Employees often turn to the HR department for letters of recommendation. They may be needed for court, for creditors, or when applying for a new position. In this article, we will look at a sample characteristic for an employee from the place of work and give some tips on how to write it correctly.

Positive reference from the place of work: is the employer obliged to issue it?

A character reference is a document in which the employer assesses the personal and professional qualities of an employee. Some may consider that such paper is a relic of the past, but if the HR department or the management of the organization has received a written request for its provision, the employee cannot be refused. Taking into account Art. 62 of the Labor Code of the Russian Federation, the process of writing a reference from the place of work cannot exceed three working days from the date of application. This rule applies not only to those subordinates who are currently registered with the company, but also to those with whom the employment relationship has already been terminated (see, for example, the Determination of the Moscow City Court dated 09/08/2011 in case No. 33-28750).

• when applying for a new position;
• when applying for a loan;
• when contacting the guardianship authorities;
• for submission to an educational institution;
• when being awarded a prize or state award;
• for the court.

Depending on the place where this document is addressed, the emphasis and formulation of the employee’s qualities are chosen.

Types of characteristics

The characteristics are:

• external;
• internal;
• positive;
• negative.

External are those characteristics that are provided to other organizations or government bodies. When drawing up such a document, it is necessary to clarify with the employee the purpose of the document request; the style of the description and the form of presentation will depend on this.

Internal characteristics are used, for example, when an employee is transferred to another department or division, for promotion within the organization where he works. In such a document, it is necessary to focus specifically on the business qualities and working skills of the employee.

In some cases, a personnel specialist may ask to prepare a document for an employee of his immediate superior, having first given him a sample of how to write a reference for an employee. This is acceptable and even correct, especially if a new person works in the HR department who is unfamiliar with all the employees, or the team is so large that it is difficult for the HR officer to evaluate the qualities of a particular person.

Please note that the employer is not required to agree on the text of the specification with the employee who needs it. But if he does not agree with the content, he can challenge the document in court.

Example of a job description: general requirements

The current Russian legislation does not contain any template for drawing up such a document. Nevertheless, general rules still exist.

The reference must be issued on the official letterhead of the organization. If this is not approved by the internal regulations of the enterprise, then in any case the full details are indicated on the form, especially if the reference from the place of work is provided at the official request of some institution.

Yes, in this document must be indicated:

1. Personal data, which includes full name. persons, date of birth, marital status, data on military service and education, as well as information on the presence of various awards.
2. Information about the work. This section contains information about the length of service, the time of acceptance, personnel movements within the organization, information about the person’s labor achievements and professional skills. If during the course of work the employee was sent for training, advanced training, etc., then this should also be indicated in the characteristics. This section also contains information about the employee’s various merits (gratitude, encouragement, etc.) or disciplinary sanctions.
3. Personal characteristics. This information is probably the most important part of the entire specification. It may contain various information regarding the personal qualities of a person. If the employee is the head of a department, then it is worth noting his organizational qualities, the presence or absence of responsibility for subordinates, the degree of readiness to make difficult decisions, his demandingness towards himself and his subordinates, and other qualities. If the employee is a performer, then you can indicate the degree of his readiness to carry out the instructions of the manager, initiative, desire for excellent results, etc. Also in this section you can indicate the relationship of the person with the work team: whether he enjoys authority and respect or relationships in the team do not develop due to the complex character or other characteristics of the employee.

Since this is an official document, it must be signed by the head of the organization. A signature and seal are required if the company has one. It is important not to forget to put the date of compilation.

Another practical tip: the testimonial will be easier to use if all the information fits on one sheet.

Sample characteristics from a place of work for a worker: what to write about

The main requirement for a document, of course, is objectivity. As a result, the general description should create an image of the person being characterized and help form the correct opinion.

However, the content may vary depending on who it is being prepared for. If an employee intends to go to the guardianship authorities for the purpose of adoption, his personal qualities should be especially noted in the description, for example, mentioning goodwill, caring, good manners. If a worker is planning to advance up the career ladder or needs to find a job in a new place, such epithets as “executive”, “initiative”, “responsible” will come in handy. The court needs details about how honest a person is, how he approaches his responsibilities, and what kind of relationships he has with his colleagues.

But there is another, pleasant reason to prepare a testimonial - the awarding of state awards of the Russian Federation. In this case, personnel specialists should be guided by the recommendations from the Letter of the Administration of the President of the Russian Federation dated April 4, 2012 No. AK-3560 and the Decree of the President of the Russian Federation dated September 7, 2010 No. 1099 “On measures to improve the state award system of the Russian Federation.” The Letter contains methodological recommendations regarding the preparation of award documents. It states, in particular, that the information should help evaluate the contribution of the awardee, and it is important to mention the qualifications, personal qualities, high merits of the employee, and an assessment of the effectiveness of his activities. It is expressly prohibited to list job functions, track records, or describe the life path of a specialist.

A sample of such a characteristic can be downloaded in the appendices to the article.

Examples of positive testimonials from the place of work

1.

(on organization letterhead)

Characteristic

Issued by ______________________________________________

(Last name, first name, patronymic, date of birth, position)

FULL NAME. work(s) in _____________________________________________________ starting with “______” _______________ 20___. During my work, I was repeatedly sent to advanced training courses, which I successfully completed, according to the following programs: ___________________________.

FULL NAME. has an extensive knowledge of his specialty and is always up to date with the latest developments in his field. Has excellent business negotiation skills.

FULL NAME. has established himself as a responsible employee, focused on excellent results, always ready to quickly make innovative decisions and bear responsibility for their adoption and for the actions of subordinates. Ready to work in any conditions, including outside working hours.

He is distinguished by his punctuality and delicacy in communicating with subordinates and colleagues, for which he is respected by the team. Demanding of himself.

"______" _______________ 20___

Characteristic

This characteristic was issued by full name, date of birth: ___________________________, working in _____________________________________________.

(name of organization and its details)

c “______” _______________ 20___ to present in the position of _________________.

Has a higher education in the specialty _____________________________________.

Family status: ______________________________________________.

(indicate presence of spouse and children)

This employee is a worthy professional. He has never been subject to disciplinary action.

He is on friendly terms with his colleagues. He is friendly and restrained, in any situation he is ready for a peaceful resolution of the conflict. There are no bad habits. Has the right life priorities and guidelines. Enjoys participating in the social life of the team.

This characteristic was issued for submission to ___________________.

___________________ ___________________

Position I.O. Last name Signature

Example of a negative characteristic

Let's look at what a negative reference from a place of work looks like (composing such a review is possible, for example, in the case of personnel certification).

Vesna LLC

№ 567/13

Characteristic

Petrova Olga Ivanovna, born on March 8, 1984.

