Define the environment profile. How to create job profiles to find valuable employees

A job competency profile is created to determine what knowledge and skills an employee must have in order to occupy a particular position. A correctly formulated profile will improve the efficiency of recruitment, the quality of employee performance assessment and its compliance with the company’s personnel policy.

The profile contains a list of the main job responsibilities and the skills required to perform them in detail. As a rule, profiles are maintained by personnel department employees. Ideally, they should be stored in in electronic format so that they can be reviewed and updated if necessary. It is also useful to provide access to these profiles to employees and their managers.

Write a clear job title and brief description

You should start with the title and description of the position - this is the basis of the position profile. The job title must accurately reflect the employee's job roles and responsibilities. Next, to formulate the job description, you should briefly outline the main tasks, avoiding lengthy lists of tasks and explanations - this can be done later.

For example, the job profile of Sales Manager involves ensuring retail turnover of the store. In the job description, it is enough to indicate the main tasks, such as advising customers on product issues, making sales, working with complaints and claims.

Provide basic information and job responsibilities

It is necessary to provide basic information about the position: scope wages, with whom the employee will need to interact, to whom the employee will report, and who will be subordinate to him.

The requirements for the employee should be listed - for example, a sales manager must have at least a high school diploma, at least 2 years of experience in the retail industry, and skills in working with cash register systems.

Prepare a list of the main job responsibilities, starting with the most important ones. Each clause should be worded using the present tense, for example, “resolves customer complaints regarding product quality and service.”

Decoding competencies

Outline the relevant competencies (skills, knowledge, and roles) required to perform the duties, including both required and desired competencies.

The list of skills should contain from 7 to 10 items with detailed description or by transfer key points. To create an adequate list, you can observe employees performing similar functions, consult with department heads, or conduct a company-wide survey. A “competency dictionary” may also be useful, containing job titles and a list of typical competencies for them - many of these dictionaries are available online.

Corporate competencies

When listing competencies, it would be correct to divide them into 2 groups. The first group will include general or organizational competencies - reflecting the skills, knowledge and behavioral styles that should be inherent in all employees of the company. These competencies should reflect the overall goals of the company. For example, “the ability to interact with people” implies the ability to analyze the characteristics of colleagues and clients, establish interaction with them, and work to achieve common goals.

Specific competencies of the position

The second group of skills included in the competency profile includes specific or personal competencies. These are the skills and knowledge required to perform certain duties, as well as the behavioral styles that this particular employee must adhere to. For example, the head of the sales department must have strong leadership skills to set clear goals for your team, set your expectations, provide constructive feedback and encourage independence in handling different situations.

The list of specific competencies will be useful not only for hiring, but also for improving the qualifications of employees, forming a personnel reserve, and will also allow us to identify criteria that will serve as a measure of employee success.

TestProfi will help you create a job profile and use it

The TestProfi online personnel assessment system allows you to automatically create a job profile based on personal competencies. With help online questionnaire Facets You will be able to identify the personal characteristics inherent in the most successful employees of your organization.

Fragment of the report on personal competencies of Grani

Based on the information received, the system will create a position profile with the necessary personal competencies, on the basis of which you will be able to conduct selection and certification. TestProfi also provides access to a library of standard job profiles for the most popular specialties, for example, the job profile of an accountant, sales manager, marketer and more than 30 other specialties.

Job profile— this is a list minimum requirements to a candidate who is indicated in posted vacancies for certain positions:
a) Personal data and mandatory competencies include: age, education, work experience, adequacy of salary expectations, knowledge foreign languages, availability of a driver's license and car, level of PC proficiency, etc.
b) Personal qualities (behavioral skills): activity, energy, communication skills, result orientation, analytical thinking, leadership, etc.
c) Professional skills depending on the field of activity and position: sales, finance, logistics, management, advertising, etc.
It is important to understand that when compiling a profile, the features of corporate culture company and the specifics of the work content.

Job profile "Sales Representative"

Let's look at the position as an example Sales Representative. The vacancy profile is compiled using the general position profile approved by the company.

