How not to buy a cat in a poke, or Choosing the right place of work

At the same time, as a candidate at the stage of hiring to choose a worthy company, much less attention is paid. This issue is currently unreasonably forgotten. It turns out that the candidate is sufficiently defenseless before the sophisticated staff assessment mechanisms used by the employer.

In some cases, it turns out that the applicant forthe replacement of the vacancy as it were "turns" inside out: find out all its psychological features, professional experience (positive, negative), opinion about the candidate of his former colleagues, etc., and in response to his very specific questions about the structure of the company, its prospects, financial state is very vague formulations and references to trade secrets. Usually in such a situation, a sufficiently high level of wages or (and) a solid compensation package is offered, which "lulls the vigilance" of the candidate and allows one to turn a blind eye to the uncertainty of the future of the company as a whole. However, it is always worth remembering that the promised salary is still unpaid.

In this article, an attempt was made to give concrete practical recommendations to the candidate how to assess the attractiveness of a company. Foreign experience shows that this issueno less relevant than the selection and development of personnel. Unfortunately, in our country the rating system of employer's attractiveness is not widely developed yet, and only the most famous companies consider existing systems. These proposals are based on personal experience, as well as on the critically analyzed experience of a number of successful and not very candidates for various positions.

First of all it is recommended to make a list of interesting questions and methodically receive answers to them. The source of information about the company should serve:

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  a recruiting specialist or a person conducting an initial interview;
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  potential leader (direct and 1-2 points above);
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  MASS MEDIA;
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  informal conversation with a company employee (preferably the lower or middle level);
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  conversation with a former employee of the company.

Only by comparing the data obtained from these sources can get a fairly reliable picture of the company's status, actual (and not offered) working conditions,attitude to the personnel, etc. It is clear that it is rather difficult to find, for example, a former employee of the company or to bring to a frank conversation someone from the current staff. Nevertheless, if such an opportunity exists, there is a need to use it.

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Thus, the candidate must receive an intelligible answer to a number of questions, and only then decide for himself, how much the answers to them and, accordingly, this company meet its requirements. It's no secret that besides the levelwages there are many factors that can make the work in the company both very attractive and unacceptable for a particular candidate.

Of course, in general terms, the more information about the company, the more informed the decision is made by the candidate, but this is in the ideal case. In practice, it is difficult to obtain even the necessary minimum information about the company. So, first of all a candidate for a vacant place in a new (for him) company should be interested:

1) For the decision of what tasks it is accepted (are going to accept) for work?

In the event that there are no clearly formulated tasks andclearly put the expected result, the candidate risks in his future work to face the problem of not understanding what they want from him, and, accordingly, will not provide the required result. On the other hand, the vagueness of tasks, the uncertainty of the expected result can serve as a signal that the company's management itself has not yet decided what tasks and how to solve. This is most relevant for young, developing companies. As a consequence, the candidate in the short term may face the fact that the tasks for which he was hired will not be relevant, and he himself - an unnecessary company. In addition, the lack of clear objectives can signal a lack of professional qualifications for a future leader in this field. With all the ensuing consequences.

Of course, for example, the CFO is not requiredfully know the work of the accountant for tax accounting, nevertheless, the realization that this employee must ensure a reliable calculation of taxes, timely filing of declarations and payment of taxes is necessary. In this case, there is a clear end result. So in other cases, the candidate must be clearly set a task, why it is recruited. Otherwise, mutual misunderstandings or fulfillment of external tasks that do not correspond to the qualification and competence of the candidate are likely.

2) What levers and mechanisms do the "candidate" get in the hands of for the fulfillment of the assigned tasks?

This issue includes a list of aspects,related to the way in which the desired result must be achieved. If the candidate claims for a leadership position, then the issue of the number of subordinate staff, its qualification, and its sufficiency assessment is topical. If you need a comprehensive solution of issues in the branches, the company or its representative offices, then the question of the subordination of the staff of the branches is very relevant. After all, if a candidate requires the introduction of any innovations in the same representative offices or branches, then, at a minimum, these structures should be subordinated to him. Otherwise, the result will either not be achieved, or its achievement will be associated with great difficulties.

