HR-specialist without experience: take the job or not?

Arguments for"

1. Not all companies HR-manager or HR-director performs its functions. There are those in which a person should just be. And it will work for recruitment agencies, consulting companies, and finally ordinary subordinate HR-managers (if they are experienced, it is possible to dispense with recruitment agencies and consulting companies). Although in such cases, and without HR-director is also quite possible to do.

See also: Features HR-systems: myths and reality.

2. Some people are quite able to learn and relearn a "rich managerial experience" on the role of a buffer between the management, the owners and staff and the artist in terms of implementation of foreign policies (implementation of the views and the company's management decisions, sometimes without the possibility to challenge the decisions or adjust). The main thing that happened quickly and retraining staff (as well as manual) is not perceived as guinea pigs. If a person realizes that nothing he did not give a finished, the crowd that candidates do not stand in front of the company, the motivation - is not only a remuneration scheme, profitable company, and that the adaptation of the staff is not exhausted in representation of the spirit of "Pudding - is Alice! Alice - a pudding, "and assessment of staff is not a set of psychological tests or a test of knowledge (as it might appear as head of the department!).

3. Sometimes the employer more appreciative of the loyalty and team spirit than experience.

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4. Svetlana Ivanova, author of very good books on recruiting, repeatedly stressed the pointlessness of wording like "experience at least three years" in the job description. Experience with anything else - it's just a suggestion, if it is, then we have a high probability of a certain knowledge and skills. For example, the phrase "experience of working with office equipment is not less than 1 year" sounds quite absurd, because a man has learned by the end of the second week of work with this miserable office equipment, he or learning disabilities. You must set the critical and desirable qualifications in terms of "knows he can, he does, decides applies independently executes / carries out" and then look for her the best candidate for the position, not necessarily among experienced HR-workers.

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5. If you take a professional manager, you have a manager, but there is no specialist. Its disadvantage is a lack of expertise in some areas of HR. And you will need to think about how to compensate for this deficiency. Because "knowledge of labor law" is different from HR about the same as knowledge of local tax laws and accounting standards of the activity findepartamenta. This can be addressed through a training program for your new employee or to conduct external (inexpensive) HR-audit, get advice on building a system that will be able to implement any sane HR-specialist.

Check his ability to do so will be easy: Ask your candidate as an assignment to design a competitive organizational structure HR-services in the coming year on the following schedule:

1. Ask you the necessary information. At a minimum, the candidate must ask about the structure of the company, and it is also desirable to know about the number of staff, scope, type of business, the regional distribution of the company, its goals, strategies, plans in the long term, the personnel situation, the causes of the need for HR-management, priorities, etc. . e -. in general, to request all the information to determine the requirements for the implementation of HR-functions.

2. Design the structure of the service, taking into account the company's capabilities, limitations and qualifications of its own perspective of the development plans.

3. It is possible to supplement the structure of the draft job descriptions.

On the first point you define how human skills already meets the requirements and how much a person is willing to expand your knowledge, you can ask around where the learned technique - understand how it will look for information. The second and third - as far as he is ready to involve external expertise and is ready to operate there by those skilled in the art, or will be, too, to look for people without experience.

4. The experience is not directly relevant to the work of the (overall experience), - a good support and a very strong argument in favor of one candidate or another. However, there is nothing particularly wrong if a man has no special experience. Make a decision about hiring a candidate, starting only from his experience, in my opinion, it is not quite true, is just as important the presence or absence of a candidate the required competencies and their level, that we make to this post. In any company looking ahead, there is a model of competencies that are painted for each post. So when considering candidates to determine the presence or absence of necessary competencies required.

Experts virtually no HR in its pure form, this segment of the labor market is only beginning to emerge. In any case, it is necessary to train a person, the main thing that has been a fertile ground for this. Here can help, perhaps, charm, ability to ingratiate himself human, communication, clarity of thought, one word, generic competences.

5. «HR-manager without a system of experience" - a candidate who does not have stable skills in some areas of personnel management work. Lack of skills - the biggest minus. The biggest plus: the age of 30 years.

Read also: a fatal mistake from the hr-manager.

6. Teach a man without experience is sometimes easier, faster, cheaper and better for the company than to retrain a person with existing experience in other companies, with different principles of selection, adaptation, motivation and assessment of staff (ie, as does the head of the department, It may differ significantly from how it should be done in the office HR).

Arguments against"

1.1. While the man with no experience in HR will learn and make mistakes, the employer will pay no salaries and scholarships, in addition to pay for the lack of experience, and in the training error (ie. E. Pay for the services of recruitment agencies, external evaluation consultants, motivation, adaptation , development and integration of personnel, pay for the training of new staff, who came to replace the old, sane character, or understanding attitude to business with a new inexperienced HR-specialist).

1.2. The man already has experience of management, already have their own stereotypes (from a different position, different from that which should occupy HR-specialist). An experienced manager with no prior HR-experience is not always enough tact and understanding not to teach the owner or director of the company and manage business processes.

1.3. Due to differences in management styles, the former manager (future HR) and head of the company is not always possible to agree on a common strategy of work with personnel. Is a risk that one will "pull the blanket over himself", and in different directions.

1.4. Why pay more money and go to such risks when the market can find an experienced HR for the same amount of money (sometimes even less, because the former managers with managerial experience, tend to value themselves expensive). And in the experience will come in and understanding of HR in the company, and the successful experience of selection, adaptation, motivation, training, development, accounting personnel.

2. Prevent the system may lack the theoretical knowledge in the field of working with people. Their assimilation takes time. Sometimes the employer does not want to wait. Of course, the availability of management skills and experience can be help, but the focus of the HR-manager of the other, it has its own characteristics, thinness. On the realization of these features, too, takes time.

3. If the person is not ready to go "from zero" ordinary employee HR-department, to get the experience of a profile, you need to purposefully seek benefactor, who will be ready to spend on "honing in combat" to take over.

4. It's simple - if a HR-specialist, why not take the HR-specialist? If someone needs a driver, and he will take the driver, not the teller (cashier even if the SDA is well aware).

5. What kind of a manager benefits from the non-core skills in front of an experienced HR-specialist can not see. Of course, much depends on the structure of the organization, the number of existing staff, the company's strategic goals. Work experience in a managerial position and basic knowledge in the field of psychology is not enough to succeed in the post. In the absence of the necessary for HR-office skills (knowledge of search techniques and recruitment, development and implementation of systems of motivation, adaptation, evaluation of personnel and so on. D.) The person will be very difficult to navigate in this area, not to mention the low degree of efficiency.

Most likely, there is a grain of truth in the fact that the concept of "experience" - is rather relative, and to understand this person is right for you or not, it is possible, only having seen him in action. Do not be afraid to propose candidates with no work experience to present his vision of the activity of HR-manager. Perhaps your company needs just such a - an adequate, trained and expert perspective, while having no systemic experience.