1. Job profile
2. Job profile

1. Sample Sales Representative Job Profile

The content of the work:
1.Work with the client
2.Work with products
3.Company introduction
TP functions:
1.Work with the client:
Trade turnover
Ensuring the availability of products at points of sale
Work with Points of Sale and customers (product range, orders, delivery control, customer payments (accounts receivable)
Ensuring sales to end consumers (merchandising on the shelf, consultations at points of sale)
Creation and maintenance of a customer base (ABK - active customer base)
Finding new clients and maintaining a working client base
Collection and analysis of sales statistics
Sales staff training

2. Campaign Presentation
Ensuring compliance with corporate image
Ensuring the credibility of company growth
Ensuring adherence to brand strategy
Ensuring compliance with campaign policies and image
Training and transfer of experience to new colleagues

3. Professional quality Sales Representative

Communication skills
Enterprise
Power of persuasion
Focus on results
Ability to represent a brand

4.Organizational qualities of a Sales Representative

Discipline and self-organization
Honesty and integrity
Punctuality
Planning

5. Personal qualities of a Sales Representative

Positivism (winner mindset)
Proactivity
Team spirit
Flexibility
Listening skills
Autonomy
Self confidence
Determination

This is what the job description looks like based on the specified employee profile criteria for the position of Sales Representative:

2. Job profile Position: Sales Representative

General tasks of the position:
Achieving KPI (key performance indicators) goals:
Volume of sales
Product distribution
Pricing control
Increasing the representation of products on the shelf (shares, product placement, design with promotional materials)

Main responsibilities:
Planning control over customer sales for each outlet
Coordination and control of the assortment matrix and pricing
Shares and locations of product display on retail shelves
Placement of advertising material on retail shelves

Subordination:
Sales Manager

Requirements for a candidate:
Are common:
2 years of experience in sales, experience in a Western company is an advantage.
Additional education, business skills training as a plus
Higher education
Personal car in good technical condition
Mobile phone with direct landline number
English is a plus for further career growth.
PDA user, PC (Power Point, Microsoft Excel, Microsoft Word)

Personal/Behavioural
Determination
Energy/Activity
Communication skills
Teamwork
Customer Focus

Professional skills
Basics of sales (distribution, pricing, merchandising)
Seven Steps to a Sales Representative Visit
Rules and principle of negotiations
Presentation skills

Why do applicants need to know what a vacancy profile is and what parameters are used to compile it?

Studying the profile for a candidate is a very important step and contains keywords, which you should include in your resume and use in your interview answers. A resume sent to a posted vacancy must meet the specified criteria as accurately as possible, otherwise your resume will not even appear in the search results and the chances of being viewed are minimal.

In the article you can find out what General requirements nominated by companies and what you need to include in your resume for the position of sales manager.

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Coach for job search and career building. The only trainer-interviewer in Russia who prepares for all types of interviews. Resume writing expert. Author of the books: “I'm Afraid of Interviews!”, “Destroying #Resume,” “Destroying #CoverLetter.”

Environment Profiling

Along with methods for studying threats, opportunities, strengths and weaknesses of an organization, the method of profiling an organization can be used to analyze the environment. This method convenient to use for compiling a profile separately of the macroenvironment, the immediate environment and internal environment. Using the environmental profiling method, it is possible to assess the relative importance of individual environmental factors for the organization.

The method for compiling an environmental profile is as follows. Individual environmental factors are listed in the environmental profile table (Fig. 5). Each factor is given an expert assessment:

Importance for the industry on a scale: 3 - large, 2 - moderate, 1 - weak;

Impact on the organization on a scale: 3 - strong, 2 - moderate, 1 - weak, 0 - no influence;

Directions of influence on the scale: +1 - positive, -1 - negative.

Rice. 5. Environment Profile Table

Next, all three expert assessments are multiplied and an Integral assessment is obtained, showing the degree of importance of the factor for the organization. From this assessment, management can conclude which environmental factors are relatively more important for the organization and, therefore, deserve the most serious attention, and which factors deserve less attention.

SWOT method

As Thompson and Strickland point out, the SWOT analysis method is usually used to compare data from the analysis of internal and external environment organizing and bringing them together into a single whole, which allows you to get an overall picture of reality.

Force - this is something at which the company has succeeded, or some feature that gives it additional capabilities.

Strength may lie in skills, significant experience, valuable organizational resources or competitive capabilities, achievements that give the firm an advantage in the market (for example, a better product, advanced technology, fame trademark). Strength can also result from an alliance or joint venture with a partner that has the experience or potential to enhance the company's competitiveness.

Weakness - this is the absence of something important for the functioning of the company, something that it fails (in comparison with others), or something that puts it in unfavorable conditions.

