A professional standard is a special document containing descriptions and characteristics of all positions in any one work area. This article will review the professional standard for HR professionals.
The very concept of a professional standard is relatively new. It was put into circulation in July 2016. Do not confuse the submitted document with the job description. So, if the latter will be useful, rather, for employees, then professional standards are for management and employers. It is also worth noting that it will be much more convenient for the authorities to navigate with the help of a professional standard. This is because the document itself includes a list of positions in the enterprise and a description of the functional responsibilities of each worker.
Finally, it is worth noting the main topic of the article - the professional standard of a specialist in the field of personnel management. This document also includesthemselves the names of the main job positions and the assignment of labor functions to each person. It is worth talking a little more about the structure of the professional standard. So let's get started.
Professional standard structure
What is the structure of the considered professional standard? The HR specialist, as it is already clear, is the key person in the document. However, the professional standard itself reveals general information about the categories, qualification levels and positions of the represented sphere.
The first section of the document gives the most general information about the speci alty. The characteristic of labor, social, economic, cultural or even political activity of workers is given.
The second section is what the entire professional standard is based on. The HR specialist, manager, deputy director and many other workers are considered from the standpoint of their duties and functions in this section.
The third section helps to determine the basic requirements for workers. This also includes labor functions, but they are given in a broader sense.
The last section, according to order No. 691n of the Ministry of Labor, is required to record data on the compilers of the professional standard.
As mentioned above, several categories and subcategories of workers at once fixes the presented professional standard.
Specialist inHuman resource management, however, has some generalized functions and responsibilities that are worth highlighting. So, the worker answers:
- for the high-quality circulation of documents in the personnel department;
- effective provision of the organization with personnel (for this, the specialist must correctly analyze the state of jobs);
- assessment and certification of workers;
- timely pay;
- development of certain activities within its competence.
Thus, the employee has a fairly large number of duties that the professional standard assigns to him. The Human Resources Specialist has many other functions. All of them can be viewed in the professional standard.
First block of qualifying levels
It should be noted right away that the presented professional standard records information about eight different specialists.
The first thing to highlight is group A. This includes the office worker in the HR department. The requirements for this employee have slightly weakened: from now on, a specialist must have at least a vocational secondary education or a diploma of the relevant courses. The total number of functions has also been slightly reduced.
Group B includes a recruiter. The requirements for it have been preserved - higher education remains necessary, but experience is still not needed.
Group C includes, in fact, all past standardsprofessional activities in the field of personnel management, however, in relation to a specialist evaluating and attesting personnel. All that has changed in this case is the functions of the worker themselves. They have become clearer and narrower.
Second block of qualifying levels
Here it is necessary to distinguish groups D, E and F. Group D includes a specialist involved in the development and training of personnel. As in previous cases, the conditions for training in the profession have changed slightly, and responsibilities have been somewhat detailed.
The wage and labor rationing worker belongs to group E. This specialist is no longer considered work experience, but additional professional training has become necessary. The number of tasks has been slightly streamlined depending on the degree of specificity.
Specialists in social programs belonging to group F have gained extended, but detailed functionality. It is worth noting the removal of some parameters, which fixes the considered professional standard. The Human Resources Specialist is thus approved more clearly.
Third block of qualifying levels
The remaining two groups, G and H, include department heads. However, it is worth noting that neither the head of structural divisions (the former head of the personnel department) nor the director of personnel management received any significant changes.
All the functions of these employees have remained the same, which were once fixed by a special reference book (order "Human Resources Specialist"). The professional standard, however, introduces an obligation of additional training. In general, the two presented groups have not undergone major modernization.
Pros and cons of the professional standard
Professional standard, as a document that appeared recently, has become the object of discussion for many companies and organizations. Some believe that the act put into circulation is completely irrelevant and meaningless. Others argue that this kind of standards should have been introduced a long time ago - they are so convenient and useful.
It is not so easy to figure out what the professional standard has more - advantages or disadvantages. Firstly, everything will depend on the company in which it is used. So, according to many leaders, the document in question is simply impossible to apply in the field of small business. But the work of large, especially state-owned enterprises, can be easily regulated with the help of the presented normative act. Secondly, according to the assurances of the leaders, the algorithm for introducing a professional standard is not so simple. A specialist in the field of personnel management, for example, is a very complex person from an organizational point of view. However, it is possible to link all the problems and difficulties that arise,for example, with the relative novelty of the document.