Fundamental principles and goals of staff policy of the Company.

In "Kubanenergo" the system of staff managing is formed in assistance with strategic aims and tasks of the Company.

The staff policy is an integrated strategy of work with personnel. It includes various elements and forms of staff policy.

The system of work with personnel in the Company is a developing one. Its development is directed by extending and broadening of the range of questions. Gradually these questions are taken into the list of professional interests and tasks of staff managing. So, the staff policy of the Company represents itself the system of developing cooperating policies which deal with certain directions of work with personnel.

Staff policy includes and unites the following points:

• Staff planning and defining the necessity of personnel
• Methods of search, selection, hiring, assessment and arrangement of the staff
• The control system of motivation and wages based on the results of individual work and productivity of the  Company
• The system of personal fringe benefits and the guaranties to the workers of the  Company
• The system of training, retraining, raising of level of the staff skills (with careful selection of the candidates), focused on the maintenance of the staff qualification level for guarantee of competitiveness of the Company
• The system of individual career control, that is the planning of personnel rotation according to their achievements and results of work, qualification, skills, interests and needs of the Company
• The formation of staff reserve, works with this staff 
• The formation of corporate culture of the Company
• Psychological adaptation of the staff to the innovations in organization and management
• System of releasing of personnel during the period of reformation of the Company

 

The integral part of the staff policy is the social policy which covers the interests of the workers and members of their families.

The mission of the staff policy of the Company is the formation of the productive team which can contribute to achievement the main aim of the Company, that is making profit in conditions of external and internal environment.

The organization and procedure of integrated occupational selection (IOS) of the candidates for the vacant positions in OJSC "Kubanenergo".

Professional selection of candidates in the Company is one of the most important aspects of the building up the personnel. It includes the following stages:

1. Making the request for the selection of the personnel.
2. Announcement about the vacant position.
3. Checking and analyses of applications.
4. Assessment of professional skills and personal characteristics of the candidate (selection in the form of test, the results of interview).
5. General conclusion based on the passed stages.
6. IOS in OJSC "Kubanenergo" take the candidates who apply for the positions of  "manager" and "specialist".

I. The procedure of IOS for the vacant position of "manager":

Preparatory stage:

1. The opinion poll of the managers of the department with the aim of defining the importance and necessary level of general competence (the list of competences – enclosure 1) which is obligatory for all candidates for the vacant position of "manager" in OJSC "Kubanenergo".
2. Defining the necessary level of development of professional skills of the candidate applying for the managing positions in OJSC "Kubanenergo" ( the list of professional skills – enclosure 1). 

Main stage:

1. The manager of the corresponding department issues the document to about the vacant position. It should correspond with the list of staff members.
2. In assistance with the demands indicated in the document the selectionyst forms the "Profile of the vacant position" (enclosure 1).
3. Under the standards of the "Profile of the vacant position" specialists of organizes the candidate selection for the vacant position:
   • Preliminary interview
   • Filling in the application form and presentation of autobiography. In case of the absence of vacant position and the document from the subdivision the questionnaire data of specialist, who the Company is potentionally interested in, is inserted (in consent with candidate) into the data base of staff reserve.
   • Necessary references are given by the candidate (article 65 Work Code RF and others, under the agreement with candidate)
   • Analyses of the references and documents
   • Collecting and assessment of candidate information, analyses of recommendations is included
   • Making the "Candidate’s profile of the vacant position of_______________" (enclosure 2)
   • Procedure of the structured interview by the results of which the candidate is judged in each professional competence according to the point scale.                                                                         
4. Professional suitability of the candidate is judged by the head of the department. The number of points the candidate gets for each competence critirea is based on the results of the interview.
5. In case of affirmative inference stated by the specialist of about the professional suitability of the candidate, the psychological examination of the professionally important features is taken by the candidate (under the statement on the psychological diagnostics of "Kubanenergo" personnel). Short characteristics of the diagnostics is written in the corresponding column of the "Candidate profile"
6. The full "Candidate profile" is directed to the head of.
7. The analyses of the results (appropriateness of the actual qualities of the candidate to the requirements for the position). Suitability is defined by the adequacy of his business and personal qualities, of his professional level and skills to the peculiarities and requirements for the potential work.
8. The full inference on 2-3 candidates is given to the head of the department  for final assessment and decision about hiring.