3) Are there any delays in paying wages?

Needless to say, payment problemsWages reduce virtually all other benefits to the company. In this case, even small in 2-3 days delay, especially if they are systematic, should cause concern. So, the company has problems with financing, or there is no financial discipline. Both reasons almost equally do not add to the attractiveness of the company.

4) Frequency of change of management (top and middle level), owners and their shares in the company's capital.

In case the average turnover of leadership(whether a person has stayed in the company or gone into another) or owners less than 2 years, then the probability is very high that the company does not have a clear purpose of existence or does not know how to achieve it and "floats by the will of the waves". In such a company there may not yet be, for example, problems with financing, but the candidate in such a company is unlikely to be able to realize his ideas and ambitious plans. Simply, his ideas and decisions can come to the wrong place and not to the time, regardless of his qualifications.

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Frequent changes in management or owners entail frequent changes in the company's priorities and the direction that was yesterday one of thecore, today can become not strategic. Therefore, the candidate will face a problem when a change in leadership entails a change in priorities and, as a consequence, the direction to which he was invited may become unclaimed. In such a situation, he will either "survive", "poddavlivat" smoothly (the number of his subordinates will be reduced, a number of powers will be removed, he will search for ways and ways to blame him for incompetence, etc.) or they will load unnecessary, secondary tasks, and the specialist will resign himself.

In addition, frequent changes inuncertainty in the future of the staff and the most qualified staff (they always have worthy offers), other things being equal, usually prefer to leave. It's not a secret, that the more qualified the employee, the more he is in demand on the labor market. First of all, they leave exactly such, if notsee real ways to improve the situation in the company. From the point of view of a candidate for a position, this means that there is a threat to lose subordinate qualified personnel, having not had time to do anything in the company.

5) What is the financial result of the company?

Of course, when you are invited to a positiongeneral or financial director and set the task of ensuring the profitability of the company, this issue is not relevant. However, for other items, the presence of a positive financial result is one of the main guarantors of the company's reliability.

6) Does the company have a well-defined mission, a code of corporate conduct, a corporate culture? Are corporate holidays held?
As indicated above, without clear objectives andtasks "the ship is floating along the current" and sooner or later "it will break about the reefs". The presence of corporate holidays speaks of the company's concern for its own personnel, the presence of a corporate culture, a certain interest of the company in retaining qualified personnel. This is also an indirect signal that things are going well in the company.

7) What is the organizational structure of the company?

In addition to a general idea of ​​the size of the company andTo get acquainted with the structures with which you will have to work together. A certain analysis of the structure of the company makes it possible to get an idea of ​​how clearly the management structure is formed, whether there are no structures duplicating the powers. For example, you can ask how the responsibilities are distributed between the personnel management department and the department of labor and wages within the same organization, etc. The lack of a clear organizational structure, duplication of authority in departments is a strong signal that the company "floats by the will of the waves."

8) Do you plan to reform the company?
In the event that the company plans eventson reforming, restructuring, optimization of numbers, etc., the candidate should receive a clear answer to the question of what will happen to his unit and specifically to him. In any case, the presence of this circumstance is an additional risk for the candidate, but this risk will be doubled if the average shift of the company's management is less than 2 years. In such a situation with such a company should not be contacted. Otherwise, the candidate is at great risk to be at a disadvantage when all arrangements for his future will be canceled by the dismissal of the head.

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9) What is the qualification and experience of the direct supervisor and managers at 1.2 level above? What are their personal qualities?

This information will provide an opportunity to assess,how competent the future leader and leaders are in the links above. Information about personal qualities will provide an opportunity to determine whether a particular style of leadership is appropriate for a candidate. For example, not all people calmly perceive when they are shouted, especially if such a reaction is a consequence of the mood and is repeated often regardless of the quality of the work performed.

10) What is the speed of decision making in the company?

