{"id":52417,"date":"2019-11-08T00:00:00","date_gmt":"2019-11-07T21:00:00","guid":{"rendered":"https:\/\/prohoster.info\/blog\/blog_prohoster\/it-rekruting-v-poiskah-balansa-protsess-rezultat"},"modified":"2020-02-18T14:00:07","modified_gmt":"2020-02-18T11:00:07","slug":"it-rekruting-v-poiskah-balansa-protsess-rezultat","status":"publish","type":"post","link":"https:\/\/prohoster.info\/ro\/blog\/news\/it-rekruting-v-poiskah-balansa-protsess-rezultat","title":{"rendered":"Recrutarea IT. C\u0103ut\u00e2nd echilibrul proces\/rezultat","gt_translate_keys":[{"key":"rendered","format":"text"}]},"content":{"rendered":"<h2>1. Viziune strategic\u0103<\/h2>\n<p>\nParticularitatea \u0219i valoarea unei companii de produse, misiunea \u0219i sarcina sa principal\u0103, este satisfac\u021bia clien\u021bilor, implicarea acestora \u0219i loialitatea fa\u021b\u0103 de brand. Fire\u0219te, prin produsul oferit de companie. Astfel, obiectivul global al companiei poate fi descris \u00een dou\u0103 p\u0103r\u021bi: <\/p>\n<ul>\n<li>Calitatea produsului;<\/li>\n<li>Calitatea feedback-ului \u0219i gestionarea schimb\u0103rilor, \u00een lucrul cu feedback-ul de la clien\u021bi\/utilizatori.<\/li>\n<\/ul>\n<p>\nDin aceasta reiese c\u0103 principala sarcin\u0103 a departamentului de recrutare este c\u0103utarea, selec\u021bia \u0219i atragerea juc\u0103torilor A. Pilonii de baz\u0103 ai acestor sarcini trebuie considera\u021bi: politici \u0219i proceduri reglementate \u0219i descrise; monitorizare constant\u0103 \u0219i implementarea inova\u021biilor.<\/p>\n<p>Pe de alt\u0103 parte, trebuie s\u0103 ne amintim c\u0103 organiza\u021bia exist\u0103 doar atunci c\u00e2nd este profitabil\u0103. Prin urmare, este important s\u0103 c\u0103ut\u0103m un echilibru corect, f\u0103r\u0103 a uita c\u0103 o alergare irational\u0103 dup\u0103 orice extrem\u0103 are mereu o reversare:<br \/>\n<noindex><a rel=\"nofollow\" name=\"habracut\"><\/a><\/noindex><\/p>\n<ul>\n<li>Reversarea unei abord\u0103ri excesiv de inovative. O \u201ecompanie-laborator\u201d care nu genereaz\u0103 venituri, ci, dimpotriv\u0103, provoac\u0103 pierderi constante. <\/li>\n<li>Biurocra\u021bia. Pe de o parte, structura static\u0103 a organiza\u021biei nu poate fi competitiv\u0103 \u00een contextul dinamicii moderne a pie\u021bei. <\/li>\n<\/ul>\n<p>\nPe de alt\u0103 parte, dac\u0103 biurocra\u021bia este privit\u0103 prea strict prin prisma descrierilor func\u021biilor, aceasta \u00eel priveaz\u0103 pe angajat de capacitatea de a g\u00e2ndi critic, creativ, survenind degradarea capacit\u0103\u021bilor sale de autonomie, precum \u0219i abilitatea de a depune un efort suplimentar. \u00cen cazurile \u00een care descrierea func\u021biei nu joac\u0103 doar rolul unui manager strict, control\u00e2nd, practic, fiecare pas al angajatului, ci \u0219i limiteaz\u0103 func\u021bionalitatea sa cu sarcini monotone \u0219i unidirec\u021bionale, care necesit\u0103 utilizarea doar a unui tip de re\u021bele neuronale, al