departments. This is due to the fact that the HR manager must clearly understand the company's strategy, know what kind of people are needed for work, what tasks are required to perform.
The climate in the team, the mood at the workplace - things that seem insignificant, but take away up to 30% of the efficiency of departments.
Attitude to business
Almost 85% of employers ask candidates for the role of HR manager the question: HR - who is the manager? And many hear the answer that this is an employee who should do good to people and help them find work. No matter how rude it may sound, the employer should not hire such employees.
The HR position is clear and understandable, he is the right hand of the business. Without a clear understanding of what the company wants to achieve, what are the development plans and the strategy for their implementation, there will be no quality selection.
A real HR manager is a tough, sometimes arbitrary businessman. It is necessary to be able to combine humanity with rigidity. In an attempt to be nice and kind, afraid to reject a candidate, many recruiters never grow beyond the average recruiter. In order to learn how to develop people and help the company achieve global goals, you must have the will and determination, and consider the company's goals as your own.
Responsibilities
An HR manager must perform duties by 120% or more. In his position, there is no concept of a normalized work schedule, thoughts are always busy looking for the best solution.
The job description of an HR manager in each company is different. However, the main points will always be about the same. The HR manager must:
- Study the labor market to find candidates for the required vacancies.
- Navigate the regional market if necessary.
- Establish relationships with vocational schools and universities to conclude agreements on attracting students to practice with subsequent employment.
- Notify the Central Health Center, educational institutions about available vacancies and staffing needs.
- Evaluate candidates based on the qualifications, business and personal qualities of the applicant.
- Organize appraisal events for company employees.
- Conduct assessments and analyze their results.
- Work on the formation of a personnel reserve. The basis for the formation of a reserve can be the results of attestations, selection, analysis of responses to resumes, staff rotation, the results of training of individual employees or internships in relevant positions.
- Participate in the reorganization and personnel reshuffle of the personnel, organizational structure of the company.
- Develop and implement various activities aimed at managing the number of employees.
- Analyze the work of staff, suggest ways to improve the quality of staff work.
- Develop and implement incentive programs for staff at all levels.
- Develop career maps for employees, implement them together with management and staff.
- Carry out long-term planning of employee development, analyze the results and recommend to management measures to improve the quality of personnel.
- Provide advisory support to management on HR matters.
Interaction with employees
The HR manager is a multitasking position, in addition to the duties described above, he has a list of additional important functions:
- help employees by answering their questions about the prospects for their personal and professional development within the company;
- select personnel within the terms agreed with the customer (direct supervisor or head of a department or subdivision);
- use modern and non-standard methods of search, selection of personnel;
- adapt new employees to work in the company, accompany them throughout the probationary period;
- receive periodic feedback from the manager on the passage of the probationary period by employees;
- receive feedback from management on the work of employees, their interaction with the team;
- maintain contact with all employees of the company to provide feedback to the management, inform about the tasks set, the objectivity of the attitude of direct supervisors;
- develop a system for assessing the personal and business qualities of employees;
- Submit reports to management within the stipulated time;
- comply with the laws of the Russian Federation and adhere to them in matters of search and selection of personnel, drafting job advertisements, conducting interviews.
Personal and professional competencies
Many employers believe that HR is a personnel officer. The functions of filling out personnel documentation and issuing certificates are shifted to him, and a pack of vacancies that need to be filled are given to the load.
Unfortunately, most HR employees do not know the tools that a professional HR manager has. Approaching the issue of finding an employee for a vacant position, the personnel officer, most often, misses personal moments - whether the candidate will fit into the department, whether he will be able to work in a team. Do their career goals align with the values of the company?
Core competencies
HR manager competencies:
- Understanding the goals of the company, sharing them.
- Empathy (the ability to empathize). It must be present in a dosed manner, otherwise the HR will not be able to refuse unsuitable candidates and will quickly “burn out”.
- Result orientation.
- Ability to provide only the necessary information.
- The ability to see and hear a person. Often this competence is confused with the ability to "read like a book" of your counterpart. As practice shows, in this case, the judgment about a person is more based on stereotypes.
- Stress resistance.
- Analytical thinking.
- Strategic thinking.
- Ability to manage talent.
