The return for the agency’s services traditionally takes one of two forms:

• A contingency fee paid by the organization when a recommended candidate gets a job with the client company (normally 20%-30% of the candidate’s starting salary), which typically has some form of guarantee, should the candidate not manage to perform and is completed within a set period of time.
• An advance payment that acts as a retainer, also paid by the organization.
• It may still be lawful for an employment agency to charge the candidate rather than the company, but in most places that experience is now illegal, due to past dishonest and deceptive practices.

1)Managers organize and integrate people. They bring objective to the people responsible for some jobs. Managers should be able to make people to work as a team. They should organize and supervise the jobs of their subordinates as well as to work with them themselves.

2)Managers should be able to measure the quality of the performance of their team as well as estimate whether the objectives set can be achieved.

3)The last but not the least, managers should develop both themselves and the staff they are working with. 

First of all it should be mentioned that management is primarily a personal skill. But on the other hand intuition would be not enough. Some basic management theoretical knowledge and skills have to be learned anyway in order to succeed.

Actually some people are naturally good at management and some can never achieve something. There are some people who are never able to put management techniques into practice. There are also some people who know all the techniques but very few really good ideas.

Top managers are usually appointed and supervised by the board of directors of the company.

As well as fulfilling the basic tasks of a manager top managers are also responsible for the future needs of the company, for the possible innovations ant techniques.

Top managers should also manage the company’s relations with suppliers, customers, distributors, investors and bankers, public authorities anв so on.

Top managers should always be aware of any possible major crises which may arise.

Some experts consider that the work of a manager includes planning, organizing, motivating and communicating, measuring, estimating and developing personnel.

1)    First of all while planning managers should set objectives and propose the ways( strategies and tactics)  the company can achieve them.

2)    As a rule managers analyze the activities of the organization. Managers should divide all the work into the manageable activities and individual activities. After that they should select and manage people to perform these jobs.

In combination with a comprehensive training scheme, staff may be encouraged to listen to college courses to learn some skills and get new experience.

Training normally happens in the following ways:

1. On the job while learning skills during experience at work.

2. Off the job while learning during attending courses.

Promotion inside a firm needs obtaining qualifications to do a more complex job. Sometimes employees are expected to pass exams and show a flair for the job. It is the duty of the training department within a company to certify that staff with the correct skills are promoted.

New employees in a company are normally given an induction programme during which they are introduced other employees and are shown the abilities they should learn. Induction is the procedure of introducing new employees to an company and to their work tasks in that company. Usually, the first few days at work will just include observation, with an skilled employee showing the ‘new hand’ the ropes. Many large companies will have a comprehensive training scheme, which is prepared on an ‘in-house’ basis. This is mainly true of larger public companies such as banking institutions and insurance companies.

The necessary skills should have been recognized through the course of job analysis, description and specification. It is significant then to discover methods of testing whether applicants meet these requirements. Testing the requirements out may consist of:
1) interviewing the applicants;
2) asking the applicants to get involved in simulated work situations;
3) asking the applicants to provide models of previous work;
4) getting the applicants to fill in character and intelligence tests;
5) giving the applicants real work imitations to test their abilities.

Selection includes procedures to discover the most suitable applicants to fill positions. An successful selection procedure will consequently take into account the following:
1) restraining the costs of selection;
2) making certain that the abilities and qualities being sought have been recognized;
3) developing a procedure for identifying them in applicants;
4) making sure that the selected applicants, will desire the job, and will remain with the company.

Restraining the expenses of selection will include such factors as conducting the interviews in a location, which is easy to get to the interviewing panel, and the applicants.

Staff evaluation is an instrument of monitoring staff functioning and is a element of promotion in contemporary companies. In some companies, for instance, workers and their immediate line managers talk about personal ambitions and goals for the certain time period of time (like the next four months). The assessment will then include a review of functioning during the previous four months, and setting new objectives. Job details can be a useful basis for creating dialogue and targets. Job descriptions could be used as reference points for mediating in disputes as to ‘who does what’ in a company.