In principle, this parameter can be estimated from the fact,how fast the issue of hiring is solved, what interviews and tests have to be conducted. In case the speed is very high, there is a high probability that unreasonable, harsh decisions can be made with all the ensuing negative consequences. In the event that the speed of decision-making is very low, for example, when interviewing and reconciling work takes more than 2-3 months, the company has a high level of bureaucracy.

11) What happened to the predecessor?

The answer to this question is needed from different perspectives. For example, the predecessor was fired under the article. In this case, apart from purely professional interest, what he did wrong, there is also a certain risk. A person can sue, win a case and be reinstated in his previous position. Needless to say, the candidate will not be happy with this, even if the predecessor (as it usually happens) immediately resigns at will. </ p>

Another option - the predecessor went on maternity leave. In this case, the candidate must be prepared for the fact that he goes on temporary work. Even if he is promised to be transferred to another place, or some other way to solve the problem, one must be prepared for the unexpected.

12) How is work compensated on a day off, overtime, payment of sick leave, etc.?

In addition to the formal response of a staff memberIt is highly desirable to know the opinion of ordinary employees. After all, the promise that everything is compensated according to the Labor Code of the Russian Federation, this is not a fact. For example, in a number of organizations, employers who specify an item on irregular working hours in an employment contract believe that the employee must work for free and on a day off. Although the RF Labor Code has a completely unambiguous article on this matter.</ p>

13) Is it not planned to dismiss or transfer to another post of direct supervisor and leader for 1-2 levels above?

In this case, the vacancy candidate should be prepared for unexpected unexpected changes in the conditions of his work.

In addition to these basic questions, the answers to which the candidate should receive when deciding on employment, there is still a number of points to look out for. Let us give some examples.

It should be thoughtful, if at the interview you do not quite justified compliments and say, for example, that this place is not for you,you deserve more and for a long time you will not work at this place, we will definitely raise you. In this situation, you can become an unwitting protagonist of some inner intrigue. Accordingly, you are not planning to perform this function, and then, where you plan in the future, you might not like. In general, it should be treated with a high degree of skepticism to all kinds of promises of a future brilliant career. It is necessary to act on the principle: "I consider and agree to the specific conditions that are being offered to me now." Do not agree to the conditions that you currently do not like, for the sake of the promised, even very brilliant, prospects. After all, you still have not shown yourself in this company, and no one knows how things will turn out in the future.

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In case you are applying for a position,for example, a leading specialist, and you are told that you are suitable, but for a probationary period they are taken by a specialist of the 1st category, better refuse or immediately insist on the post of a presenter with a probationary period. Simply in this case, the employer considers you to be interesting enough for a specialist, but reserves the right for this time to find a more worthy candidate. In this case, it is necessary to insist on appointment for a probationary period.

Certain vigilance should cause a candidate neglect or even negative reviews about the functions and tasks of the unit where the candidate is being arranged. As a consequence, we can expect that in the future this structure can be called a "non-strategic" direction and reduced.

It should also be advised not to notify yourof the present employer on dismissal until all the issues have been resolved at the new place of work, and your application will not be signed by the head and sent to the personnel service. It is also desirable to make a final decision carefully study the standard form of the employment contract, which will have to be signed.

Do not also go for the potentialan employer who demands a quick dismissal from his former job and an early exit to a new place. If you really really need a future employer, then 2-3 weeks you will just wait for a new job. And if not, then why rush? Never hurry, check everything in details and weigh. It must be remembered that at the interview stage you can dictate the conditions to the employer to a large extent.

Thus, only having received answers to all the questions posed, both from official and unofficial sources, by comparing, their candidate can accept an informed decision the proposed vacancy.

Of course, it is difficult and almost impossible to take into account all possible variants of the development of events. However, the answers to the above questions and their comprehensive analysis will allow minimize possible negative consequences in future.

Mansurov Ruslan Evgenievich,

Candidate of Economic Sciences,

Director of Zelenodolsk branch of the Institute of Economics, Management and Law (Kazan)