Personnel management is one of the most important areas in the strategy of a modern enterprise, since in the context of the development of high-tech production, the role human resources increases and ever higher demands are placed on their abilities, level of knowledge and qualifications. Transition to market relations, complication economic ties, scientific and technological progress, intensively developing productive forces, lead to profound changes in labor methods, which in turn requires a clearer and more streamlined structure of management bodies, flexible methods aimed at improving the efficiency of using human resources.

Human resource management performance evaluation is a systematic, well-formalized process aimed at measuring the costs and benefits associated with programs personnel activities, and to correlate their results with the results of the enterprise in the past, with the results of other enterprises and with the goals of the enterprise.

To determine the effectiveness of the personnel management system, it is necessary to determine indicators that allow such an assessment.

Evaluating the performance of HR requires systematic experience, measuring the costs and benefits of an overall HR program and comparing its effectiveness with that of the enterprise over the same period. The effectiveness of the functioning of the personnel management system is determined by its contribution to the achievement of organizational goals. Personnel management is effective to the extent that the company's personnel successfully use their potential to achieve their goals.

The effectiveness of personnel management is determined on the basis of the volume, completeness, quality, timeliness of the performance of the functions assigned to it. To determine the degree of effectiveness of personnel management, appropriate criteria and indicators are needed. When choosing evaluation criteria, one should take into account, firstly, for deciding which specific tasks the results of the assessment are used and, secondly, for which category of employees the criteria are established, given that they will be differentiated depending on the complexity, responsibility and nature of the activity. The criteria in the field of personnel management efficiency can be the fulfillment of established production or service standards with the proper quality of work and the reduction of costs arising from increased staff turnover, unreasonable downtime, etc.

At the same time, the assessment of the effectiveness of personnel management consists of two components: economic efficiency, which characterizes the achievement of the goals of the enterprise through the use of personnel based on the principle of economical use of available resources, and social efficiency, which characterizes the degree of expectation of the needs and interests of employees.

As components of the economic efficiency of personnel management, some economists propose to consider:

• - the ratio of the results of work and the costs of personnel, considered from the point of view of the set organizational goals;
• - components that reflect the contribution of personnel to the long-term existence and development of the enterprise.

These include:

• - stability, which is reflected in the succession of personnel, in the reliability of the employees' fulfillment of the tasks assigned to them, in the absence of tension and conflicts;
• - flexibility, which means the ability of staff to adapt to new conditions, actively promote organizational change and be ready for conflict, if necessary, to implement innovative concepts.

Evaluation of the effectiveness of personnel management is based on criteria expressed in objective indicators of production development, which are presented in Table. 12.2.

Table 12.2

Personnel management performance indicators

Direction of analysis		Indicators
Performance indicators	Labor productivity	The volume of sales per employee and its dynamics. The volume of profit before taxes per employee and its dynamics
	Improving the quality of products, services	The share of marriage and its dynamics
	Personnel costs (personnel costs)	The total costs of the enterprise for personnel for the period. The share of the enterprise's costs for personnel in the volume of sales for the period. Costs per employee and their dynamics
	Efficiency managerial programs	Costs for individual areas and programs of activities of personnel management services per employee. The effect of individual programs on the performance of employees and the enterprise as a whole
	Socio-psychological climate in the team	Relationships with colleagues. Relationship with management. Relationships with clients
	Staff satisfaction level	Compliance with organizational and personal goals. Personnel turnover rate and its dynamics. Absenteeism rate The level of conflict in the team. Number of complaints from workers

As a performance indicator characterizing economic efficiency personnel management, take the average annual output per employee as the ratio of the average annual sales volume of the unit to average headcount personnel. In favor of his choice is the fact that this indicator of labor productivity can serve as a cross-cutting indicator for all enterprises and the methodology for its calculation is generally recognized.

where Vvyr is the average annual output per employee; U- the average annual volume of sales of products (services) of divisions; R - average headcount.

The effective indicator that characterizes the social efficiency of personnel management is the turnover rate. This indicator reflects the dynamics of the organization's personnel and also acts as an indirect indicator of labor productivity and is an indicator of well-being in the field of personnel management. Increased turnover can be costly for an organization. You should be more careful in analyzing the reasons why people leave the organization. The turnover rate is calculated as the ratio of the number of employees who left of their own free will, dismissed for absenteeism and other violations of labor discipline of workers for a certain period (in this case per year) to the average number of employees during the year, as a percentage:

where Кт – coefficient of fluidity; Рв - the number of employees dismissed for reasons attributable to turnover; P is the average number of personnel.

Natural turnover (3-5% per year) contributes to the timely renewal of the team and does not require special measures from management and HR.

Excessive turnover (over 5% per year) causes significant economic losses, and also creates organizational, personnel, technological, psychological difficulties.