Weakness may lie in low qualifications of employees, lack of patents, low technological level, unprofitable geographical location etc. A weakness, depending on how competitively important it is, can make a company vulnerable.

Possibilities are defined as something that gives a company a chance to do something new: release a new product, win new customers, introduce new technology and so on.

Opportunities may consist, for example, in the departure of a competitor from the market, in the emergence large number new consumers, construction of a highway near the enterprise, etc.

Threat - this is something that can cause damage to the company and deprive it of significant advantages

Threats may include unauthorized copying of the company's unique developments, the emergence of new competitors or substitute products.

O.S. Vikhansky points out that to conduct a SWOT analysis, a table is compiled in which, based on the chosen mission and strategic goals of the organization, the main opportunities, threats, strengths and weaknesses of the organization are listed, and then the likely results of their mutual action are determined (table 2. SWOT analysis matrix).

Table 2. SWOT analysis matrix

At the intersection of blocks, four fields are formed:

· SIV (forces and capabilities);

· SIS (forces and threats);

· SLV (weaknesses and opportunities);

· SLU (weaknesses and threats).

On each of the fields, paired combinations are selected that must be taken into account when developing a strategy. For example, for couples in the SIV field, the strategy should use the organization's strengths to maximize the opportunities provided by the external environment. For couples in the SIS field, the strategy should involve using the organization's strengths to prevent threats, and so on.

In fact, the intersection fields (SIV, SIU, SLV and SLU) represent sets of possible scenarios for the development of events. For example, the opportunity of the external environment “Increasing consumer interest in the product” and the strength of the organization “Active marketing policy” can form a pair of SIV “Expanding sales by attracting new customers.” This pair of SIVs can become a real scenario for the development of events, favorable for the organization, but only if the implementation of the named strength, taking into account the possibilities of the external environment, is enshrined in the strategy and accepted as one of the goals (objectives) of the organization.

When choosing a strategy, you should remember that opportunities and threats can turn into their opposites. Thus, an untapped opportunity can become a threat if a competitor exploits it.

Note. The intersection fields (SIV, SIU, SLV and SLU) can indicate not only possible scenarios for the development of events. Depending on what stage strategic planning SWOT analysis is carried out, it can be used to indicate in these cells not scenarios, but organizational goals, or possible strategies.

Application of methods

When analyzing the external and internal environment of an organization, any methods can be used. The main thing in such an analysis is not the use of some “best” method, but an understanding of the most significant factors influencing the activities of the organization and their relationships. For this purpose, matrix methods are widely used; in particular, compiling matrices of the influence of opportunities and threats on the organization makes it possible to limit the options under consideration, that is, to cut off unlikely and insignificant data in order to concentrate on the most important information.

In the same way, when compiling a list of strong and weaknesses An organization can use the “Occam’s Razor” principle, which allows one to exclude from consideration factors of the enterprise’s internal environment that do not influence its relationship with the external environment. Some company strengths are more important than others because they play more important role in the activities of the company, in competition and in the formation of strategy. Also, some weaknesses may prove fatal to a company, while others are not very important or can be easily corrected.

IN strategic management the results of the analysis of the external and internal environment are used at all stages: their results can influence the formulation of the organization's mission, on their basis the goals of the organization (and subsequently strategies) are determined.

Weak Signal Analysis

3. SWOT analysis method

Weak Signal Analysis

The organization must focus not only on strong and obvious, but also weak signals about changes in the state of the environment. If only strong signals are taken into account, the organization will be late in responding to change and, as a result, may either miss an opportunity or be exposed to a threat. with a reaction, but if you make responsible decisions based only on weak signals, then they may be unfounded. Subsequently, they may not be confirmed, and this can lead to large losses.

The solution to this problem is to make responsible decisions based on a fairly clear signal, but begin to react from the arrival of already weak signals.

As the signal strengthens, a transition occurs from observation to preliminary plans, and then to plans for specific activities.

Rice. 1. The company’s actions in the event of weak signals of problems

Environment Profiling Method

It can be used for a comprehensive analysis of the organization’s environment as a whole or for a more detailed independent analysis of the macro environment, contact environment and internal environment. The analysis is carried out differentiatedly for individual environmental factors on the basis of point expert assessments, with then obtaining an integrated total assessment for the entire set of environmental factors (Table 1).