doilea tip de re\u021bele este sistematic afectat. <\/p>\n<p>Excesul de biurocra\u021bie \u00een procedurile de selec\u021bie a candida\u021bilor duce la pierderea juc\u0103torilor A care accept\u0103 oferta de la o alt\u0103 companie, iar noi pierdem timp, profit \u0219i competitivitate. <br \/>\nDa, desigur, putem spune c\u0103 putem g\u0103si al\u021bi A players, de exemplu, care nu sunt \u00een c\u0103utare activ\u0103. \u0218i pe ace\u0219tia cu siguran\u021b\u0103 \u00eei putem atrage. Numai c\u0103, nici aceasta nu este \u00eentotdeauna garantat (vezi punctul A players de mai jos). <\/p>\n<ul>\n<li>A players. Din p\u0103cate, trebuie s\u0103 \u021binem cont de variabilitatea faptului c\u0103 nu vom putea \u00eentotdeauna s\u0103 aducem o supervedet\u0103 \u00een echipa noastr\u0103. Motivele pot fi complet independente de noi: candidatul poate fi extrem de loial organiza\u021biei actuale, s-ar putea s\u0103 nu rezoneze cu specificul companiei noastre, s\u0103 dep\u0103\u0219easc\u0103 cu mult bugetul, sau s\u0103 fie \u00eentr-o organiza\u021bie prea pu\u021bin timp pentru a lua \u00een considerare oferte pentru noi... <\/li>\n<\/ul>\n<p>\n\u0218i nu trebuie s\u0103 uit\u0103m s\u0103 ne punem \u00eentrebarea evident\u0103: avem nevoie cu adev\u0103rat de un A player? Vom putea men\u021bine un Rock Star pe o pia\u021b\u0103 \u00een dinamic\u0103 \u0219i extrem de competitiv\u0103, av\u00e2nd \u00een vedere stadiul actual de maturitate al companiei, situa\u021bia sa financiar\u0103, \u0219i beneficiile oferite \u00een prezent?<\/p>\n<h2>2. Obiective<\/h2>\n<p>\nObiectivul nr. 1 Cre\u0219terea calit\u0103\u021bii \u0219i relevan\u021bei candida\u021bilor atra\u0219i<br \/>\nObiectivul nr. 2 Asigurarea unui echilibru corect \u00eentre calitate\/relevan\u021b\u0103 \u0219i vitez\u0103\/cantitate (at\u00e2t \u00een ceea ce prive\u0219te atragerea candida\u021bilor, c\u00e2t \u0219i eficien\u021ba proceselor de lucru)<br \/>\nObiectivul nr. 3 Optimizarea proceselor existente, f\u0103c\u00e2ndu-le mai flexibile<\/p>\n<p>\u00cen orice companie, toate cele trei obiective trebuie urm\u0103rite f\u0103r\u0103 excep\u021bie. \u00centrebarea este doar care dintre ele sunt mai prioritare la fiecare etap\u0103 de maturitate a companiilor sau c\u00e2t de mult se coreleaz\u0103 fiecare dintre ele cu specificul activit\u0103\u021bii companiei\/specificul produsului. Din p\u0103cate, nu exist\u0103 o metod\u0103 prin care se poate extrage chirurgic un proces din toate cele diverse \u0219i evalua influen\u021ba acestuia asupra rezultatului general, \u00een acele cazuri c\u00e2nd numeroase procese sunt implementate simultan \u0219i paralele \u00eentre ele. <\/p>\n<p>A\u0219adar, dac\u0103 departamentul vostru de recrutare este la \u00eenceput de drum, v\u0103 rug\u0103m s\u0103 folosi\u021bi bunul sim\u021b - nu-l suprasolicita\u021bi cu o mul\u021bime de proceduri \u0219i opera\u021biuni deodat\u0103. O ma\u0219in\u0103 de fabricat care