Olga Ivanovna Petrova has been working at Vesna LLC since January 2018. Holds the position of sales manager. The manager's responsibilities include the following:

• sale of enterprise products;
• interaction with clients;
• drawing up a marketing plan for the enterprise;
• searching for new product sales channels;
• maintaining contacts with clients;
• Maintaining client records.

From the first days of work in the team of Petrova O.I. showed herself to be a conflicted person. She repeatedly expressed her negative opinion about the company’s employees and its management. Expressed disdain for management and clients.

Professional skills of Petrova O.I. not tall. There are no opportunities to improve professional potential.

In the course of fulfilling the assigned tasks, there were repeated delays in delivery of products due to the fault of this employee. The plan for selling products is not systematically fulfilled.

Petrova O.I. repeatedly received disciplinary sanctions and reprimands due to being late for work and repeated absenteeism. This employee cannot cope with his immediate responsibilities. The question of inadequacy for the position was raised.

Head of Sales Department

Sumarkin M.V.

22.05.2019

What should not be in the document

As we have already noted, there are no regulations for drawing up characteristics, but there are still certain prohibitions when writing this document. Must be avoided:

• emotional definitions;
• insults to the character being characterized;
• false information;
• the employee’s personal views on politics, religion, etc.;
• grammatical and stylistic errors when drawing up the document, as well as any abbreviations.

Templates to use

All examples below are provided for informational purposes only. But they can be used in your work by replacing some of the information with the data of specific employees. In our case, a sample description of a driver from the place of work will be given for different situations.

FULL NAME. _______________________________________________

Department________________ Position______________

5 - exceeds the requirements of the position;

4 – meets the requirements of the position;

3 – mostly meets the requirements of the position;

2 – sometimes does not meet the requirements of the position;

1 – does not meet the requirements of the position;

0 – if this quality cannot be considered in relation to this employee.

A. Professional qualities

Economic competence, breadth of interests
Professional knowledge
Ability to navigate problems
Commitment to professional development
Ability to make decisions independently
Ability to prepare and work with documents
Rationality of decisions made
Sum of qualities

B. Managerial qualities

Ability to plan and organize work
Ability to understand people
Ability to organize control and stimulation
Initiative, interest in results
Ability to interact with other teams
Striving to improve working methods
Sum of qualities

B. Personal qualities

Tact and culture of communication
Ability to develop cooperation and trust
Ability to provide educational influence
Self-criticism, the ability to admit one’s mistakes
Objectivity in assessing work results
Desire to defend the interests of the team
Moral potential, integrity
Sum of qualities

Characteristic(how are assessment indicators manifested in the activities of the person being certified?) ___________________________________________________________________________

___________________________________________________________________________

The presentation was made by __________________________________________________

I have read the submission (signature of the person being certified, date_____________________

Appendix D

CERTIFICATION SHEET

Certification date: 12/15/2010

Certified: Kramov Vladimir Sergeevich. Personnel number: 15

Certified in a group of 15 people. Average Group Score: 4,419

Certification Score: 4.64.

Position: production manager

Specialty: economics and management in mechanical engineering

Qualification: engineer-economist

Total work experience: 25 years

Worked in this organization: 20 years.

Works in the specified position: 3 years.

Does the job very well. Complies with the position held and may be included in the reserve for nomination. Best performance in the group. An excellent specialist. Reward with a cash bonus. Enroll in the nomination reserve.

CONCLUSION OF THE COMMISSION:

Characteristic

He has exceptionally extensive work experience and practical knowledge. Knows well production technology and technology features in various areas.

Understands the means of mechanization and labor automation and can effectively use them in his activities.

Knows very well the real operational capabilities and technical characteristics of the equipment.

Knows well the technical requirements for equipment repair.

He has extensive knowledge in the field of organization and labor regulation and is excellent at using it in practice.

He has an excellent knowledge of production planning methods and uses them effectively in practice.

He knows very well how to save resources and skillfully organizes their rational use.

He is well acquainted with management issues and effectively applies his knowledge in practice.

Well versed in basic economic issues.

He is well acquainted with the basic methods of calculating the technical performance of an enterprise, and knows how to “read” economic documentation (reports).

It is quite easy to navigate technical documentation.

Knows the organization very well. and technological relationships between departments and services of the enterprise.

Does his job well.

Has sufficient skills in distributing responsibilities among his subordinates.

He is good at stimulating the activities of his subordinates.

Contributes to professional development in every possible way, using all opportunities for this.

He is always willing to help his work colleagues and spares no effort and time to do so.

Usually he does everything on time and meets deadlines, you can rely on him.

Able to quickly understand the essence of the issue

Has a high cultural level.

A notice of promotion is submitted to notify the manager that the employee is seeking to occupy a higher position from the company's available vacancies. This paper is drawn up by the head of the department and sent to the director of the enterprise. It presents the candidacy of a subordinate on the basis of:

If an employee independently writes to the head of the company, recommending himself for the desired position, the note in this case will be a report.

How to write: document content

Attention. In general, it is carried out in any form, but, like any document, it requires compliance with certain standards and the inclusion of certain elements.

The standard version looks like this:

1. The person to whom the note is sent is indicated in the upper right corner. The name and position held are noted. The entry is made in the dative case.
2. In the central part of the sheet the name of the document is written, and on the line below it is its registration number and the current date.
3. Next comes the title line in the prepositional case. It should reveal the main topic of the letter.
4. This is followed by a more detailed presentation of the text of the document. The grounds and circumstances that led to this subject of discussion are described, namely the positive qualities of the employee, his acquired knowledge, and differences. Everything that confirms his competence to obtain new job functions and deserves it. The conclusion is a specific proposal to promote the employee.
5. At the bottom, the applicant is noted, in this case the immediate supervisor of the candidate for the new vacancy. His position, full name and personal signature are affixed.

As for the design of the form, the general rules also apply here:

• using a white sheet of A4 paper;
• font "Times New Roman";
• size -14;
• line spacing – 1.5;
• The date format is allowed either entirely in numbers or in letters and numbers when writing the month.

What does the document look like?

As an example, we can cite the “officer job” of an assistant in the marketing department who is applying for the vacant position of a marketer.

In the upper corner we write to the General Director of Main Group LLC, A.V. Stepanov.

The line below is “On the promotion of N.A. Eremin.”

After this the main text: “Eremin N.A.” has been working in the company since 04/07/2015, successfully coping with her responsibilities. During his work, he was often noted for his initiative and helping his colleagues. In September 2017, he received a diploma of completion of English language courses. In connection with the specified characteristics of the employee, I recommend Eremina N.A. to be promoted to the position of Marketing Manager.”

At the end of the letter: “Head of the Marketing Department E.P. Zaitseva.” After which, accordingly, a signature is placed.