Table 1

Defining an Environment Profile

3. SWOT analysis method

One of the main methods strategic analysis environment. Used to set strategic objectives and select a strategy. The initial basis of the analysis is to identify opportunities and threats in the external environment, and strengths and weaknesses in the internal environment. For example, accelerated market growth or vertical integration may be identified as opportunities, the emergence of new competitors or increased tax pressure as threats, the availability of qualified personnel and strengths as strengths. efficient technology, and as weaknesses - outdated equipment and ineffective marketing. To determine the most pressing opportunities and threats, special matrices can be compiled that reflect both the likelihood of the occurrence of relevant phenomena and the degree of their impact on the organization.

Based on current opportunities and threats and the most significant strengths and weaknesses of the organization, a SWOT matrix is ​​constructed. In Fig. Figure 7 gives an example of constructing the SWOT matrix. The matrix establishes a correspondence between specific opportunities and threats, on the one hand, and strengths and weaknesses, on the other hand. Thus, the SWOT matrix integrates factors of the external and internal environment into a single whole.

The most favorable zone is the “SIV” field. Strengths organizations contribute to the realization of the opportunities that open up to them. Within the SIS field, the organization's strengths allow it to withstand external threats.

The fields “SLV” and “SLN” suggest a correspondence of opportunities and threats with the weaknesses of the organization. The situation on the SLV field only emphasizes the difficulty or exclusion of the implementation of one or another favorable opportunity; this in itself does not indicate serious strategic difficulties for the organization, but it shows what the organization’s management needs to work on.

The situation on the SLU field is different. This reflects all the characteristics of an organization that pose a risk of serious losses, degradation and catastrophe. For successful organizations, the “SLN” field should be blank.

Determining the factors of the strategic situation is the initial basis of SWOT analysis. Its central process is the assessment of the interaction between the already identified external and internal factors. Specific forms of assessing such interaction are established depending on which version of SWOT analysis is used: qualitative or quantitative.

A qualitative version of SWOT analysis is carried out in the form of correspondence between external and internal factors in the formation of the strategic situation. Based on current opportunities and threats and the most significant strengths and weaknesses of the organization, a SWOT matrix is ​​constructed (Fig. 2). The matrix establishes a correspondence between specific opportunities/threats and strengths/weaknesses. Thus, the factors of the external and internal environment of the organization are integrated into a single whole.

Rice. 2. SWOT Matrix (Qualitative Analysis Version)

However, it should be borne in mind that many situations are quite ambiguous. Some factors are not so favorable as to guarantee that an opportunity will be realized or a threat overcome, but also not so unfavorable as to make it impossible. Then the effect of mutual compensation becomes essential: factors with greater power of action are able to compensate for the insufficiency of the action of other weaker factors. Obviously, in such a situation it is advisable to use the quantitative version of SWOT analysis. Currently, this version of SWOT analysis is beginning to gain acceptance.

Naturally, the analytical arsenal of quantitative SWOT analysis should be expanded. The author has developed an original methodology for quantitative SWOT analysis. In this methodology, in addition to the total integral assessments of the impact of the entire set of internal factors, the sufficiency of each positive factor and the admissibility of each negative factor are also taken into account. At the same time, the assessment of both opportunities/threats and strengths/weaknesses is given taking into account their synergies.

Obviously, there are significant differences in the degree of influence of each of the internal factors on external factors. When interacting with some external factors, strength / weakness will be fully manifested, on other external factors their influence will be significantly reduced, and on some of them external factors they will have no effect at all. It is also possible to change the direction of influence: changing the sign from “plus” to “minus” and from “minus” to “plus”.

To assess the impact of an organization's strengths/weaknesses on realizing specific opportunities and overcoming threats, a special coefficient can be used that reflects the degree to which their positive or negative potential is used. This coefficient can be determined by experts on a scale from 0 (the potential of the strength/weakness is not used) to 1.0 (the potential of the strength/weakness is fully used) in increments of 0.1. A special coefficient may also determine the possibility of adjusting the direction of influence of internal factors. This coefficient can have two alternative values: +1 if the directionality does not change, and -1 if the directionality is reversed.