Personal qualities
The personal qualities of the personnel manager should help him in working with people. Too much sensitivity, weakness, short-sightedness will not allow the employee to qualitatively fulfill the duties assigned to him.
Qualities of an HR manager useful in his work:
- sociability;
- impartiality;
- active life position;
- adaptability;
- strategic thinking;
- ethics;
- self-control;
- self confidence;
- stress resistance;
- attentiveness;
- conscientiousness;
- creativity.
HR rights
An HR manager's duties and rights are equally important. The HR manager has the right to:
- receive information from senior management about plans for the development of the company in order to form a reserve and a strategy for finding personnel in advance;
- attend management meetings related to changes in personnel policy;
- participate in discussions of issues related to the personnel management system;
- make suggestions for talent management;
- interact with all employees, request the necessary information to perform their direct duties;
- manage the document flow related to its direct activities;
- inform the head of the structural unit or your direct supervisor about the difficulties that arise in the process of selecting an employee for a position;
- track changes in the labor market.
Required skills and knowledge
In the work of HR, it is necessary to use a large number of modern progressive tools. Considering what an HR manager does, this knowledge must be constantly updated and supplemented.
Important Skills:
- knowledge of labor legislation, the basics of sociology;
- ability to conduct business negotiations;
- literacy;
- possession of tools and methods for assessing personnel, the ability to analyze their effectiveness;
- ability to organize;
- planning, quality time management skills.
Where to apply talents?
Let's see what the actual work is. An HR manager most often operates in an office and meeting room. Most companies need such employees. Functionally, it can refer to both the personnel department (department) and the operations department. Companies in which the cooperation between the operational and HR departments is established, estimate the growth of their profitability and efficiency by 12% (the data refers only to the performance indicators of employees as a human resource).
Also, HR specialists attend conferences and meetings in universities. Such meetings take place regularly, but the frequency is regulated by the holding of job fairs in the institution itself and the need for young staff in the company.
People management
An HR manager is first and foremost a huge responsibility. Responsibility to the business, to the staff. A professional employee will never leave a half-finished map of employee potential development. The desire to improve not only himself, but also the employees of his company is inherent in HR to the fullest.
The HR manager is the engine of the company. Understanding his goals and objectives, he supplies high-quality personnel capable of realizing the tasks set by higher management. If the manager does not understand what kind of employee is needed, focuses only on the requirements, not taking into account the specific culture of the company or the wishes for the personality of the employee, then the vacancy will be formally closed. The time interval between the submission of an application from the head of the department to the end of the internship and the acceptance of the employee into the ranks of the organization is reduced if the HR manager is able to capture the characteristics of the candidate's personality and compare them with the personality of the manager.
An HR manager is an obligatory link in the structure of a large organization.
It does not matter what the position will be called - personnel manager, HR, recruiter. The main thing is how the management understands this position and what powers it gives to the employee.
Seven valuable HR functions that are hard to measure but that directly impact revenue and grow your business.
I'll start with the so-called "black box phenomenon" or "causal uncertainty phenomenon". The figure shows three criteria on the basis of which it is possible to evaluate the effectiveness of the HR function: the actions of HR professionals that we observe - the results of HR work - the measured results of the organization.
What is the essence of the phenomenon? We see what HR is doing and we know the metrics that reflect the performance of the entire company, such as increased sales and profitability. However, what is the contribution of HRs to these results? Swedish management expert Mats Elvesson commented: “Research does not go beyond trying to find an empirical relationship between HR practices and organizational performance. Phenomena are in a black box, only HR activities and organizational performance are recorded. And what happens between them remains dark.
Thus, the impact of HR on business performance cannot be measured! Only the actions of the HR service and the results of the entire business are measured. However, this does not reduce the value of HR functions for business, which directly affect the efficiency of the organization, and therefore generate income.
1. Recruitment
It is a process of attracting, selecting and selecting qualified specialists. Organizing the right recruitment process is one of the most basic HR functions. But it's not just about finding the right person in the right position, at the right time, with the right competencies at the right price. It is also ensuring the organization of the workplace and hiring in accordance with the law, organizing the process of orientation and adaptation of the employee in the company. This is the organization of the mentoring process, if necessary, and the evaluation of the employee at the end of the probationary period.
