Human Resource Management

By virtue of the specifics of my work I often have the chance to talk to different people. First of all, I just like to talk. Any socialising is always very emotional and gives you the chance to get a feeling about the person. The telephone and social networks lack this part of live communication, they do not have this taste for looking into someone’s eyes when you can understand in three seconds what you can’t write in even ten offers. Communication is priceless experience. 

Secondly, I always personally choose the people who’ll end up working with me. This is really important because the department, team and working group should be on the same wavelength as me. Of course they can disagree with me and should have their own opinions, but the wave should flow as one. 

I must confess that I don’t have a single approach for choosing workers or employees, each project and situation varies, but there a number of criteria which I pay attention to and consider important when recruiting. A person should: 

• Know what they want in life even roughly. A candidate who replies “I’m interested in everything, I’m a fascinating personality, I’m prepared to work for you even as a porter” immediately sends the CV in the direction of the bin. • I can smile during conversation and hold a gaze for more than three seconds. 

• Have some memories or emotions, connected to the current place of work, i.e. something that engaged/heartened/attracted them. This in particular says that they’re not just doing their job but applying a part of themselves to it. In this instance impressions are simply unavoidable. 

• They should define precisely why they want to change workplace. Simply saying “I have had enough” or “I want to change jobs” without additional explanation is clear evidence that this person is tired, need to be sacked so that they can spend a couple of months alone in a warm country and get their head together. Only then can they change jobs. 

• Have a desire for work, and understand why they are doing it and their responsibility. 

• Possess the required level of knowledge. Although I value practical experience above theoretical the latter is the base for future development. 

• Have a clear idea about what they want to work as in this company precisely. This demonstrates that they have at least looked at the company’s website and read what they’d be doing. It is also useful to have an idea of how exactly they would be invaluable to the company, how their knowledge and experience could come in handy. 

• Have a dream and an ability to describe it. 

• Have an external appearance that correlates to their character. I accept people into the team for their character above all, not the sweaty body covered by a suit and wearing an expensive watch. People should be themselves. They may not get round to shaving in the morning but this doesn’t make them lose their confidence and beauty. 

• Be able to talk openly about their faults and qualities, about what they do and don’t like at work. 

• Be able to express their thoughts coherently. A person should talk simply and easily, without being well-read, but the harmony of their words talks about their simplicity of thought.

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