are nevoie de doar dou\u0103 pedale ar ar\u0103ta ridicol cu o sut\u0103 de pagini de manual de utilizare. La fel, un departament format din dou\u0103 persoane, care lucreaz\u0103 o lun\u0103 la o singur\u0103 pozi\u021bie, nu are nevoie de o sut\u0103 de instruc\u021biuni. Un num\u0103r mare de instruc\u021biuni este necesar doar atunci c\u00e2nd vine momentul pentru organizare. <\/p>\n<p>Acesta este ceea ce trebuie s\u0103 ave\u021bi cu adev\u0103rat \u00een vedere c\u00e2nd crea\u021bi un nou departament: raportarea \u0219i statisticile. Nu pute\u021bi evalua cu exactitate starea organiza\u021biei voastre pe baza intui\u021biei. Este nevoie de instrumente. La fel, departamentul vostru este un organism viu, complet. Pentru a-i m\u0103sura temperatura, trebuie s\u0103 folosi\u021bi un sistem de metrici. De asemenea, pentru a gestiona schimb\u0103rile \u00een viitor, va fi necesar un sistem de metrici. (Cum s\u0103 alegi corect metricile cite\u0219te \u00een articolul meu: \u201eCum s\u0103 configurezi sistemul de motiva\u021bie al echipei de recrutare\u201d).<\/p>\n<p><i>Rezultate preliminare<\/i>:<\/p>\n<ul>\n<li>Ghideaz\u0103-te dup\u0103 bunul sim\u021b \u0219i logic\u0103 - nu suprasolicita departamentul cu procese inutile.<\/li>\n<li>Fii capabil s\u0103 m\u0103sori ceea ce produci.<\/li>\n<li>\u00cencepe cu pa\u0219i mici. Implementa\u021bi totul treptat. Astfel, este mult mai u\u0219or s\u0103 evaluezi importan\u021ba fiec\u0103rui nou element.<\/li>\n<\/ul>\n<p><\/p>\n<h2>3. Gestionarea schimb\u0103rilor<\/h2>\n<p>\nS\u0103 presupunem c\u0103 am urmat logica descris\u0103 \u00een punctul doi. Asta \u00eenseamn\u0103 c\u0103 avem:<\/p>\n<p>a) c\u00e2teva procese de baz\u0103 implementate \u00een departament;<\/p>\n<p>b) un sistem de metrici care m\u0103soar\u0103 eficien\u021ba acestor procese de baz\u0103 \u00een ansamblu, \u00een func\u021bie de priorit\u0103\u021bile obiectivelor principale Nr. 1, Nr. 2, Nr. 3.<\/p>\n<p>C\u00e2nd, odat\u0103 cu cre\u0219terea volumelor, apare necesitatea unei ordon\u0103ri mai semnificative, ad\u0103ug\u0103m treptat noi procese. Frecven\u021ba recomandat\u0103 pentru ad\u0103ugarea gradual\u0103 este de maximum un nou proces pe trimestru. Trei luni sunt perioada minim\u0103 dup\u0103 care putem vorbi despre o dependen\u021b\u0103 oarecare, privind modific\u0103rile st\u0103rii metrilor. De obicei, chiar \u0219i \u00een condi\u021bii de cre\u0219tere rapid\u0103, companiile nu au nevoie de o implementare mai dinamic\u0103 a noilor procese. \u00cen caz contrar, acest lucru va fi asociat cu riscuri, deoarece este imposibil s\u0103 urm\u0103re\u0219ti eficien\u021ba tuturor nout\u0103\u021bilor. Iar aceasta duce inevitabil la haos. <\/p>\n<p><i><b>M\u0103sur\u0103tori<\/b><\/i><\/p>\n<p>Deseori, managerii evalueaz\u0103 superficial modific\u0103rile. Consider\u00e2nd, de exemplu, c\u0103 principalul obiectiv al departamentului de recrutare este atragerea unui num\u0103r tot mai mare de