Following actions

If the request of the head of the department was favorably accepted by the head of the company, and it was decided to transfer the applicant to a new position, the preparation of some documents for this procedure is required. An order is issued to promote the employee, with which the candidate himself must be familiarized.

His new job responsibilities, functions and rights are announced to him. The order indicates the full name of the personnel, his personnel number, place of work (current and future), the amount of future wages and the memo itself as the basis for the transfer.

After this, on the basis of the order, appropriate entries are made in all documents relating to the personnel:

• work book;
• personal card;
• time sheet;
• personal account.

Reference. This order is drawn up in forms No. T-5 or No. T-5a, in accordance with the approved resolution of the State Statistics Committee of the Russian Federation dated January 5, 2004 No. 1 “On approval of unified forms of primary accounting documentation for labor accounting and its payment.”

Conclusion

Promotion, as a rule, is a joyful and long-awaited moment for any working person. But it also increases his workload and level of responsibility. Also, in most cases, the monthly salary is revised.

Due to the ongoing changes, there is a need to change a lot of data in the papers. Therefore, the procedure for transferring a personnel to a higher position requires a careful approach to the preparation of documents.

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Every personnel officer sooner or later has to make an application for a position. The hardest thing is for those who are faced with such a responsible task for the first time. What is an application for a position?

What is an application for a position?

Nomination for a position is the formal submission of a candidacy for appointment to a position. Without representation, appointment to a position cannot take place.

For example, according to the Constitution of the Russian Federation, the President of the Russian Federation submits to the Federation Council candidates for appointment to the positions of judges of the Constitutional Court of the Russian Federation, the Supreme Court of the Russian Federation, the Supreme Arbitration Court of the Russian Federation, as well as the candidacy of the Prosecutor General of the Russian Federation.

There are no requirements for the preparation of this document. The content is largely shaped by the practice and experience of HR employees. In order to make the HR officer’s work easier, we provide a number of rules and recommendations for preparing an application for a position.

There are several types of performances. For example, to the application of a disciplinary sanction, to dismissal, etc. When starting to draw up a proposal for appointment to a position, express in it the initiative and proposal to transfer the employee to a new position for him and justify this decision.

If this is your first time creating such a document, it will not be easy to create it quickly. You need to start from something, i.e. Need a sample sample. Download the sample job application (below) to help you get started with your application.

Submitting an application for a position.

There is also no strict approach to the name of the show. Various options are possible. The submission is made on the organization's letterhead with all relevant details. The addressee must be indicated.

In the main part of the submission, include the following information about the employee: last name, first name, patronymic, date of birth, position. Next, indicate which educational institution you graduated from, when, and what specialty you received.

Give a description of the employee’s production (labor) activity. To do this, use the data from the work book or other documents that confirm the length of service and experience of the candidate for the position.

It is not necessary, but it is advisable to indicate the personal qualities of the employee. For example, self-control, poise, politeness, responsiveness, self-criticism, loyalty, integrity, honesty, modesty, courage, etc.

Assess the overall performance of the employee in his previous position. His role in the implementation of significant projects of the organization and the implementation of special tasks. Highlight professional skills and individual abilities.

Complete the final part of the submission with the following details: the signature of the document’s author, the conclusion of HR specialists (in the absence of another structural unit of the organization), a note on the employee’s consent to be transferred to another position.

Below you can download a sample application for the position. Since there are no strict requirements for the preparation of this document, this sample application for a position is made in free form, which can be easily adjusted to suit your enterprise.

N.B. Belova,
Tomsk

Every HR employee sooner or later has to write a character reference or presentation for an employee. The most difficult thing is for those who are faced with such a responsible task for the first time as preparing a review of their staff on their work and social activities.

There are no regulatory requirements for the preparation of characteristics and presentations. Their content is largely shaped by practice, office work standards adopted in the organization, and the education and experience of HR employees.

In order to facilitate the work of personnel officers and all those who have to draw up these documents, we will provide a number of rules and recommendations for their preparation and execution and start with the characteristics.

Characteristics

A character reference is a document with a review of a citizen’s labor, social or other activities, a brief description of his qualities demonstrated in labor and social activities. The need for it arises when a citizen or his behavior needs to be assessed and an authoritative decision made in relation to him.

Depending on the purpose of compilation and use, the characteristics are divided into characteristics intended for use in the organization (hereinafter we will call them “internal”) and characteristics compiled at the request of third-party (relative to the organization) entities and intended for use outside the organization (hereinafter - "external characteristics").

Features intended for external use

External characteristics are compiled at the request of the employees themselves (for presentation at the place of request), the requirements of government and other bodies, and third-party organizations. The purposes for which characteristics are required from the employer can be varied: both to resolve everyday issues (for example, admission of an employee to an educational institution, obtaining a loan, etc.), and to resolve issues related to the acceptance of an employee by the state (including .ch. jurisdictional) or a municipal authority making a decision (for example, on issuing various permits, applying government measures against an employee (rewards or punishments), etc.).
The most difficult thing for personnel service employees is to compile characteristics requested by lawyers, bodies (officials) who are prosecuting the case of an offense the employee is accused of committing, and courts (judges).

In all cases of bringing an employee to administrative or criminal liability, the court and the body authorized to apply administrative penalties, when resolving the case and imposing punishment, must take into account the identity of the perpetrator, his property status and other circumstances that are important for the correct resolution of the case. To do this, they have the right to request information characterizing the employee, his family and property status, and others. In most cases, demand documents do not specify what information the court or other jurisdiction requires. In view of this, a personnel service employee, at best, can consult with a lawyer or the employee himself, and at worst, he must independently determine what information is needed by the person requesting the reference.

We present general rules that will help simplify the solution of a number of difficulties that arise when compiling characteristics.

This part may immediately include information about the organization that issued the characteristic, for example:

Instead of “employee” in the title of the text, you can indicate the specific name of the position (profession, specialty) occupied (performed) by the employee. However, this approach is more suitable for internal characteristics, since for external characteristics the entire work activity of the employee is important, and not just in the last position (in the last profession).

In practice, the year of birth is often indicated in the header part, for example:

Here, in the header part, the date of compilation of the characteristics is given, for example, as follows:

The date of compilation may also be indicated as part of the signatures of officials certifying the characteristics, or at the end of the text (see below).
The main part of the characteristics can be divided into the following information blocks:

Let's look at them in detail.

General biographical information

General biographical information refers to the date and place of birth, information about education (level of education, names of educational institutions and time of receipt of education). The personnel service establishes this information using the employee’s personal card and other accounting documents.