Excessive staff turnover, according to sociological studies, has a negative impact on the morale of the remaining employees, on their work motivation and dedication to the organization.

In this way:

• staff turnover affects the productivity of not only those employees who intend to leave, but also those who continue to work, i.e. on the life of the entire organization;
• Fluidity makes it difficult to create an effectively working team, negatively affects the corporate culture of the organization.

Staff turnover does not occur from scratch, it always tells a competent manager that something is wrong in his business. What are the reasons for staff turnover at the enterprise, why do people leave, why do they leave as if unexpectedly or en masse?

The main reasons for staff leaving are as follows.

• 1. Uncompetitive pay rates.
• 2. Unfair pay structure.
• 3. Unstable earnings.
• 4. Long or inconvenient working hours.
• 5. Bad working conditions.
• 6. Despotic or unpleasant leadership.
• 7. Problems with travel to the place of work.
• 8. Lack of opportunities for advancement, training or advanced training, experience development, career growth.
• 9. Work in which there is no special need (or a small amount of work).
• 10. Inefficient procedure for selection and evaluation of candidates.
• 11. Inadequate induction measures (lack of control over adaptation).
• 12. The changing image of the organization.
• 13. Precedents of abrupt layoffs and abrupt recruitment of personnel in the organization (hence the instability of the company).

When analyzing staff turnover, it is important to assess which employees leave in terms of "quality" and which ones remain in the organization, whether the trend in personnel quality changes coincides with strategic goals organizations. This makes it clear whether the current level of turnover is a positive or negative phenomenon:

• - if it is precisely those personnel that should have been eliminated a long time ago, then the organization is on the right track;
• - if it loses the best employees, then the issue of staff turnover needs to be seriously addressed.

The following methods should be applied to manage and minimize staff turnover.

• 1. Identify the reasons for the dismissal of each employee and keep statistics on these reasons.
• 2. Keep statistics of dismissals (number per month, quarter, per year), statistics of dismissals by department, by position, by length of service.
• 3. Develop a staff rotation program (both horizontal and vertical).
• 4. Develop a system for selecting and adapting personnel.
• 5. Create a mentoring system for "beginners", involving more experienced employees.
• 6. Clearly define the image of the company in the labor market and, if necessary, shape it for successful work.
• 7. Create temporary groups of employees to work on projects.
• 8. Use some employees as internal consultants in various structures of the organization.
• 9. Conduct an employee assessment system and form a personnel reserve.
• 10. Monitor the careers of retired employees (the most qualified) and their quotation on the labor market.
• 11. If employees are in great demand, perhaps the organization has become a "forge of personnel" for other enterprises. This means that there are shortcomings in career planning and staff development. If employees are hired with difficulty, this is also a signal of a company lagging behind or a symptom of negative changes in the industry.
• 12. Hire an HR manager or seek HR advice from HR professionals.

To analyze the change in the number of employees as a result of hiring and dismissal, apply relative performance, called the turnover ratio on admission and the turnover ratio on disposal. The recruitment turnover ratio is defined as the ratio of the number of employees hired during the reporting period to the average number of employees on the payroll for the same period. The retirement turnover ratio is defined as the ratio of the number of laid-off employees for all reasons for the reporting period to the average number of employees for the same period.

It is advisable to analyze these indicators not only for the whole organization, but also for individual structural units and categories of employees.

In the Russian labor market, there are such reasons for dismissal as in connection with the liquidation of an enterprise, a reduction in the number due to a decline in production. Dismissal for these reasons in certain sectors of the economy reaches significant proportions. Such a disposal occurs through no fault of the employee, causing excessive turnover and having negative economic and social consequences. It is advisable to consider it separately.

The absenteeism coefficient is also an important indicator of the social effectiveness of personnel management, but it correlates with the turnover indicator, since both phenomena are caused by the same factors. A high level of absenteeism is a sign that increased turnover is likely in the near future.

where A is absenteeism; Дп - the number of working days lost for a certain period due to absence from work; D - the number of working days; N is the average number of employees.

Absenteeism leads to significant costs, which include: a number of payments that are mandatory regardless of the actual presence of the employee at the workplace; overtime pay for an employee replacing an absentee; losses associated with equipment downtime, a drop in labor productivity, etc.

Fluidity and absenteeism are closely related to such indirect forms of evaluation as complaints and conflicts. These factors are indicators of how effective the activities of the personnel management service are in creating conditions for increasing employee satisfaction with work in the organization.

It is advisable to evaluate the effectiveness of personnel management in three positions:

• - assessment of the organization of managerial work;
• – analysis of personnel management technology;
• – analysis of the quality of personnel management.

When evaluating the organization of managerial work, the forms and methods of interaction between managerial workers and objects of management and among themselves are analyzed. Subject to analysis staffing, distribution of duties, workflow of the department.