There are cases when, during employment, employees do not have a workplace, or there is no job description, and the orientation process is not organized. Often, an employee who fails to prove himself during the probationary period is fired automatically, since the company lacks criteria for assessing the success of newcomers and the assessment procedure itself. But all this directly affects the efficiency of work and costs money, dear leaders!
2. Training and development
Many organizations either overlook or underestimate this HR function. But many competent employees leave the company, not seeing the opportunity to learn and develop. In most cases, the drop in sales is due to poor customer service, due to the lack of necessary competencies among employees who provide services. You will say: after all, inviting coaches is expensive. What about internal training? Many leaders will gladly share their experience with them. Trainings are a motivation for both trainees and trainers. We just need to develop a culture of learning. Teach and learn by yourself - this should be a kind of philosophy of the company, part of its corporate brand. And this result can be obtained almost for free.
3. Organization of performance evaluation and remuneration
One of the most important processes in an organization. Consists of three parts:
1. Setting goals (most often at the beginning of the year).
2. Consideration of goals in the middle of the year.
3. Performance evaluation at the end of the year.
All three parts are planned in advance by the manager, who puts them to the employee during a personal conversation.
Ideally, according to Jack Welch, it is necessary to divide employees into excellent, average and weak in proportion, respectively, 20/70/10. Myself Jack Welch fired 10% of weak employees every year, as a result, after five years, only the best remained in his organization! Companies now prefer to develop employees rather than fire them. Through the process of personnel development, people recognize their weaknesses and can purposefully correct their shortcomings. Performance evaluation becomes the basis for material remuneration of employees, planning their career growth and succession.
4. Employee engagement
There is a big difference between an employee who is satisfied with their job and an employee who is engaged in the work. They have different levels of motivation. The point is that a satisfied employee simply does their job right and is happy with it. The involved employee is trying to improve his work, become more efficient, innovative. An engaged employee is what you need to grow your business! The involvement of employees is measured using a questionnaire, one-on-one conversation, through observations. You can also study the exit interviews of quit employees, find out the reasons for their lack of involvement and work on them accordingly. By working on employee engagement, you are working on business efficiency!
5. Development of the organization
Yes exactly! The development of the organization is one of the main priorities of the HR department. Therefore, it is useful to introduce HR methods into strategic business management. If, for example, a chain of restaurants is expanding, who, if not HR, will be engaged in personnel planning? Their task is
The second article from the series of articles on the internal social policy of the company. The first text can be read here:. Four differences between the personnel department and the personnel management department, how the personnel unit can be arranged in the company (options). What place should the “social worker” occupy in the structure?
Novikova Marina Lvovna , business consultant and career coach. Website:www.ipmru.ru Education: economist, MBA "Personnel Management", internships: Germany, Switzerland, France. Work experience: head of the remuneration department, head of the social policy department (EAST LINE Group), Deputy Chairman of the PPO of JSC Russian Railways (more than 1 million employees), Advisor to the General Director (ANC Corporate University of JSC Russian Railways), coach.
Having worked for more than 10 years in leadership positions and dealing with issues of staff motivation, I can say that the great delusion of company leaders is that they consider social policy only in terms of spending money on staff, while it can become an anchor holding on floating "ship" of high labor productivity. That is why the methodology appeared: “Integration of an individual social package and methods of remuneration of the company in order to save payroll without reducing labor productivity”, which is the basis of the motivational policy.
In this article, I would like to say this: there is a stable stereotype of the profession of a personnel officer and head of the personnel department. The stereotype is called - "they have nothing to do there and they don't need to know much." That is why the personnel block is often headed not by a specialist with an education in economics, a lawyer, in the field of personnel management and with experience in the personnel field, but by an acquaintance of the director or someone who will soon retire, while this may be a former military man, chief engineer, specialist in wages, etc. Naturally, the work of this personnel department leaves much to be desired, and the director - after visiting the labor inspectorate and imposing appropriate penalties - only makes sure that the personnel officers are not, say, smart specialists.
You can be indignant and say that the HR direction is developing in Russia, and many directors put just employees with the necessary education in the position of the head of the personnel department. But this will be the first difference between the personnel management service and the personnel department. So:
First difference - the head of the personnel department has experience in the field of personnel management, is well versed in the formation of budgetary funds and their management.