General biographical information can be presented in two ways:
A) in a narrative form of presentation- when data is indicated in one sentence (in several sentences of the same style) while maintaining a single meaning, for example:

b) in a questionnaire form of presentation- when the data is specified in the form of a list, for example:

If an employee has several levels of education (in different areas) or two (or more) educations of the same level (for example, two higher ones), then they are reflected in the characteristics with an emphasis on the main or most important thing for the employee.
The same block contains information about military service, for example:

A brief summary of the employee’s biography may include information about marital status - marital status, presence of children, etc., for example:

Brief information about work activity up to the last place of work

This block is rarely included in the characteristics - as a rule, at the request of the employee himself or his lawyer. In this case, the HR employee indicates from 3 to 5 jobs until the last place, for example:

These data are established according to the employee’s work book.

Characteristics of work activity at last place of work

In this information block, HR employees can be recommended to provide information about the employee in the following order:

1) positions (professions, jobs), which the employee held (performed) in this organization, brief description of responsibilities by the last position held (work performed) or by the last several positions (jobs) of interest to the subject who requested the characteristics. For example:

A more detailed listing of the duties performed by the employee should be indicated only if the employee himself, a lawyer or another person requesting the reference requests it. It seems that for such situations it is easier to prepare a copy of the employee’s job description or job description, and in the description the main emphasis is on the employee’s achievements, for example:

2) the business qualities of the employee, demonstrated by him in the course of his work. In fact, this block provides an assessment of the employee’s behavior given to him by his colleagues, immediate supervisor, subordinate employees, and human resources department. To prepare the characteristics in this part, the assessments given to the employee during the last certification can also be used.

What specific business qualities should be included in the characteristics, the HR employee must determine together with the employee, lawyer or other person requesting the characteristics, and if consultations with interested parties are not possible, independently, guided by the goals and reasons for compiling the characteristics.

It is always difficult to begin to list the qualities of an employee. In order to facilitate this process, we recommend using Table 1, in which the HR employee, the employee’s immediate supervisor or subordinate must answer the main key questions about the employee - “What is he like?” or “Who is he?” - in different directions.

Table 1

Areas of activity	Which? / Who?
Leadership activities: leadership, ability to plan and organize work, authority among colleagues and subordinates, exactingness, etc.
Creative activity: initiative, the ability to pose and solve creative problems, the ability to find non-standard approaches to solving problems, etc.
Social and communicative activities: sociability, conflict resistance, stress resistance, ability to work in a team, etc.
Educational activity: own learning ability, tendency to self-learning, ability to teach and educate others, etc.

The HR employee can add to the left column of the table at his own discretion. Filled out by the employee’s immediate supervisor, his colleagues, and the HR employee, the right column of the table is the main one for describing the employee’s business qualities. For example:

Fragment of the completed table

Areas of activity	Which? / Who?
Professional activity: qualifications, competence, professional abilities, professional thinking, knowledge of the profession, etc.)	Highly qualified specialist
Executive activity: organization, efficiency, diligence, perseverance, prompt execution of instructions/instructions, hard work, conscientiousness, discipline, diligence, accuracy, independence, etc.	Executive Conscientious Independent Disciplined

When transforming brief assessments into the main section of the characteristics, you must adhere to the following rules:

-	to describe the qualities of an employee, the narrative form of the document text is used, for example, “manifested”, “characterized”, “relates”;
	the style of presentation should be neutral; when describing the qualities of an employee, the use of emotionally expressive language means, figurative comparisons (metaphors, epithets, hyperboles, etc.) is unacceptable;
	the text of the description must be succinct and clear, characterized by the logical and grammatical coherence of the text, simplicity of the language; the brevity of the presentation, however, should give the reader the opportunity to get a complete picture of the employee;
	in the text of the description it is unacceptable to use colloquial expressions, technicalisms, professionalisms, the use of foreign words and terms in the presence of equivalent words and terms in the Russian language, own abbreviations of words, expressions “etc.,” “other.” and others;
	despite the fact that the characteristic is a description of the employee’s qualities, nevertheless, the use of personal pronouns (“he”, “she”, etc.) is undesirable.

Taking this into account, the employee’s business qualities can be described as follows:

Performs job duties conscientiously and responsibly. Disciplined. When solving complex issues, he demonstrates independence and efficiency. Diligent in following management's orders. He has organizational skills and enjoys authority among colleagues and employees of related departments. Demanding of herself and her subordinates.

In the above example, the description of the employee’s qualities is given using verbs and short adjectives. The same information can be presented as follows:

During the work of Sergeev O.P. has proven herself to be a highly qualified specialist in the field of standardization with a good knowledge of the legislation on technical regulation. To perform official duties Sergeeva O.P. acts conscientiously and responsibly. Characterized by a high degree of discipline. When solving complex issues, he demonstrates independence and efficiency, diligence in carrying out management orders. Sergeeva O.P. has organizational skills, enjoys authority among colleagues and employees of related departments, and is demanding of himself and his subordinates. Knows how to find non-standard approaches to solving problems facing the department, and take a creative approach to business.

As can be seen from the presented fragment, the description of the employee’s business qualities is given in the order set out in the table (by area of ​​activity). This approach is considered the most correct, but not the only one. When preparing a characterization, the compiler can list the qualities of an employee not by groups, but in accordance with the logic of the narrative.

The employee profile should be as objective as possible. When compiling it, the HR employee must give a real and truthful, and not a desired or ideal, description of the employee. If the latter has shortcomings, they should be reflected in the characteristics. As practice shows, a characteristic in which the ratio of shortcomings to positive qualities is 1:5 is considered more objective, that is, shortcomings should not be more than 20%. Changing the ratio in favor of negative qualities makes the characteristic negative, and in favor of positive ones - raising doubts about objectivity.

When listing an employee’s shortcomings (in the same areas of activity as positive qualities), you should be correct and refrain from clearly expressed negative assessments. It is advisable to link disadvantages with advantages, and in some cases you need to try to neutralize them by listing positive qualities, for example:

The above does not mean at all that if an employee does not have shortcomings, then in order to make the characteristics more objective, they need to be invented. You just need to strive to ensure that this document characterizes the employee as accurately as possible;

3) participation in the organization’s projects, the employee’s contribution to the organization’s activities. This block should be given after the description of business qualities. If the employee participated in important projects, it is advisable to characterize the degree of his participation, personal contribution and, if possible, the qualities demonstrated, for example:

4) the personal qualities of the employee, demonstrated by him in the course of work and social activities. When describing the personal qualities of an employee, they are guided by the above rules. Like business, personal qualities are described in the form of judgments about the employee. To make it easier to remember the employee’s character traits, you can also use a table in which the compiler first gives short answers to the question “what” and only then transforms them into a single text.

table 2

If, when assessing business qualities, we can still talk about some kind of objectivity, then the assessment of personal qualities is overwhelmingly subjective, unless it is given by a large group of people. Moreover, personal qualities can be interpreted in different ways. So, for example, the characteristic “ambitious” can be interpreted in two ways: both as a positive trait, allowing one to draw conclusions that the employee strives for great achievements, and as a negative one, indicating that the employee shows excessive pride and conceit.