Of interest is the analysis of the quality of personnel management. It is produced depending on the specific tasks facing the governing body. Analysis of the quality of personnel management of the enterprise is given in table. 12.3.

Table 12.3

Directions for analyzing the quality of enterprise personnel management

	Direction of analysis	Criteria Used
	Compliance analysis personnel policy and practice of personnel management goals and objectives of the enterprise	Consistency, consistency of goals and ways to achieve them
	Assessment of the quality of documents regulating the work of personnel	Clarity and completeness of presentation, compliance with the Labor Code of the Russian Federation
	Assessment of the most important formal rules and procedures that ensure the process of enterprise personnel management	Labor indicators of employees, efficiency of the enterprise
	Evaluation of the main elements organizational culture that affect the behavior of workers	State of the work ethic. Moral and psychological climate in the team
	Evaluation of indicators characterizing the quality of personnel management (the level of staff turnover, the state of labor discipline, job satisfaction of employees, moral and psychological climate, etc.)	Satisfaction of the staff with work, lack of complaints, other manifestations of dissatisfaction. The image of the company in the eyes of customers. Commitment of employees to their enterprise. Labor indicators

Effective personnel management is determined by personal and professional qualities the manager himself, the degree of awareness by him of the need to learn himself and contribute to the training of staff in order to comply with the constantly changing socio-economic environment.

All of the above indicators and criteria should form the basis of a study of the effectiveness of personnel management. Performance evaluation as a system of procedures is a tool that helps the manager to see and evaluate the quality of the personnel management system as a whole and those shortcomings that should be eliminated or corrected in the course of work.

To improve the work of personnel management, it is necessary to conduct a qualitative selection of specialists in the personnel service. Currently, there is no state system for certification of personnel management specialists in Russia. Whereas in America, since 1976, the Institute for Certification of HR Specialists has been operating, which makes it possible to officially confirm the theoretical and practical level of their vocational training. The basic criteria for evaluating specialists are the availability of professional knowledge, experience in certain structures and skills in solving specific professional tasks related to personnel management. Obtaining PIIR (Specialist), SPHR (Senior Specialist) and GPHR (International Specialist) certifications allows professionals to gain confidence in their competencies and abilities and move up the career ladder. At the same time, for the employer, when hiring a HR specialist, the certificate is a weighty reason.

A similar system is also necessary for Russian HR professionals.

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Translation of "increasing demands" in Chinese

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Significant investment in new technologies such as information technology is causing enterprises in these countries to ever higher demands return on such investment in terms of competitiveness.

The costly investment in such new technologies as information technologies is making enterprises from those countries more demand that such an investment generates pay-offs in terms of competitiveness.

Increasingly demand that such an investment generates pay-offs in terms of competitiveness.">

Mainstreaming environmental needs as a key issue that runs through all policy measures (horizontal and selective) to ensure the sustainable exploitation of natural resources and better opportunities for developing countries to compete successfully in world markets demanding ever higher demands to the environmental parameters of trade items;

Mainstreaming environmental criteria as cross-cutting issues in all policies (horizontal and selective) to ensure sustainability in terms of the intervention of natural resources, and to enhance the opportunities for developing countries to successfully compete in world markets that more demand environmental performance;

Increasingly demand environmental performance;">

The Chairman of CCAQ emphasized that the staff of most organizations of the common system were ever higher demands in terms of mobility.

Growing mobility requirement of staff of most common system organizations.">

The opening of economic borders increases competitiveness and imposes ever higher demands technological innovation and response to changing environments.

Opening economic boundaries increases competitiveness and imposes increasingly demanding requirements in terms of technological innovation and responsiveness to changing scenarios.

Increasingly demanding requirements in terms of technological innovation and responsiveness to changing scenarios.">

Construction volumes are growing, new customers are entering the market, who present ever higher demands to quality building materials and technologies.

Growing volumes of construction, come on the market, new customers who are placing increasing demands on the quality of construction materials and technologies.

Increasing demands on the quality of construction materials and technologies.">

Improving access to expanding global markets makes it necessary to create efficient production structures that can meet ever higher demands international markets to quality, cost and terms of delivery.

Enhanced access to expanding global markets requires efficient production structures capable of meeting increasingly exacting demands in terms of quality, cost and delivery structures on international markets.

Increasingly exacting demands in terms of quality, cost and delivery structures on international markets.">

It is more difficult for older people to find work because employers favor younger candidates and ever higher demands regarding the level of education.

Older persons have more difficulty finding employment, since employers give priority in employment to younger candidates and they have ever higher requirements with respect to education level.

Ever higher requirements with respect to education level.">

Weaker exporters are finding it increasingly difficult to compete in ever more complex and challenging global markets. ever higher demands.

Weaker exporters find it increasingly difficult to compete in world markets which are becoming ever more sophisticated and demanding .