Second difference - division functionality.
In the personnel department, as a rule, this is a personnel document flow, hiring and dismissal, and labor protection is often included here. In the personnel management department you will also find psychologists, motivators, trainers, social workers and, oddly enough, "veiled economists" involved in budget planning.
Third difference - attitude towards staff.
The personnel department can look at the entire staff of the company from the position of "what did you forget here." I think every reader in his life has come across such an attitude. The HR department can't afford it. There is a hardening of McDonald's here: no matter what happens - always with a smile and "free cash desk!" ;)
Fourth difference - operating mode.
In the personnel department after the official end of the working day you will not find anyone. In the personnel management service, as practice shows, at this moment there is no only personnel providing services for the reception - dismissal and maintenance of personnel documents. The rest go about their business for at least an hour.
However, I want to note that if your HR department sits after eight o'clock in the evening and works, then either they do nothing during working hours, or they do not have enough staff. This is one of the wake-up calls to the leader!!! It is necessary to pay attention to the work of the department !!!
This is how the above differences look in the table:
| Human Resources Department | Human Resources Department |
| The manager does not have a specialized education and experience in the field of personnel management (or less than 3 years of experience). | The manager has one or more higher educations in the field of economics, personnel management, law (most often he specializes in labor law), as well as relevant work experience in the field of personnel management (over 5 years of experience). |
| Functionality: personnel document flow, functions of hiring and dismissal, labor protection. | Functionality: training, development, adaptation, personnel reserve, placement of personnel, personnel document flow, remuneration, provision of benefits and guarantees at a professional level, budgeting of personnel and social cost items, psychological assessment, etc. |
| Attitude towards staff according to the principle “what are you forgetting here, or - I don’t care, I’m just doing my job!” | Attitude towards staff: "We need you." |
| Working hours: “at 17-30 - everyone went out, see you tomorrow, at 17-45 - we are already dressed, at 18-00 - to the start, attention, march. Life - wait for me, I'm coming! | Working hours: “at 18-00, of course, we will finish everything today, at 18-30 we will sum up the results of the day, at 19-00 - “Goodbye, work! Hello life! |
The main functions of the HR department:
Personnel block (hiring, dismissal, keeping records of personnel, movement of personnel, personnel records management, training, advanced training, placement of personnel, personnel reserve).
Social block (staff support, adaptation, retention).
Motivational block (staffing, remuneration, development of motivational methods, budgeting of personnel and social activities).
Psychological block (personnel assessment).
In the personnel management department there is always a place for a social block and a motivational block. I will note right away, in order to avoid questions and indignation of those who deal with wages in the economic bloc. At the time of writing this article (perhaps an experienced "payer" in the future will be able to convince me and prove the opposite), the author is sincerely sure that the remuneration department should be in the personnel block, with all the ensuing consequences, namely, planning functions, spending analysis, management as a whole wage fund.
The pay specialist conducts methodological work on the development of pay methods, plans the payroll, uses the financial analysis provided by the financial service, and conducts individual payroll planning. (Based on the developed methods for remuneration, the approved staffing table and timesheets, the financial unit conducts payroll. Who will be given this honor - financiers or accountants, the head decides. In large organizations, the function is divided, in medium and small ones it is carried out by an accountant).
A social work specialist develops local regulations in terms of non-material and material motivation of personnel, understanding at the same time what the organization’s budget is, having the skills to plan and account for it (that’s why there are so few competent specialists) and can answer for items of social payments. When developing benefits, a social work specialist works in close conjunction with the personnel block and the remuneration block. The benefits and guarantees provided should be based on the enterprise development strategy, the importance of positions for the company, the personnel reserve, and methods of remuneration.
Given the above, "payers" and "social workers" can be combined into one motivational block, which, in fact, is reflected in the flowcharts below for building a personnel block.
Structure options:
The first option is preferable, because with such a scheme, the head of the HR department has complete information on the personnel block, or rather, on the personnel block.
The emergence of artificial intelligence, process automation, robotization, the formation of hyperreality - new conditions challenge business, which, while adapting, should not forget about its main resource - people. At the KFC HR Summit today, experts discussed current digital trends, creating an equal opportunity environment, including the development of female leadership, and the emerging role of the HR department in this regard - managing paradoxes.