 

II. Procedure of IOS for a vacant poison of "specialist":

1. Defining the necessary level of general competence which is obligatory for all applicants. It is held by the specialist of with the manager of corresponding branch (department, service).
2. Defining the necessary level of development of professional skills of the candidates.
3. Forming the "Profile of the vacant position" is based on the requirements submitted by the head of the department in the document about the selection of the personnel.
4. The complex of stages for selection and hiring the candidates for vacant positions of "specialist" is equal to the one for the positions of "manager".

 

The profile of candidate (category of "manager") for position of.

General skills	Professional skills on the example of the vacant position for the head of the department of expenses control	Professional skills
Criteria	Point scale from 1 to 3

1	Communicative skills. Good competent speech. The ability to perform before the audience, to give the ground for his/her point of view. The aptitude for productive oral and written presentation.	Is defined during the structured interview by the specialist of the selection of the personnel	Knowledge of the processes of business planning and management	Is defined by the head of the structural department during the interview	Responsibility. The attitude to the duties, reliability. The factors it depends on
2	Striving for the development. Striving fo the new opportunities, technologies, perfection. Combination of the previous experience and absolutely new attitude to the problem	Is defined during the structured interview by the specialist of the selection of the personnel	Knowledge of the basis of financial management and accounting	Is defined by the head of the structural department during the interview	Ability for leadership. The claim level, the ability to make a decision, motivation for the achievements, self – esteem, self – assurance, persistence and the ability to convince.	The brief characteristics after the psychological test
3	Planning. The effective planning of the activity in short- and medium – period scale, the ability to figure out the task and define the priorities	Is defined during the structured interview by the specialist of the selection of the personnel	The optimization of the expenses control	Is defined by the head of the structural department during the interview	Loyalty. Allegiance to the colleagues, company. Inclination to change of the job and type of the work.	The brief characteristics after the psychological test
4	Creativity. Inclination to the fresh treatment of the problem, original approach to the solving of the ordinary problems, the ability to see several solutions.	Is defined during the structured interview by the specialist of the selection of the personnel	The principles and methods of tariff and price setting on the electric heating power and concomitant services	Is defined by the head of the structural department during the interview	Active lifestyle and initiative	The brief characteristics after the psychological test
5	Problem solving. The ability to approach any difficult problem with the set of ready-made decisions	Is defined during the structured interview by the specialist of the selection of the personnel	Knowledge of the problems of reformation of electric power	Is defined by the head of the structural department during the interview	The style of behavior in the conflict situation	The brief characteristics after the psychological test
6	Managing potential. The ability to define precise aims and priorities. The correction of plans, time management, aptitude for tactical and strategic planning. Possession of motivating skills for the workers. Delegation of the responsibility, forming of the control system.	Is defined during the structured interview by the specialist of the selection of the personnel and by the psychologist during the psychology-cal test	Knowledge of the fundamental law package on the reformation of power industry	Is defined by the head of the structural department during the interview	Communica- tive skills	The brief characteristics after the psychological test
7	Conflict controlling. The ability to solve and prevent conflicts. The way of behaving in conflict situation.	Is defined during the structured interview by the specialist of the selection of the personnel and by the psychologist during the psychology-cal test		Is defined by the head of the structural department during the interview	Sphere of emotions. Emotional stability, self - control	The brief characteristics after the psychological test
8	Features of t leader. Inclination to leadership, domination, high level of independence and responsibility. High level of motivation on the way to success. Orientation towards the result.	Is defined during the structured interview by the specialist of the selection of the personnel and by the psychologist during the psychology-cal test	Knowledge of the equity market	Is defined by the head of the structural department during the interview	Sphere of motivation and requirements. Main requirements and the type of motivation	The brief characteristics after the psychological test
			PC skills, MS Office, tplanning of work in MS Outlook, basic English.	Is defined by the head of the structural department during the interview	IQ level	The brief characteristics after the psychological test

 

1 point – the quality and competence are below the average level; knowledge and skills are not enough for successful work.

2 points – the quality and competence are of the average level; enough for simple operations, average achievements within the confines of one’s position.

3 points -  the quality and competence are above the average level; the candidate has big potential, fund of knowledge and skills exceeds the requirements of the position.

The procedure of professional psychological selection is attached.