With growing concern about the state of environment various stakeholders will present ever higher demands to companies in relation to environmental accounting and financial reporting.

In view of growing environmental concerns, companies will face rising demands from various stakeholders on environmental accounting and financial reporting.

Face rising demands from various stakeholders on environmental accounting and financial reporting.">

The Special Rapporteur believes that multilateral institutions, whether private or public, are being challenged as their power and influence grow. ever higher demands on transparency and accountability.

The Special Rapporteur is of the opinion that the requirements for transparency and accountability of multilateral institutions, whether private or public, expand as power and influence increase .

Requirements for transparency and accountability of multilateral institutions, whether private or public, expand as power and influence increase.">

Economic transformation and social progress will drive further improvements in democratic governance and accountability as a middle class emerges that will demand ever higher demands to African leaders and service providers.

Economic transformation and social progress will drive further improvements in democratic governance and accountability as the middle class grows and demands more of Africa"s leaders and service providers.

And demands more of Africa"s leaders and service providers.">

For deliveries to presenters ever higher demands international and local (urban) markets farmers, processors and traders need access to funds to invest in new equipment and systems.

To supply increasingly demanding international and local (urban) markets, farmers, processors and traders need access to funds to invest in new equipment and systems.

Increasingly demanding international and local (urban) markets, farmers, processors and traders need access to funds to invest in new equipment and systems.">

In today's dynamic environment, firms that intend to develop and stay on the market are faced with ever higher demands changes in legislation, and competition.

In the contemporary dynamic environment, the legislative amendments and the competitive pressure set higher and higher requirements to the companies that strive to develop and remain on the market.

Higher and higher requirements to the companies that strive to develop and remain on the market.">

However, in the current information age ever higher demands required of statistical agencies to provide reliable, timely and up-to-date information can also stimulate technological development, change and adaptation.

However, in this knowledge age, the growing needs that put a pressure upon the bureaus to produce a reliable, timely and updated information, may also stimulate technological development, changes and adaptations.

"HR officer. Personnel management", 2008, N 8

The inconsistency of the level of development of the labor potential of graduates with the criteria of modern competitive struggle, the poor preparedness of young specialists for self-survival in the new conditions (and often the lack thereof) reduce the level of competitiveness of university graduates in the labor market.

Recently, researchers have noted changes in the requirements of employers for university graduates, which is largely due to the development of new trends in the content and structure of jobs. An employer who wants to meet new challenges seeks to provide greater flexibility in wage labor through job rotation, diversity of work operations, increased adaptability, diversity of work skills, lifelong learning, the introduction of flexible working hours, etc. According to experts, the third professional revolution is taking place, when global competition brings to the fore highly educated people of free professions. Such people are recognized to be called transprofessionals.

Dictionary of personnel management. Transprofessionals are specialists who must be prepared, through their thinking and ways of organizing activities, to work in various professional environments.

Under these conditions, the employer makes ever higher demands on the quality of the workforce, including graduates. A modern graduate should have the so-called project type of thinking, which is not based on the desire for a stable and gradual career within one organizational structure, but interest in a particular project and recognition among professional colleagues.

Changes in the requirements of employers occur not only in the professional and qualification sphere of labor, but also in the socio-psychological and socio-cultural planes. If the main moral and psychological qualities of an employee in the era of industrial capitalism were, first of all, discipline, knowledge of one’s place in the organizational hierarchy and technological chain, diligence, then the new imperatives focus on greater initiative and independence, the ability to work in temporary working groups (teams), high motivation to retraining.

In modern conditions, trends are emerging that are manifested in the transition: from narrow specialization and limited liability to broad professional responsibility; from a planned career to a flexible choice of the path of professional development; from the responsibility of managers for the development of personnel - to the responsibility of the employees themselves for their own development.

The extent to which the Russian employer follows the noted trends can be judged, in particular, by the results of the study "Priorities of the Modern Employer". In a ranked form, the requirements of employers for university graduates are as follows:

1) work experience (86.6%);

2) higher education (80.4%);

3) the presence of the necessary connections (70.5%);

4) knowledge and work skills (60.4%);

5) motivation for further education (57.4%).

Ideally, the hired university graduate is a specialist with some work experience and the right connections. At the time of admission, his working qualities are of secondary importance, but in the future the task of his retraining or retraining arises.

Thus, the modern Russian employer is very demanding, but his expectations are rather contradictory. He is aware of the acuteness of the personnel problem, which he is trying to solve on his own; tends to promote and retrain their own employees, and when hiring, gives preference to those with work experience and the right connections. It is no coincidence that there are mass ideas about a tough, demanding employer who is not so easy to please.