Paradox 1: Digital with a good heart
- The key challenge for modern companies is digitalization of all processes: methods and tools that worked a few years ago now need qualitative changes. For example, the HR department of KFC is already using elements of gamification in corporate trainings, constantly increasing the amount of digital technologies in training: for example, a 360-degree video tour of the restaurant was created for the company's employees, which can be viewed using VR glasses. This approach to learning meets the needs of the younger generation and helps candidates set realistic expectations for their future jobs, which means saving time and money.
- Another trend is a fundamental change in the attitude of employees to work: people are increasingly choosing to collaborate on a project basis. According to research, by 2025, 540 million employees may switch to online job platforms. From the employer's point of view, this means a complete rethinking of approaches to hiring and retaining staff: they must become ever faster, more flexible, and individual.
- At the same time, human values not changed– it is still important for employees to feel their belonging to the team, to feel the significance of their work, to receive recognition. For the restaurant business, this is especially important - despite the introduction of new technologies, the positive emotions of guests remain a priority. And we know that only happy employees can make happy guests.
- Growing requirements for a successful leader is another challenge of modern business. With the development of technology, project teams now consist of employees working not only in different cities, but also countries. Due to the transfer of most communications online, the dynamics of interaction is changing - feelings of cohesion and unity of the team can fade over time. Therefore, the key qualities of a successful leader are soft skills: focus on cooperation, empathy, respect, trust, emotional. To develop these qualities, KFC uses the HeartStyles program, which helps to assess the degree to which a person demonstrates the most important qualities and competencies (including a focus on building relationships, self-improvement, inspiring others, etc.) and shows areas for improvement.
Paradox 2: Equal opportunity and femininity - hype or real problem?
- There is a problem: despite the fact that more than half of the world's population are women, their contribution to world GDP, according to the results of the McKinsey international study "Women Matter: Time to accelerate", is only 37%, and they make up only 39% of the global labor force. Eliminating or at least reducing this gap would not only be fair in the universal human sense, but could also have significant economic consequences. If all countries made an effort to build gender equality, it could add $12 trillion (or 11%) to global GDP by 2025. According to an internal KFC survey, gender stereotypes, the family/work double workload and underdeveloped leadership competencies.
- KFC's contribution to removing these barriers is its own women's leadership development programs. KFC Women Leadership Club for KFC employees and franchise partners became an internal platform for discussing issues related to the development and promotion of women, the formation of an environment that helps women maintain a balance between personal life and work. Program Heart Led Women, organized on the basis of the charitable foundation "Opening Horizons", helps to develop women's leadership skills through volunteer projects. Employees can become mentors and mentors for teens from orphanages, organize volunteer groups, initiate and implement their own projects, conduct seminars and master classes. In each of the practices, a volunteer can succeed only by applying leadership competencies, including the ability to motivate and inspire others, strategic thinking, and emotional intelligence. At the same time, program participants can provide real assistance to those who need it. According to the results of an internal KFC survey, 78% of volunteers were able to get a promotion at work due to the development of new skills, 100% noted significant progress in the development of leadership competencies.
“New challenges require companies to be flexible and ready to change,” she said. Raisa Polyakova, General Director of KFC Russia and CIS . – The introduction of new digital tools should be accompanied by comprehensive campaigns to develop the personal qualities of employees, and the creation of an environment of equal opportunities cannot be considered separately from programs to develop the leadership potential of women. In adapting to new conditions, the role of HR is increasing: if earlier it was reduced to business support (HR was a classic support function), now the HR department is acquiring a strategic role in transforming the company's business processes through effective paradox management. HR should help the company to successfully combine the latest technologies and traditional human values.”
Reference:
Yum! Brands is a global company with over 45,000 restaurants in 135 countries. Yum! Brands has been named to the Fortune 500 for the 19th year in a row. Outside the US, Yum! Brands opens an average of 7 restaurants or more every day, confirming its position as a leader in the development of international retail.
According to the results of 2017, the revenue growth of the Russian division of KFC amounted to 24%: this is the maximum increase in a year among all regions where the brand is present in the world. Currently, more than 750 KFC restaurants operate in Russia and the CIS countries.