candida\u021bi, ei m\u0103soar\u0103 valoarea fiec\u0103rui nou proces prin prisma acestui singur indicator. \u00cens\u0103, aceasta este o viziune foarte \u00eengust\u0103. S\u0103 ne uit\u0103m la exemplele obiectivelor noastre prezentate mai sus:<\/p>\n<ul>\n<li>Obiectivul nr. 1 \u2013 calitatea \u0219i relevan\u021ba candida\u021bilor atra\u0219i nu poate fi evaluat\u0103 printr-un indicator cantitativ al locurilor de munc\u0103 \u00eenchise. \u00cen acest caz, una dintre metricile la care trebuie s\u0103 ne concentr\u0103m \u00een primul r\u00e2nd va fi num\u0103rul de candida\u021bi care au trecut perioada de prob\u0103. <\/li>\n<li>Obiectivul nr. 2 \u2013 aici, \u00eentr-adev\u0103r, trebuie s\u0103 ne concentr\u0103m pe metrica total\u0103 a candida\u021bilor angaja\u021bi, dar \u00een acela\u0219i timp, s\u0103 o compar\u0103m cu metrica calit\u0103\u021bii din punctul anterior, c\u0103ut\u00e2nd acel tip de echilibru de care are nevoie compania dumneavoastr\u0103.<\/li>\n<li>Obiectivul nr. 3 \u2013 acesta este un punct foarte complex \u0219i un exemplu al acelui obiectiv c\u00e2nd m\u0103surarea superficial\u0103 este extrem de periculoas\u0103, deoarece poate reflecta nerealist esen\u021ba situa\u021biei. Deoarece, \u00een acest caz, nu doar c\u0103 ar fi util s\u0103 evalu\u0103m metricile din precedentele dou\u0103 puncte, analiz\u00e2nd nivelul de optimizare a proceselor, dar, pentru a avea o imagine complet\u0103, s\u0103 m\u0103sur\u0103m, de exemplu, 360 de grade ai Hiring Managers, ca un indicator al flexibilit\u0103\u021bii \/ confortului \/ clarit\u0103\u021bii proceselor existente. <\/li>\n<\/ul>\n<p><\/p>\n<h2>4. Concluzii<\/h2>\n<p>\nFormula, aparent, este foarte simpl\u0103: <\/p>\n<p>P1+P2=1,<\/p>\n<p><i>Unde: P1 \u0219i P2 \u2013 procesele de baz\u0103 existente; <br \/>\n 1 \u2013 rezultatul nostru m\u0103surabil actual.<\/i><\/p>\n<p>Atunci, odat\u0103 cu implementarea noului proces, calcularea contribu\u021biei sale nu va fi deloc dificil\u0103:<\/p>\n<p>P1+P2+P3=1<\/p>\n<p><i>P3 = orice devia\u021bie ap\u0103rut\u0103 fa\u021b\u0103 de 1<\/i><\/p>\n<p>\u00cen realitate, problema const\u0103 \u00een dou\u0103 lucruri: grab\u0103 \u0219i haos. \u00cencerc\u00e2nd s\u0103 facem c\u00e2t mai multe \u0219i s\u0103 ob\u021binem rezultate c\u00e2t mai \u00eenalte, ajungem, \u00een cele din urm\u0103, s\u0103 e\u0219u\u0103m. Pentru c\u0103 nu po\u021bi calcula ceva nou f\u0103r\u0103 s\u0103-i oferi timp s\u0103 se manifeste. Aceast\u0103 imposibilitate \u00een calcule duce la haos, care, la r\u00e2ndul s\u0103u, conduce la o stare de orbire, c\u0103ut\u00e2nd o ie\u0219ire din p\u0103dure. Intr\u00e2nd pe acest drum, este pu\u021bin probabil c\u0103 vei observa chiar \u0219i lucrurile elementare. Despre calcule, probabil, nici nu va mai fi vorba. <\/p>\n<p>A\u0219adar, \u00eenainte de a \u00eencepe implementarea a ceva semnificativ, investe\u0219te timp \u00een a analiza totul acum, din timp. Altfel, vei pierde mult mai mult timp \u00een viitor.