The expectations of university graduates can be judged from the analysis of the results of the study "Adaptation of young professionals in the modern labor market." Respondents tried to assess their competitive advantages, which they primarily rely on when hiring. Competitive advantages distributed as follows:

1) a profession that is considered by respondents as promising in the modern labor market;

2) the fact of having a diploma of higher education, which is considered as a sufficient basis for, if not effective, then acceptable employment;

3) social capital or the accumulation of social ties (help from friends and relatives);

4) work experience;

5) personal qualities.

For clarity, let's compare the mutual expectations of graduates and employers in the summary table (Table 1).

Table 1

Distribution of Mutual Expectations of University Graduates

and employers in the labor market

From Table. Table 1 shows that the most demanded by the employer quality in the labor market - work experience, according to graduates, is only in fourth place. Such ideas, which fully reflect reality, if we focus on the data of the above study, on the practice of personnel services and recruiting agencies, force students to sacrifice their studies (almost completely in the last year) in order to gain some work experience. And this the only way meet the requirements of the employer, since other opportunities for entering the profession (practice at enterprises, firms, institutions; participation in joint projects, other forms of scientific and practical activities) are either not developed at all or are only formally available.

The presented results fully explain the trends and strategies of behavior of young specialists - university graduates in the labor market.

Considering in detail the issue of employment of students during their studies at the university, one can identify a steady trend in the growth of employment from year to year. Thus, in 2004, 93% of graduates began working while still studying at the university, while the rest found a job in one or two months (Table 2).

table 2

Distribution of the number of respondents by search time

first job, % of total number respondents

employed

Year graduation university	During the period learning	The period of time after graduation, during whose first work appeared
1 month	2 months	6 months		Later than after 1 year

The employment strategy is implemented by 50% of graduates with the help of relatives and friends. At the same time, there is a rather noticeable group of young specialists - university graduates (mainly from among those who graduated from elite universities in certain specialties), whose representatives did not look for work, but, on the contrary, received invitations from firms. Thus, the higher the quality and prestige of education, the more chances a graduate has to get into the field of view of an employer. On the whole, neither the elite character of education nor the prestige of the profession they acquire frees graduates from the need to resort to informal connections in finding employment - an independent job search is not able to compete with it.

Studies of the youth labor market have shown that at the same time there has also been a tendency to delay entry into the labor market. About 15% of university graduates in 2005 (half a year after receiving their diplomas) did not work, preferring to "look around." The largest proportion of those who were in no hurry to go to work are among residents of Moscow and large cities. This delay, according to experts, can hardly be considered as a result of difficulties in finding employment, since many people start working while still studying, and this trend is increasing every year (Table 3).

Table 3

Employment of university graduates depending on

from the type of settlement

Thus, according to researchers of the youth labor market (Avramova E., Kulagina E., Verpakhovskaya Yu.), a new model of behavior of young specialists (university graduates) is emerging. It is distinguished by a variety of labor strategies. If some start working while they are still studying, others put off entering the labor market as much as possible. For some, adaptation within the framework of the received specialty is valuable, while others seek to change it immediately. For some who have started working, it is more important to establish themselves in the workplace, for others it is more important to immediately look for another job. Such diversity, according to experts, should be assessed positively and considered as a consequence of free choice and the absence of strict regulation. However, the diversity of strategies is combined with a number of trends.

The first is that relatively high material and status positions of young specialists - university graduates are achieved through reprofiling, their migration from sectors of the labor market with low wages to those where wages are many times higher. Research data indicate that the flow occurs from research and production sectors to the financial, economic, service, trade, and management sectors.

Another trend is related to informal relations, which play an extremely important role in the course of employment of young specialists - university graduates and their career advancement. The use of social connections in most cases is a necessary condition for employment not only in a prestigious and well-paid, but also in any job.

The results of other researchers also testify to the differentiation of strategies for the behavior of graduates in the labor market, among which the following can be distinguished:

1) start working immediately;

2) continue learning;

3) "look around" and do not work or study yet;

4) do not work, devote yourself to the family.

It is noteworthy that less than half of university graduates plan to work in their specialty (43%), 50% of graduates are optimistic about employment, the remaining 50% see the problem in the status-income discrepancy; a quarter of graduates strive to get a second higher education (25%). Social ties are also highlighted as the most relevant mechanism for employment.

Thus, summarizing the results of the conducted studies of the youth labor market, we can conclude that the modern competitive environment that has developed on it is significantly deformed and does not fully comply with the norms of a competitive market economy. However, it is precisely in such conditions that young specialists - graduates of universities and have to compete with each other for a vacant job.

The considered trends and strategies of behavior of young specialists - university graduates in the labor market, first of all, testify to the problem of inconsistency of university training with the requirements of the labor market. It is no coincidence that within the framework of the Bologna process, as a recommendation, it is proposed to make a transition to practice-oriented education - to prepare a graduate with practical readiness to perform professional tasks. The basis of suitability for employment is the sufficiency of the acquired basic, general professional and applied knowledge and skills. The proposed model is focused on further education to expand relevant fundamental and applied knowledge in order to improve professionalism and career. The construction of this model provides for close interaction between education and employers; conducting sectoral and territorial analysis of the labor market; flexible response educational programs on existing and prospective demands of the economy.