Therefore, just as with business qualities, words must be chosen carefully. The same should be said regarding the shortcomings - if, in the opinion of the compiler of the characteristics, they exist and are obvious, you need to try to balance them with advantages.

With that said, personal characteristics can be described as follows:

If a psychologist does not take part in compiling the characteristics, you should not get carried away with psychological assessment. The maximum that a personnel service employee can do is to describe the character (calm, impulsive, etc.) or temperament (sanguine (balanced, agile), choleric (unbalanced, agile), phlegmatic (balanced, inert), melancholic (unbalanced , sedentary).It should be noted that conclusions about the character or temperament of an employee will be objective only if they are based on long-term observations of him;

5) results of training, retraining and advanced training. Basically, this information is provided in the characteristics requested by the employee’s new employer, bodies establishing the employee’s new professional status, etc. In the characteristics compiled for submission to the court and other jurisdictional bodies, this information will be redundant, unless they are provided to “complete the picture.” » or to compensate for a lack of information about work activity. In this case, information about the employee's training can be linked to his business or personal characteristics as follows:

6) information about awards and incentives, disciplinary sanctions. This information is established using the employee’s personal card data. If an employee has several similar incentives, they can be indicated in a general form. Significant incentives and rewards should be highlighted, for example:

If an employee has “unremoved” or “outstanding” disciplinary sanctions, then when deciding whether to indicate them in the characteristics, the personnel officer must be guided by the principle of objectivity of information. However, it should be noted that the right to indicate or not to indicate this or that information entirely belongs to the personnel service, unless the request from the jurisdictional authorities directly indicates that disciplinary sanctions (if any) should be indicated in the characteristics.

Characteristics of social activities

This information block indicates which public associations or bodies the employee is a member of, what public projects and events he takes part in, etc. This block can describe the social activities of the employee both within the organization and outside it, but about which the personnel service is reliably known from the employee’s messages and other sources. For example:

Other information

Once again, we draw the attention of personnel service employees to the fact that a reference is not an employee’s personal or registration card, but a document in which the employer must evaluate the employee. If the court, law enforcement and other authorities were only interested in reference data about the employee, a copy of the personal card or an extract from it would be enough for them.

In the event that a personnel service employee is afraid of making a mistake in his assessments or cannot give them due to lack of psychological education, or considers it necessary to refrain from assessments, but nevertheless provide information that may be of interest to the subject using the characteristic, he can be advised simply state the facts that occurred during the employee’s work in the organization. In the event that he himself has not witnessed these facts, it is advisable to indicate where he knows this information from. The characterization can provide a summary of the employee’s statements, statements or statements that can further characterize him. For example:

Despite the fact that this information is of a stating nature, it may entail more significant consequences for the employee than the estimated characteristics. Therefore, you need to be aware of how it will be interpreted.
What is not advisable to do in a characterization is to make predictions and assumptions, unless there is a special need for this.

Purposes for which the characteristics are given

At the end of the specification it is indicated for what purpose the specification was issued. If it is known, then this is directly indicated in the characteristics, for example:

If a characteristic is prepared for use in several organs, then it can be written:

If the date of compilation of the characteristics was not indicated in the header part, it can be indicated in this information block, for example:

The place of presentation of the characteristics can also be indicated in the header part, for example, if the characteristics are being prepared for presentation to potential employers, then the place of presentation can be indicated as follows:

Features intended for indoor use

Cases and grounds for compiling internal characteristics must be defined in local regulations. Mostly, the need for them arises when deciding on transfers to vacant positions, on the application of incentive or disciplinary measures, on determining the suitability of an employee for the position held or the work performed (during certification), on assigning new responsibilities to an employee (for example, managing a new project), about sending on a long and responsible business trip, etc.

The recommendations outlined in the previous section can be used when compiling internal characteristics. However, in internal characteristics, greater emphasis should be placed on the employee’s work activity.
Depending on the purpose of compiling the characteristics, in addition to the employee’s qualities, it may contain an assessment of the employee’s creative potential, conclusions about his aspirations, expectations and aspirations (for example, for career growth), recommendations for the use of his qualities, etc.

Often internal characteristics are components of other documents, for example, presentations, which will be discussed in the next issue of the journal.
Since the internal characteristics are compiled exclusively for internal use, there is no need to indicate the place of presentation in it.
In some cases, it becomes necessary to indicate the official at whose request (demand) the characterization was drawn up.

Rules for registration and issuance of characteristics

Typically, characteristics are compiled by personnel department employees. In this case, the primary characteristic, which forms the basis of the official document, is usually prepared by the employee’s immediate supervisor. Surveys of colleagues or subordinates of the employee himself can be taken as a basis for the general characteristics.

Regardless of who prepares the characteristics, the organization’s local regulatory act must clearly define who has the right to issue characteristics and whose signature they must be certified by.
For characteristics intended for external use, the main requirement is their formality. Therefore, they must be signed by the first person of the organization or a person authorized by him and certified with the seal of the organization. A number of companies practice certification of references by a second signature - the direct head of the HR department.

Internal characteristics are signed only by the head of the personnel service or the compiler of the characteristics; no stamps are affixed to them.

Characteristics refer to documents containing personal information about the employee, and, therefore, their preparation and presentation must be carried out in compliance with the norms of Chapter 14 of the Labor Code of the Russian Federation. According to Article 88 of the Labor Code of the Russian Federation, an employer cannot disclose an employee’s personal data to a third party without obtaining the employee’s written consent (with the exception of cases when this is necessary in order to prevent a threat to the life and health of the employee, as well as in cases established by federal law).

If the initiator of drawing up a characteristic intended for external use is an employee, then the characteristic is issued to him against receipt. You should also obtain a receipt for the reference from the employee’s lawyer who receives it. To record the external characteristics issued by the organization, a corresponding book (magazine, album) is maintained, provided for by the local Regulations on the protection of personal data of employees, in which marks are made about the issued characteristics and the signature of the recipients (upon receipt in hand). When sending characteristics by mail, it contains marks of receipt, affixed on the basis of postal notifications.

A copy is made of the characteristics transmitted or sent by mail to the initiator of its preparation and placed in the employee’s personal file. Moreover, this applies to both characteristics of working employees and dismissed ones.

Effect of characteristics

In conclusion of the first part of the article, let us once again return to the content of the characteristics.

When compiling them, a large number of questions arise about the ethics of providing this or that information. The desire of HR employees to “do no harm” sometimes leads to the fact that characteristics turn into “certificates of merit.”