Today, your attention will be presented to such an employee as an HR specialist. This person plays an important role in the employment of any citizen. And, most likely, you did not even suspect that you had ever communicated with him. What is a recruiting manager? What qualities should he have? Are there any peculiarities in his profession, and if so, what exactly? About all this - further.
Activity
Recruitment is an important aspect of employment. Without it, it is impossible to "weed out" unsuitable candidates. So, the managers who deal with this case are really extremely important.
The HR specialist is the person who will interview you. He works in recruitment agencies that help to select suitable applicants for certain firms. That is, we can say that we are dealing with an employee who is looking for and hiring others. In principle, it may seem that this occupation has no special features. Moreover, if you are interested in HR (work), then you can easily do this business.
What does
But first, what does this employee do? The recruiting agency, as already mentioned, selects workers for further employment. So, the corresponding manager will carry out the same activity. In what sense?
Thus, for your superiors, in fact, the chosen specialty does not play a role if it is somehow connected with society or management. In any case, the necessary knowledge will be provided to you. A recruiting agency (any) pays more attention to the personal qualities that our current employee should have. What is it about?
Sociability
The first and most important trait on our list is sociability. The head of the HR department, and indeed any employee who is engaged in the selection of personnel, should not be a misanthrope. Only a sociable and open person is able to predispose the applicant to dialogue, convey important information to him and not frighten him.
In principle, friendliness can also be attributed here. If at an interview a potential applicant sees a manager who is constantly tense, sits with a stone face, and even communicates concisely and rudely, then the overall impression of the corporation deteriorates. Sometimes even too much. Only an open, sociable and friendly person can achieve success in HR. The personnel selected by such a citizen, as a rule, really meets the requirements of the employer.
Stress resistance
Next is resistance to stress, restraint. Without this trait, you are unlikely to succeed in the field of recruitment. Why? Connecting with people is good. Only when it is constant, and even with different personalities, the stress will be immediately noticeable. Not everyone is pleasant to talk to, not everyone is accommodating.
In addition, the very choice of employees for a corporation is a responsible task. And it, of course, also affects the nervous system. The result is stress that needs to be dealt with. After all, an HR specialist must always be open, friendly and restrained. High responsibility also plays a certain role here - in fact, you decide who will work in the corporation and who will not. This is not an easy decision!
People who are prone to mild excitability and nervous breakdowns will never succeed here. Firstly, communication with applicants will begin to strain, and secondly, it will be more and more difficult to find the right candidates each time. This will affect your career.
Ingenuity
Do not forget that an HR specialist should not only be responsive and restrained, but also inventive and active. Ideally, the recruiting manager is the lively person in the company. He always develops some motivational concepts, manages to correctly select new applicants for the company, and also conducts competent training.
Lack of creativity, in principle, is not so scary. Over time, if you have other qualities, you will learn everything. The main thing is to be motivated. Then and only then will it be possible to achieve a certain result.
and psychology
Often, ordinary friendliness is not enough to build a competent dialogue. Therefore, very often an HR specialist must have business communication skills. And, of course, to have some knowledge in the field of psychology.
Such employees are very good at recruiting staff. They are the ones who achieve success and career advancement in the shortest possible time. Often you have to somehow lure applicants, embellish reality. This should be done taking into account the psychology of a person so that he does not guess about the deception. Otherwise, you will lose all applicants.
Psychology and business communication skills come to the rescue. With them, work in the field of recruitment will seem like a real pleasure to you. Especially if you like to manipulate people. By the way, knowledge of sociology also does not hurt. The more you know about people and the structure of their nervous and psycho-emotional systems, the better.
Teamwork
The last thing that is required from an HR specialist is Not a panacea, but special attention is paid to this moment. In particular, in cases where your duties include not only organizing interviews and developing training, but also directly supporting the probationary period for applicants.
In principle, if you do not like to work in a team, it does not matter. In practice, an HR specialist copes with all his duties on his own. And he contacts with society often, but in a dosed manner. Usually at interviews and during training. Or at some
But if you are nervous and do not know how to process a lot of information in a short time - this is already a disaster. Then you should not work as an HR specialist. As you can see, this profession is available to everyone. And basically, the requirements for candidates are formed only in relation to personal qualities. There are also many features of the activity, but they seem to us already so familiar! Recruitment is a job for purposeful, positive and active people!