History reference. The Bologna process is a process of convergence and harmonization of the education systems of European countries with the aim of creating a single European higher education area. The official start date of the process is considered to be June 19, 1999, when in Bologna, at a special conference, the Ministers of Education of 29 European states adopted the declaration "European Higher Education Area", or the Bologna Declaration. Currently, the Bologna Process brings together 46 countries. Russia joined the Bologna process in September 2003 at the Berlin meeting of European ministers of education. Many Russian universities are involved in the implementation of the main directions of the Bologna process.

Thus, in order to eliminate the existing discrepancy, two equal parties should be involved - employers (business) and the academic community, which should be properly legislated. In this regard, forms and institutions of cooperation between education and business should also be developed.

Among the effective forms of interaction between employers and universities are the following:

Preparation by the enterprise of an application to universities for specialists of a certain profile;

Internship at the enterprise (including pre-diploma);

Internships;

Job fairs, professional forums;

Lectures and master classes of business representatives in universities;

Acquaintance of representatives of universities with production activities enterprises to further adjust existing training courses;

Participation of representatives of the business community in assessing the quality of education at the university, joining the boards of trustees educational institutions, etc.

However, modern realities, despite the relevance of the problem, indicate the presence of barriers to effective interaction between universities and employers. Among them, one can single out the lack of mutual interest in establishing the interaction process, as well as the lack of a regulatory framework that regulates the interaction process and guarantees the protection of the employer's investment in the training of the necessary personnel.

In general, the discrepancy between the level of development of the labor potential of graduates to the criteria of modern competitive struggle, the poor preparedness of young specialists for self-survival in the new conditions (and often the lack thereof) reduce the level of competitiveness of university graduates in the labor market. At the same time, the long-term absence of a professional and personal perspective affects not only the standard of living of young people, it most directly affects their psychological state: an increase in a sense of uncertainty, uncertainty about the future, and a weakening of self-esteem.

What are they talking about...

350 million dollars a year are spent Russian companies for the services of recruiting agencies

Finding a qualified specialist - especially in the field of finance and IT - is a real problem. But there are positions whose supply is about to exceed demand.

Natalya Sabitova, executive director of a recruiting agency: “If we talk about a sales manager, the most popular profession, it is a little different in different industries. This is necessarily the basic part of the salary. up to 50,000".

Capital recruiting is not limited to the Moscow Ring Road. Today, up to 20% of vacancies in Belokamennaya are filled by people from other cities. At the same time, agencies provide customers with a guarantee - up to six months of work. If during this time the applicant and the employer want to leave, the agency makes an equivalent replacement. In rare cases, recruiters pay a penalty - up to 50% of their fee, the amount of which can vary significantly.

Alexander Veterkov, head of the employment department of the vacancy publication: "The amount may vary from the level wages potential candidate. From 2 months to half a year salary. When looking for a top manager with a decent salary, this amount can be 2-3 of his monthly salary."

The future belongs to temporary forms of employment, experts say. Leasing - an employee for rent, outsourcing - hiring an external contractor and outstaffing - out-of-staff personnel - all this can significantly increase the efficiency of personnel costs. Meanwhile, in the last 3 years, the turnover of the recruiting market has more than doubled. And this is clearly not the limit, experts are sure.

Literature

1. Avramova E., Kulagina E., Verpakhovskaya Yu. Behavior of young professionals in the labor market: new trends // Chelovek i trud. - 2007. - N 9. - S. 41 - 47.

2. Artyushina I. A communication tool between universities and the labor market // sociological research. - 2006. - N 4. - S. 28 - 32.

3. Zhigadlo A., Puzikov V. Quality of training and employment of young specialists: sociological aspect // Higher education in Russia. - 2007. - N 10. - S. 108 - 112.

4. Savenkova T.I. Competition of Universities and Competitiveness of Specialists as a Vector of Movement of Education on the Path to Progress // Audit i the financial analysis. - 2007. - N 1. - S. 407 - 414.

5. Chistyakov A.V., Tkacheva O.A. Ensuring the competitiveness of university graduates // Problems modern economy. - 2007. - N 3/4 (15, 16). - S. 46 - 51.

Yu.Dmitrieva

Kazan

Signed for print

• Recruitment and selection, Labor market

Keywords:

1 -1

It is no longer a new idea that a person's happiness does not depend on having money or external beauty, not on a profitable marriage or a fast-moving career, but only on his attitude to everything that he encounters and possesses.
Happy people are happy with what they have, while unhappy people demand more from themselves and the world around them than they can offer.
The syndrome of high expectations is a deviation of a psychological nature, which is expressed through exorbitant demands and too high expectations regarding oneself and others.