According to judges and officials of jurisdictional bodies who make decisions on punishment, most characteristics are written according to the same template, and they are all similar to employee submissions for awards. If the initiators of a criminal case or a case of an administrative offense are the employers themselves, then the complete opposite occurs - the characteristics of employees who have committed official offenses directed against the interests of the owners of the enterprise are initially similar to sentences. There are only a few objective characteristics.

Giving universal advice - to write everything and only “the truth and nothing but the truth” in the characterization - would be reckless, for the simple reason that, firstly, any human assessment of events and behavior is subjective and “everyone has their own truth,” and , secondly, because a positive assessment is more difficult to use to the detriment of an employee than a negative one, and it does not matter who is the subject of its use. We believe that the above-mentioned ratio of the employee’s advantages and disadvantages will bring a minimum of harm and a maximum of benefit, if, of course, the latter exist. As for the merits, even if it is impossible to form an idea about the employee, there are a number of neutral and impartial assessments that can be used as the basis for the characteristics.

The most responsible thing is to draw up characteristics for courts or other bodies deciding on the application of punishment to an employee, on issuing permission to an employee (for example, for adoption), etc. In order for the characterization to be as complete as possible, you should try to consult with a representative of the employee or body that requested the characterization.

Once such a characterization has been compiled, the HR employee must give it one of three ratings: “positive,” “satisfactory,” or “negative.” If it’s difficult to do this yourself, then you can ask a colleague (of course, without providing information about the employee).

In no case should it be assumed that the description is written for “pro forma” purposes. External characteristics, especially forensic ones, can change a person’s life. Here are just a few examples of how characteristics from the place of work and place of study influenced the destinies of people:
a) positive characteristic:

Fragment of a court decision

b) satisfactory characteristics:

Fragment of a court decision

c) negative characteristic:

Fragment of a court decision

When drawing up another testimonial, you need to remember that its use can change not only the life of an employee, but also other people, for example, a child being adopted - by putting your signature on the testimonial, you decide his fate. Therefore, be careful with your words!

Performance

N.B. Belova,
Tomsk

A submission is understood as a document that expresses an initiative to apply specific measures to an employee or to perform certain actions in relation to an employee. In many ways, representations resemble characteristics. Moreover, in some of them the characteristics are included in the form of separate blocks. However, these are different documents, differing both in content and design.

The presentation can be divided into two parts: header and main. The first contains the following details:

-	date and number. Based on the fact that most of the submissions are strictly individual in nature, they may not be assigned a registration number - in this case, the submissions are recorded according to the date of their issue and the names of the employees;
	document type(performance);
	title to text. Unfortunately, a uniform approach to determining the name of the type of document in question has not developed in practice: in some cases, the title to the text answers the question “why?” (for example, “to encouragement”), in others - “about what?” (for example, “about encouragement”). According to the All-Russian Classification of Management Documentation (OKUD), the documents in question should be called “representation of promotion”, “representation of transfer to another job”. At the same time, if we assume that the title is determined based on the wording of the main action - “submitted to...”, then the documents in question should be called “submission for encouragement”, “submission for application of disciplinary action”, etc. Since uniform requirements for the preparation of the documents under consideration have not been established, it seems that both approaches - “idea of ​​encouragement” and “idea of ​​encouragement” - will be correct. At the same time, for the purpose of unification, the personnel service should give preference to one of them. The view may not highlight the title at all. In such cases, the text especially emphasizes the direct wording of the submission - “is presented to...” (for example, as in the sample submission for transfer to another job given in the “PAPERS” section - p. 82);
	information about the originator of the submission. Information about the author of the submission can be indicated both in the title of the document (see sample submission for application of a disciplinary sanction on page 81) and at the end in the signature details (see sample submission for encouragement on page 79 of the “PAPERS” section);
	destination. In the event that a specific decision must be made on the submission, then the person to whom the submission is addressed is indicated in the header part as shown in the sample submission for encouragement (page 79 of the “PAPERS” section). The addressee is not given when the text of the submission provides space to indicate the decision on the submission and the signature of the person who accepted it (for example, as in the sample submission for application of a disciplinary sanction - page 80 of the “PAPERS” section).

In the main part of the submission, first of all, accounting information about the employee must be provided (last name, first name, patronymic, position or profession, date of birth, etc.). Their composition is determined by the personnel service for each type of submission (see recommendations for drawing up individual types of submissions). Also, depending on the type of presentation, it contains separate information blocks: characteristics of the employee’s qualities necessary to resolve the issue of applying specific measures to the employee; grounds for applying appropriate measures to the employee; direct presentation; conclusion of the relevant departments on the submission; other information. The idea itself can be formulated as follows:

“I present _____________________ to ________________________________________”;
(employee details)

“_____________________ appears by _____________________________________.”
(employee details) (actions or measures regarding the employee)

In practice, the following presentation formulation is also often used:

“_________________________ is worthy of __________________________________________.”
(employee details) (actions or measures regarding the employee)

Depending on the measures for which the employee is submitting, other information may be included in the submission (see next section).

Types of performances and their contents

I. Presentation for promotion

A proposal to encourage an employee is the most common type of presentation. It is provided for in the personnel records management system of a significant number of organizations and government bodies.

Before we begin to characterize the content of this representation, we need to pay attention to the following point. The wording “preparing a presentation for employee incentives” does not always mean drawing up a separate document - a presentation. In most regulatory legal acts regulating the procedure for encouraging and rewarding employees, the above provision means the preparation of documents for encouraging personnel in general; specific types of documents are provided for by instructions on office work and other local regulations of the organization. For example, preparing a submission for awarding employees with certain departmental insignia in labor involves drawing up documents such as petition letters (addressed to the head of the body implementing the promotion), award sheets, and others.