<br \/>\n<br \/>Sursa: <a content=\"nofollow\" rel=\"nofollow\" href=\"https:\/\/habr.com\/ru\/post\/474648\/\">habr.com<\/a><\/p>","protected":false,"gt_translate_keys":[{"key":"rendered","format":"html"}]},"excerpt":{"rendered":"<p>1. \u0421\u0442\u0440\u0430\u0442\u0435\u0433\u0438\u0447\u0435\u0441\u043a\u043e\u0435 \u0432\u0438\u0434\u0435\u043d\u044c\u0435 \u041e\u0441\u043e\u0431\u0435\u043d\u043d\u043e\u0441\u0442\u044c\u044e \u0438 \u0446\u0435\u043d\u043d\u043e\u0441\u0442\u044c\u044e \u043f\u0440\u043e\u0434\u0443\u043a\u0442\u043e\u0432\u043e\u0439 \u043a\u043e\u043c\u043f\u0430\u043d\u0438\u0438, \u043e\u0441\u043d\u043e\u0432\u043d\u043e\u0439 \u0435\u0435 \u043c\u0438\u0441\u0441\u0438\u0435\u0439 \u0438 \u0437\u0430\u0434\u0430\u0447\u0435\u0439, \u044f\u0432\u043b\u044f\u0435\u0442\u0441\u044f \u0443\u0434\u043e\u0432\u043b\u0435\u0442\u0432\u043e\u0440\u0435\u043d\u043d\u043e\u0441\u0442\u044c \u043a\u043b\u0438\u0435\u043d\u0442\u043e\u0432, \u0438\u0445 \u0432\u043e\u0432\u043b\u0435\u0447\u0435\u043d\u043d\u043e\u0441\u0442\u044c, \u0438 \u043b\u043e\u044f\u043b\u044c\u043d\u043e\u0441\u0442\u044c \u043a \u0431\u0440\u0435\u043d\u0434\u0443. \u0415\u0441\u0442\u0435\u0441\u0442\u0432\u0435\u043d\u043d\u043e, \u0447\u0435\u0440\u0435\u0437 \u043f\u0440\u043e\u0438\u0437\u0432\u043e\u0434\u0438\u043c\u044b\u0439 \u043a\u043e\u043c\u043f\u0430\u043d\u0438\u0435\u0439 \u043f\u0440\u043e\u0434\u0443\u043a\u0442. \u0422\u0430\u043a\u0438\u043c \u043e\u0431\u0440\u0430\u0437\u043e\u043c, \u0433\u043b\u043e\u0431\u0430\u043b\u044c\u043d\u0443\u044e \u0446\u0435\u043b\u044c \u043a\u043e\u043c\u043f\u0430\u043d\u0438\u0438 \u043c\u043e\u0436\u043d\u043e \u043e\u043f\u0438\u0441\u0430\u0442\u044c \u0434\u0432\u0443\u043c\u044f \u0447\u0430\u0441\u0442\u044f\u043c\u0438: \u041a\u0430\u0447\u0435\u0441\u0442\u0432\u043e \u043f\u0440\u043e\u0434\u0443\u043a\u0442\u0430; \u041a\u0430\u0447\u0435\u0441\u0442\u0432\u043e \u043e\u0431\u0440\u0430\u0442\u043d\u043e\u0439 \u0441\u0432\u044f\u0437\u0438 \u0438 \u0443\u043f\u0440\u0430\u0432\u043b\u0435\u043d\u0438\u0435 \u0438\u0437\u043c\u0435\u043d\u0435\u043d\u0438\u044f\u043c\u0438, \u0432 \u0440\u0430\u0431\u043e\u0442\u0435 \u0441 \u043e\u0431\u0440\u0430\u0442\u043d\u043e\u0439 \u0441\u0432\u044f\u0437\u044c\u044e \u043e\u0442 \u043a\u043b\u0438\u0435\u043d\u0442\u043e\u0432\/\u043f\u043e\u043b\u044c\u0437\u043e\u0432\u0430\u0442\u0435\u043b\u0435\u0439. \u0418\u0437 \u044d\u0442\u043e\u0433\u043e \u0441\u043b\u0435\u0434\u0443\u0435\u0442, \u0447\u0442\u043e [&hellip;]<\/p>\n","protected":false,"gt_translate_keys":[{"key":"rendered","format":"html"}]},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[702],"tags":[],"class_list":["post-52417","post","type-post","status-publish","format-standard","hentry","category-news"],"aioseo_notices":[],"aioseo_head":"\n\t\t<!-- All in One SEO 5.0.2 - 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