A person who has inflated demands and inflated expectations is sure that he deserves much more than he has now - this can concern any sphere of our existence. He carries himself through life in full confidence that he is about to live in a luxurious house, drive a car of the latest brand or hug a model from the cover of a magazine by the waist. It would seem that what is wrong with such dreams? And if these are not even dreams, but specific goals, perhaps, on the contrary, we should learn from such people?

Let's remember what and is. In the first case, a person draws pictures of a wonderful future in his imagination, realizing that they are unlikely to be realized - or maybe not necessary. For example, flying to the moon. The idea is good, but too far from the wallet of mere mortals. Goals are distinguished by the fact that a person is aware of the possibility of their implementation and makes efforts to achieve them. An important role is also played by a clear awareness of one's appropriateness in the intended role and readiness to bear the responsibility that it will require.

High expectations hang somewhere in the middle between dreams and goals- they have the shell of a goal, but are even less achievable than dreams. Being firmly convinced of his worthiness to possess certain benefits, the carrier of the syndrome does nothing to achieve his goal and does not realize that he absolutely does not fit the role assigned to himself. He can lie on the couch in torn sportswear and wait for the longed-for glory to finally come to him - but, of course, nothing will come of it.

Sometimes it also happens that a person makes great efforts to realize his expectations, but cannot stop at the golden mean. Trying to make himself or others ideal, he goes beyond all the limits of common sense - after all, his goal is initially unattainable. This is how silicone freaks appear, ridiculously pumped athletes, tyrant bosses and inadequate fighters against injustice.

may have different causes. It's curious that it can be provoked by both overestimated and underestimated self-esteem. Having an overestimated self-esteem, the “patient” draws up a picture of himself that does not correspond to reality - of course, the most beautiful one - and waits for all the benefits that are due to him to come by themselves. People with low self-esteem usually make too high demands on themselves. They try to develop themselves to the level of perfection, not realizing that this is impossible.

The trigger for the onset of the syndrome may be childhood hidden psychological trauma. The most common pattern is that what was lacking in childhood becomes an obsession in adulthood.

This can be clearly seen in the relationship of children in whose family there was not enough love - for themselves or between their parents. They tend to idealize their future partner and make excessive demands on him. Those who spent their childhood in unsanitary conditions often grow up to be squeamish perfectionists who impose their own notions of cleanliness on others. Fierce fighters for sobriety come out of the families of alcoholics, demanding from others the same unquestioning observance of the purity of the body.
It is difficult to be a person endowed with a syndrome of high expectations - he is disappointed more often than others because he demands too much from the world. He is constantly tense, anxious and nervous, as he is in a state of constant conflict between fiction and reality. It is hard for his relatives because of the constant nit-picking and growing demands, endless depression and irritability.

It is sad that inflated expectations from life are often imposed on us artificially, from outside. After watching glossy TV shows, where even cleaners dress better than our average women, and every man is macho and rich, many believe them. Of course, the creators of the series do not intend to put any complexes in our heads - they just want to make a beautiful picture. Sane viewers understand that this is just a fairy tale stylized as real life. But how many of those around us who take it at face value! They look at themselves, ordinary ones - and at the plot heroines who wake up already made up and cheerful. And they think: “There must be something wrong with me.”

Worse, advertisers use the same technique - but for their own purposes. Demonstrating the ideal world, bright videos and posters promise to join it - use our paste, and you will immediately get an impossibly white smile. And between the lines - you will be just as handsome, rich, and even your teeth will straighten themselves ... The creators of advertising do not just popularize the product - they show us a non-existent, beautiful, unattainable, but such an alluring future. And now it seems to us that everything around is disgustingly gray, and we must strive there, into the sparkling society of superhumans.

Of course, most of us in one way or another have inflated expectations - from the imminent celebration of the New Year, from the anticipation of a new purchase, from a future trip. And the more these expectations, the more difficult it is to be happy. And when they turn into an obsession that destroys life - this is the syndrome that we are talking about today. Experts will help you deal with it. And for those who only sometimes worry about the fact that “everything didn’t turn out the way they wanted” - relax and enjoy life as it is.
It’s true what they say that you shouldn’t expect anything at all: you won’t be disappointed with bad results, and good ones will be a pleasant surprise!

perfectionism

10.10.2016

Snezhana Ivanova

Perfectionism is understood as the desire of an individual to perform any activity with the highest quality. Perfectionism makes a person constantly doubt their own strengths and capabilities.

Perfectionism is understood as the desire of an individual to perform any activity with the highest quality. Perfectionism makes a person constantly doubt their own strengths and capabilities. A perfectionist is usually afraid of new activities, because he is not sure that he will be able to do them flawlessly the first time. He makes too high demands on himself and therefore it is difficult for him to achieve a state of satisfaction with himself and his activities. Such a person, as if on purpose, sets himself a high bar and, having been defeated, discovers his own helplessness.