If the personnel service intends to include directly the presentation of incentives into the office management system, then when developing its form, it is advisable to take into account a number of the following recommendations:
1) the submission must have a place for credentials. Their composition depends on “for whom” the form is being developed. Thus, in a proposal for employee incentives, which will be drawn up by the employee’s immediate supervisor, it is not entirely correct to include columns for indicating those accounting information that only the personnel service has access to. For the form of such a presentation, general data that is known to the employee’s immediate supervisor is sufficient - last name, first name and patronymic, position held (work performed), personnel number. If the form includes columns for more information, for example, about length of service in the organization, time of filling the last position (work in the last profession), etc., then they can be filled out by a personnel service employee after receiving a partially completed submission from head of a structural unit. In this case, you can indicate interlinearly who fills out this or that column, for example:

View fragment

PERFORMANCE
to encourage

2. Date of birth ________________________________________________

3. Position/profession ________________________________________________
(indicated by the employee’s supervisor)
4. Personnel number ______________________________________________
(indicated by the employee’s supervisor)
5. Work experience:
- general _________________________________________________________
(indicated by the personnel department)
- In the organisation _________________________________________________
(indicated by the personnel department)
- in the position held (according to the profession performed) _____________
(indicated by the personnel department)

If the submission is developed directly for the personnel service and will be addressed to the head of the organization, then the composition of the accounting data may be much larger, for example, about an employment contract, education, etc. Once again, please note that the question of what accounting information should be indicated in the submission is the HR department decides independently;
2) in the promotion submission, it is advisable to provide space to reflect information about the employee’s outstanding disciplinary sanctions, for example:

“Information about outstanding disciplinary sanctions ________________”;

3) if, in the opinion of the personnel service, the person entitled to apply incentives needs to know information about the employee in order to make a decision on incentives, the submission form provides columns for a brief description of the employee, for example:

"A brief description of _______________________________________".

The characteristic can also be separated into a separate information block (see below). If, for the person making the decision to reward an employee, only the merits and achievements for which the employee is actually nominated for reward are important, in the presentation form it is enough to provide lines for listing them, for example:

“Specific merits (achievements, successes, distinctions) _____________”;

4) the proposal for incentives may not provide for the opportunity for the employee’s immediate supervisor to indicate a specific type of incentive. In this case, the document formulates a general proposal to apply incentives to the employee without indicating which one, for example:

“__________________________________________ is presented for encouragement.”

For the final decision on presentation, separate columns or information blocks are provided;
5) the submission form must provide space for the signature of the employee who made the submission.

If the incentive system provides for the coordination of submissions drawn up by immediate managers with the personnel service, then it is advisable to provide a place for its conclusion in the submission form.

Depending on how the head of the organization or other person must express his decision on the presentation, when developing the presentation form, it is necessary to provide space for the resolution or for expressing a specific decision.

Thus, the presentation can be divided into the following information blocks:

Taking into account the above, the proposal for encouragement can be drawn up according to the sample given in the “PAPERS” section - page 79.

In cases where a group of employees are nominated for incentives in order to reduce paperwork, it is advisable to develop a separate submission.

The main part of such a representation can be constructed according to the following model:

View fragment

Behind ______________________________________________________________
(motive for encouragement)
are presented for encouragement in the form of ______________________________
(specific type of incentive)
1. ______________________________________________________________

2. ______________________________________________________________
(last name, first name, patronymic; position, profession)

This form is used if a group of employees is nominated for one type of incentive. To nominate several employees for different types of incentives, the sample given in the “PAPERS” section on page 80 can be used.

II. Recommendation for disciplinary action

Recommendations for disciplinary action are used in the personnel records management system of a significant, but not large, number of commercial organizations. This is largely due to the fact that in order to make a decision on bringing employees to disciplinary liability, documents confirming the fact of committing disciplinary offenses (acts, protocols, reports, memos, etc.) are sufficient.

If the personnel service intends to assign the responsibility for putting forward an initiative to apply disciplinary sanctions to the heads of structural divisions and to unify the documents in which such an initiative is expressed, then when developing the presentation form, it is necessary to take into account the recommendations given in the previous section (on developing a proposal for encouragement). So, first of all, the personnel service must determine the composition of accounting information. In the main part of the presentation, it is advisable to provide graphs for:

The submission may provide space for a brief description of the employee.

Just as in the case of a proposal for encouragement, a proposal for the application of a disciplinary sanction must provide space for the resolution of the head of the organization or another person authorized to make decisions on bringing employees to disciplinary liability, or for his direct decision. A submission for application of a disciplinary sanction can be drawn up according to the form given in the “PAPERS” section (page 81).

III. Introduction to translation

This type of representation is also not found in every organization. As a rule, proposals for transfer are entered into the office management system to resolve issues of transfer to senior management positions and in cases where local regulatory legal acts stipulate that appointment to a position is made according to the corresponding proposal of a superior official.

The translation submission must include space for:

1)	registration data (last name, first name and patronymic, currently held position, date of birth, education (level, educational institution, graduation date, educational specialty), other information from the personal card necessary to resolve the issue of transfer to a vacant position);
	direct submission - “is presented for appointment to the position of ____________________”;
	characteristics of the employee’s work activity, compiled on the basis of a work book or other documents confirming the employee’s length of service;
	reasons for submitting a transfer (merits, achievements of the employee, etc.);
	signatures of the submitter, conclusion of the personnel service or other structural unit, notes on the employee’s consent to the transfer.

Since a transfer to a higher position can conditionally be considered an incentive, when developing a specific form of presentation, it is advisable to use the recommendations given in subsection I of this section, and, in particular, to provide space for the decision of the head of the organization (other official) on the presentation. The presentation option given in the “PAPERS” section (page 82) can be used as an example.

IV. Representation of an employee during certification

The traditional personnel certification procedure involves drawing up a report for the employee being certified.

In the most common form of presentation for the certified employee, in addition to the space for indicating the employee’s credentials (last name, first name, patronymic, date of birth, position held at the time of certification, date of appointment to the position, education, total length of service, length of service in the position, etc.) , space is allocated for:

1)	characteristics of the employee’s production (service) activities and the employee’s qualifications;
	information about the compliance of the employee’s professional training with the qualification requirements for the position and pay grade (according to the results of the previous certification);
	assessment of the employee’s performance during the period between certifications, incl. assessment of participation in the implementation of individual projects, performance of special tasks, etc.;
	assessing the employee’s attitude to work and the quality of performance of job duties, the employee’s personality, including his professional qualities and individual abilities;
	preliminary conclusions about the compliance of the employee’s professional training with the qualification requirements for the position and pay grade at the time of certification.

In addition, the presentation form for a managerial employee provides space for reflecting the results of the activities of the structural unit headed by the employee, and the results of the implementation of the project coordinated by him.

Typically, the employee’s immediate supervisor is responsible for drawing up and processing the presentation. The document signed by him is submitted for approval to the personnel service or directly to the certification commission. If the local Regulations on the certification of the organization’s personnel provide for coordination of the submission with the personnel service, then the submission form must provide space for approval visas or special marks from the personnel service.

When developing a presentation form for a certified employee, a presentation option in which the content is constructed according to the following model can be taken as a basis:

Presentation option

PERFORMANCE
per certified employee

1. Last name, first name, patronymic ________________________________________________

2. Position held at the time of certification _________

3. Date of appointment to the position _________________________________
4. Motivated assessment of professional, personal qualities and
performance results ______________________________
_________________________________________________________________
_________________________________________________________________
________________________________________________________________.