Thus, the assessment of the impact of the organization’s strengths/weaknesses on realizing opportunities and overcoming threats will be determined in the following way:

where FI j i- impact assessment j- i- opportunity/threat,

FIs j- assessment of strength/weakness j- th internal factor taking into account synergy,

Kin j i- influence coefficient j- oh strengths/weaknesses of the organization on i- opportunity/threat,

Ko j i- coefficient for adjusting the direction of influence j- oh strengths/weaknesses of the organization on i- y opportunity/threat.

The calculation of the integral assessment of the influence of the organization’s strengths/weaknesses on the realization of opportunities and overcoming threats is recorded in the fields of the SWOT matrix (Fig. 3).

The main quantitative result of the SWOT matrix - an integral assessment of the impact of the organization's strengths / weaknesses on realizing opportunities and overcoming threats - has positive value. Moreover, for all the external factors considered, there is a significant predominance of strength over weakness. Considering the similar positive result of assessing the degree of compliance of the strength/weakness of internal factors with the established standard values, we can conclude that all considered opportunities/threats can be taken as a basis for the formation of appropriate strategic alternatives. However, they all also require the development of certain internal factors. The organization's ability to achieve this development is confirmed by assessing the synergies of its strengths/weaknesses. Since all alternatives can be implemented, their priority should be determined by the rank established by the significance of the opportunities/threats. The more significant the external factor of the strategic situation, the more priority the corresponding strategic alternative should be. Thus, the following priority of strategic alternatives can be established.

Analysis organizational culture enterprises

Analysis of factors of the internal environment of the enterprise

Analysis of factors in the immediate environment or microenvironment

Analysis of macroenvironmental factors. An approach to studying the macroenvironment. Environmental tracking system

1. Analysis of macroenvironmental factors. An approach to studying the macroenvironment. Environmental tracking system

Analysis of macroenvironmental factors ( see notebook "Marketing"): the factors themselves and how they are analyzed.

Approach to studying the macroenvironment:

· all components of the macroenvironment strongly influence each other, a change in one environmental factor leads to a change in another

· the degree of influence of individual factors of the macroenvironment is different in relation to different enterprises. The degree of influence depends on the size of the enterprise, industry, territorial location

Environmental tracking system:

Conducting special observations related to any special events

· Carrying out constant monitoring of the state of external factors

Observation methods:

‒ participation in professional conferences

‒ analysis of the experience of similar enterprises

‒ studying the opinions of enterprise employees

‒ holding discussions within organizations

Obtaining an effect as a result of monitoring the external environment:

‒ if the analysis of the macro environment is supported by top management

‒ analysis of the macroenvironment must be linked to the enterprise planning system

‒ analysis of the macroenvironment is carried out by analysts

Buyers, suppliers, competitors, labor

21.02.13

3. Analysis of internal environmental factors

1. Personnel, personnel composition of the enterprise: the interaction of managers and workers, the creation and maintenance of relationships between employees, the system of hiring, training and promotion of personnel are analyzed, the system for assessing labor results and the incentive system are analyzed.

2. Organizational culture: is being studied organizational structure enterprises, hierarchy of subordination and subordination, the distribution of rights and responsibilities is analyzed, regulations, rules, procedures adopted at the enterprise and communication processes are studied.

3. Production: considers the manufacture of products, maintenance of the technological park, supplies, as well as maintaining warehousing, R&D (research and development) process

4. Marketing activities of the enterprise: pricing process, sales channels, sales promotion system, enterprise strategy (4 R)

5. Financial resources: the financial condition of the enterprise, its changes in dynamics, investment opportunities, investment directions, investment volumes are analyzed.

4. Analysis of the organizational culture of the enterprise

Signs of a high organizational culture:

- how employees feel about their job responsibilities

‒ relationships between employees

‒ building a career system in the organization, as well as criteria for employee promotion

‒ the presence in the organization of any unspoken commandments, norms, rules of behavior

5. Environmental profiling

Environment Profiling Method

Individual environmental factors are included in the table; each factor is given an expert rating on a scale.

According to the criterion of importance for the industry:

· 3 – high importance

· 2 – moderate

· 1 – weak

Impact on the organization:

· 3 – strong influence

· 2 – moderate

· 1 – weak

· 0 – no influence

Direction of influence:

· +1 – positive

· -1 – negative

Then all three expert assessments are multiplied and an integral assessment is obtained, showing the degree of importance of the factor for the enterprise.

This method can be used for all three environments and for each separately.

TOPIC 6. MODELS OF PORTFOLIO ANALYSIS

1. Boston Consulting Group (BCG) Matrix