The reasons for the formation of perfectionism are quite understandable. If too high demands are placed on a child in childhood, he himself begins to perceive himself from the position of being useful. When others expect incredible success from us, as adults, we will scold ourselves at the first failure. The destructive effect of perfectionism lies in the fact that, having not learned to cope with difficulties in time, a person gives in to such insignificant circumstances that could easily be bypassed if this experience were acquired.

Manifestations of perfectionism

There are significant signs of perfectionism that allow you to identify it at an early stage. If you notice the following manifestations in your child, then they can be easily prevented. As an adult, it becomes much more difficult to deal with perfectionism.

Striving for the ideal

The desire to do everything for five with a plus comes from childhood. When parents constantly demand unquestioning obedience from their beloved child, so that he studies better than his classmates, load him with all kinds of circles and sections, perfectionism develops very quickly. The child very soon begins to understand that the parent is pleased with his success and tries not to disappoint him. At the same time, a little boy or girl may not realize why exactly he needs all these achievements. The pursuit of an elusive ideal becomes an end, not a means. The kid is not yet able to understand what replaces his own successes with the expectations of his parents. As an adult, such a person will strive with all his might to meet the expectations of the boss, unquestioningly fulfill all the requirements. Any social attitudes and requirements can serve as an ideal. Many, unfortunately, never realize that ideals are imaginary and devastate the soul.

Failure undermines self-confidence

For a perfectionist, it is extremely important to do everything right. For him, the assessment of society is of great importance. Social approval forces him to make significant efforts, to step over own desires and needs. The slightest failure can unsettle, makes you doubt yourself. Surprisingly, having achieved success, such a person continues to expect approval from society. If this does not happen, she becomes discouraged and doubts her abilities.

High demands on yourself

If for most people achievement is a desirable goal, then for a perfectionist it is devastating. The more he achieves, the higher demands he makes on himself in the future. Perfectionism makes it impossible to stop and realize that what you want is already in your hands. Such people do not know how to rejoice in their victories, but pay attention only to failures and defeats. The high demands of a perfectionist are sometimes so far from reality that they seem unattainable and impossible. If a perfectionist fails to achieve something the first time, he is disappointed in himself.

How to get rid of perfectionism

Perfectionism can destroy a person from the inside, for this reason it definitely needs to be corrected. Many people would like to get rid of their own habit of doing everything right, but do not know where to start. The following tips will help you understand yourself and defeat perfectionism.

Recognition of one's imperfections

Most people are calm about their own shortcomings, taking them for granted. However, a perfectionist is willing to spend an enormous amount of time and effort to avoid their development. He believes that he has some flaws that should be hidden from society. Such people do not realize that others also have shortcomings, and blame only themselves for everything. If you want to get rid of perfectionism, admit that you are not perfect. There is nothing terrible or reprehensible in this. The sooner you take off the mask of the right person, the sooner you will part with the excellent student syndrome.

Working with self-esteem

Perfectionism undermines self-confidence, deprives a person of moral strength and the desire to act with enthusiasm. One gets the impression that a person shackles himself in advance in limiting chains that prevent him from moving and enjoying life. Understand that you are not obliged to follow other people's attitudes, to justify the expectations of others. You have your own aspirations, desires and possibilities. Living a free life is possible only when you are completely free from the influence of the past. The ability to value one's personality is valuable and required quality. Learn from the past, but don't dwell on failures. No need to endlessly blame yourself for something that happened a long time ago. It is necessary to learn to enjoy life at any stage and under different circumstances.

Working with self-criticism

To get rid of perfectionism, You have to get over the habit of beating yourself up all the time. Overly self-critical people cannot go a day without discovering at least the slightest flaw in themselves. Stop looking for endless flaws in yourself. Just understand that perfect people do not exist in the world. If you work with self-criticism day by day, the desire to criticize yourself will gradually disappear. Such inner work is necessary in order to learn to appreciate your true achievements. When something does not work out or it does not happen as quickly as you would like, learn not to lose heart, not to get upset in vain. Otherwise, it will be much more difficult to defeat self-criticism. Sometimes the inner voice is so strong that it drowns out reasonable arguments.

Vision of strengths

It is difficult for a perfectionist to realize that he deserves more than he currently has. vision of their strengths helps you realize that you are truly unique and unrepeatable. For a person who tends to dwell on failure, it is extremely important to learn to truly appreciate yourself. Awareness of one's own abilities and talents contributes to the comprehensive development of the individual. The more achievements we have, the more we can be proud of ourselves.

Thus, perfectionism is a personality trait that must be worked on. Otherwise, a person will not be able to fully live and make responsible decisions. Having become freer from the attitudes and demands of society, we discover additional opportunities that we did not notice before.