___________________________________ _________ _____________
(manager position, (signature) (transcript)
who made the submission)
"___" ___________ _______G.
I am familiar with the presentation _________ _____________
(signature) (transcript)
"___" ___________ _______G.

In some organizations and institutions, the procedure for drawing up a proposal for a certified employee is characterized by certain features. So, for example, when certifying the heads of secondary specialized educational institutions, a submission for certification is prepared by the council of the educational institution based on the director’s report on the results of work at the general meeting of the staff and signed by the deputy chairman of the council of the educational institution, indicating the dates and numbers of the minutes of the meeting, council meeting. Therefore, the presentation form must provide space for indicating the details of the listed documents.

Since the legislation does not establish uniform requirements for the certification procedure, and, consequently, for the form of presentation for the certified employee, the organization can provide a special approach to reflecting the employee’s assessments. For example, in a number of banking organizations, personnel certification is carried out according to the scheme established by the Central Bank of the Russian Federation for its employees in the Regulations on the certification of employees of the Central Bank of the Russian Federation, approved by order of the Central Bank of the Russian Federation dated May 15, 1994 No. 01-000. In this scheme, the presentation form provides for the possibility of making assessments by groups of experts, which include representatives of various departments that most often interact by type of activity with the employee being certified. In this case, each expert evaluates the certified person according to the parameters specified in the submission form:

Fragment
presentation forms

PERFORMANCE
(per specialist)

Last name _______________________ Position ______________________
Name ___________________________ ________________________________
Middle name ______________________ Place of work ___________________
________________________________

II. Expert assessment (rate the indicators on a 7-point scale
labor productivity, professional and personal qualities
certified specialist. For extreme scale values ​​(1 and 7 points)
necessary explanations are given. Circle the score you think
In your opinion, most corresponds to the level of the person being certified):

Assessment of labor performance indicators

For each job For each job it is spent
much less time is spent
more time than dictated
it is dictated by experience or experience or plan
plan 1 2 3 4 5 6 7

In some organizations, the certification scheme does not provide for the preparation of statements about employees - they are replaced by reviews of the employee’s activities, reviews of the employee or characteristics-reviews. These documents differ from submissions in that, in addition to the information listed above, they contain a special information block containing reviews of the employee by his immediate supervisor and preliminary conclusions about the employee’s compliance or non-compliance with the position held or established requirements.

In conclusion, it should be noted that in the type of representations considered, there is no formulation of the representation as such - what the employee is introducing himself to.

V. Submission for assignment of a special title

Submission for assignment of a special rank is the core of the procedure for assigning special ranks to employees of a number of government bodies. Since this procedure is mainly regulated by special normative legal acts, the forms of submissions are also approved by these acts.

Basically, the forms provide the following information blocks:

1)	registration information about the employee (last name, first name, patronymic, position held, education, length of service, etc.), information about the assignment of the last special rank (details of the document on assignment, the nature of the assignment of the rank (regular, early);
	direct submission indicating the special rank, deadline for submission, nature of assignment (regular, early);
	characteristics of the employee’s professional, business and personal qualities (description of work performance indicating specific results achieved, information on the implementation of recommendations given during the previous certification). In the submission for assignment of the next special rank ahead of schedule or at a higher level, it is indicated for what specific merits or performance indicators the employee is being submitted for assignment of a special rank;
	conclusion of the personnel department on the submission (on support, disagreement with the submission, rejection of the submission);
	certificate of assignment of a special rank to an employee (special rank, details of the document on assignment of the rank).

Since proposals for the assignment of special titles are circulated only in some government bodies, it seems unnecessary to provide examples of them. For those employees of personnel services who will have to resolve issues with the preparation of the considered submissions, we recommend that they study the schemes provided for by special regulations, for example, the Instructions for organizing work on the application of incentives and disciplinary sanctions in the authorities for the control of the circulation of narcotic drugs and psychotropic substances (order of the Federal Service of the Russian Federation for Drug Control dated 06/09/2004 No. 174), Instructions on the procedure for nominating employees and citizens recruited for service in the customs authorities of the Russian Federation for the assignment of special ranks (Order of the State Customs Committee of Russia dated 04/30/1998 No. 280).

VI. Submission for dismissal

This type of representation is also used in government agencies. Its introduction into the personnel records management system is due to the specifics of service in government bodies (when the right to raise the issue of dismissing an employee is vested in his immediate supervisor or the head of the corresponding structural unit) and the peculiarities of the structure of their personnel apparatus. But there is hardly any particular need to transfer this experience to commercial organizations with small HR departments - HR inspectors, loaded with the preparation of mandatory documents, will not be enthusiastic about drawing up another document when dismissing an employee. As for line managers and heads of structural divisions, it seems difficult to involve them in the procedure for drawing up submissions.

For those who still intend to introduce notices for dismissal into the office management system, we can advise you to pay attention to a number of regulatory legal acts regulating the procedure for dismissal of employees of government agencies, for example, to the Instructions on the organization of work on the dismissal of employees from service in drug control agencies drugs and psychotropic substances (order of the Federal Service of the Russian Federation for Drug Control dated June 23, 2004 No. 186), Methodological recommendations for organizing work on the admission of citizens of the Russian Federation to service (work) in the customs authorities of the Russian Federation for appointment to a position, for the dismissal of officials persons of the customs authorities of the Russian Federation and institutions of the State Customs Committee of Russia (Order of the State Customs Committee of Russia dated March 17, 2004 No. 115-r), Instructions on the procedure for applying the Regulations on service in the internal affairs bodies of the Russian Federation in institutions and bodies of the penal system of the Ministry of Justice of the Russian Federation (order Ministry of Justice of Russia dated April 26, 2002 No. 117).

It should be noted that some companies will soon be required to provide notices for dismissal in their office management system. This applies to those organizations in which citizens are already or will be undergoing alternative civilian service. According to the Regulations on the procedure for performing alternative civil service, approved by Decree of the Government of the Russian Federation dated May 28, 2004 No. 256, the decision to dismiss a citizen from alternative civil service is made on the basis of a proposal for dismissal; the proposal for dismissal shall indicate the grounds on which the citizen is subject to dismissal from the alternative civil service. When developing the form of such a submission, the personnel service can use the options for submissions approved by the above regulatory legal acts.
In any case, the presentation form must include columns to indicate the following information:

View fragment

...
presented for dismissal in accordance with ______________________
(subparagraphs,
__________________________________________________________________
clauses, articles of federal law)
in connection with ______________________________________________________________.
(reason for dismissal)

In the form of submission for dismissal, it is also necessary to provide space for the dismissed person’s notes on familiarization with the submission and the signature of the employee who compiled the submission.

In conclusion, it should be noted once again that there are no normatively established rules for the preparation and execution of submissions. As for the above methods, they should be considered as recommendations.

Also on this topic.