What methods of assessing certified employees are used. Personnel assessment: identifying who is effective and who is a drone! Balanced Scorecard

Modern assessment systems today allow company management to solve many problems - in particular, to optimize the work of their employees, as well as to motivate them to improve their ability to work.

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But few people know how to properly make such an assessment, so we will consider this issue in more detail.

concept

The definition of “personnel assessment system” refers to the tools with which the head of any enterprise can fully evaluate the professional qualities of any of his subordinates.

It is worth noting that how not only the staff, but also the enterprise itself will develop further depends on this.

Goals, objectives and foundations of the organization

Modern systems make it possible to clearly identify any aspects that are directly related to the performance of their duties by employees, to determine the personal skills and abilities of each employee individually.

The very principles of modern personnel assessment systems are based on the analysis of popular criteria. Among them may be the ability to summarize in writing or orally, the ability to manage, and so on.

In most cases, the modern assessment system uses the assessment center method or the universal integrated method.

In the event that the goals and tasks themselves are correctly defined at the enterprise, then the effectiveness of work evaluation can be carried out taking into account:

• control over the implementation of specific work;
• organizing a number of certification events.

It is worth emphasizing that the goals and objectives are directly related to a purposeful process, which fully allows you to establish full compliance with all the qualities of an employee, taking into account all his skills and abilities.

A modern evaluation system as an element of personnel management, without which it is simply impossible to do today.

Structure

The very structure of the modern system includes:

• Preparatory stage.
• Main stage.
• The final stage. Analysis.
• Deciding on the employees who were evaluated.

Modern personnel assessment systems in the organization

Classification

Modern personnel assessment systems include several groups, namely:

• Quality: methods of biographical description, business characteristics, oral testimonials, and so on.
• Quantitative: all methods using a numerical assessment of the qualities of an employee, as well as a scoring system and a coefficient method.
• Combined: expert evaluation of the frequency of manifestation of the qualities of an employee, testing, and so on.

Building

The construction of a modern assessment system is carried out in several stages:

• The very needs of the organization in assessing the labor detail of employees are being determined. After that, the final goals to which it is necessary to strive are determined.
• The subject of assessment itself is determined, as well as the audience, based on previously defined goals.
• The selection of modern assessment methods is carried out, which directly depend on the indicators that correspond to the goals set.
• Implementation of activities that contribute to summing up the results of the assessment, internal regulations are developed, and standards are determined.

Development and creation

The development and creation of a modern assessment system consists of the following stages, namely:

• Making the decision to create an assessment system.
• Formation of the necessary working group, which will be engaged in the creation.
• Implementation of the method of evaluation.
• Implementation of various improvements in identifying defects in the developed system and preparation of the necessary documentation: orders and so on.
• Organization of training courses in the issue of assessment by a working group of employees, holding information events.
• Additional possible refinement, taking into account the wishes of the working group itself or employees who were given an assessment system for familiarization.
• Training of the personnel to be assessed. As a rule, these are oral conversations regarding the correctness of filling out questionnaires, tests, and so on.
• Evaluation of a previously defined group of employees.
• Implementation of the analysis and recognition of the fact of evaluation as valid.

These stages of development and creation of modern methods of assessment are standards and are suitable for any organization.

Implementation

The introduction of a modern personnel assessment system in an organization is almost the key to achieving maximum efficiency.

In fact, this stage is quite simple and consists of such parts as:

• Conducting an information policy. This means notifying employees of the upcoming assessment of their professional skills.
• Creation of an order by the management of the organization for the evaluation of employees.
• Preparing employees for upcoming assessments. This includes an oral conversation and a practical part. That is, if there are tests or questionnaires, they need to show all the subtleties in order to avoid various errors in the formation of answers.

If we talk about the most modern system, then it includes the main features, without which the assessment of personnel may not achieve the necessary results.

In particular, we are talking about:

• carrying out regular inspections;
• the presence of a specific clear goal;
• the modern system must be necessarily fair and transparent.

The modern system of personnel assessment is, first of all, a number of specific actions and various activities that are aimed at assessing employees. The system is permanent, so it must be developed responsibly.

First of all, the assessment system should be effective and based not only on the main, but also on the universal assessment scheme.

Efficiency mark

Evaluation of effectiveness means a comprehensive assessment of all available factors.

The performance evaluation is as follows:

• Efficiency is characterized by the end result. If the management was effective, which is expressed in the correct selection of employees and their motivation, then a certain result is ultimately achieved. The financial costs of the required labor force are also taken into account.
• material component. An activity is considered effective only when it is possible to achieve the minimum financial costs in the process of labor activity.
• Dependence on the effectiveness of the choice of method for assessing employees. This implies the organization of the management structure as a whole.

As experience shows, a large number of work units only leads to duplication of a number of functional duties, as well as to the coordination of actions in the performance of certain tasks. This allows us to say with confidence that the activities of the organization are in the right direction towards self-improvement.

Analysis Features

The construction process itself and the activity itself during the personnel assessment cannot be carried out without a preliminary analysis, with the help of which it is possible to easily identify and timely eliminate possible difficulties and malfunctions.

Before proceeding with the analysis, it is necessary to initially determine its purpose, scope and depth, which ultimately can allow making the right recommendations for the work of employees.

Achieving the goal is possible only after defining the key concepts, namely:

• significance;
• subject of analysis;
• object of analysis and so on.

It must be remembered that the effectiveness of the analysis directly depends on the chosen method of assessing employees.

How to calculate?

In order to understand the essence of the calculation in more detail, consider a specific example.

First of all, the HR manager was submitted an application for the implementation of the selection of personnel, which is approved directly by the head of the personnel department, and at the same time the vacancy is closed. Based on this, each vacancy has a scheduled time, after which it must be closed.

In the reporting month, the personnel officer had to close about 15 vacancies (In the plan. = 15).

In reality, he was able to cover only 12 (those vacancies that should have been closed in the current month are taken into account). That is, V vypol.=12.

In addition, the direct manager of the manager set him additional 5 tasks (3), which he successfully completed.

- this is a purposeful process of establishing the compliance of the qualitative characteristics of personnel with the requirements of the position or.

Objectives of personnel assessment

Administrative purpose is achieved by making an informed administrative decision (promotion or demotion, transfer to another job, referral for training, dismissal) based on the results of the assessment of personnel performance.

informational purpose is that both employees and managers have the opportunity to obtain reliable information about the activities. Such information is extremely important for the employee in terms of improving their activities, and gives managers the opportunity to make the right decision.

motivational goal is that evaluation itself is the most important means of motivating people's behavior, since adequately assessed labor costs will ensure the further growth of workers, but only if the work of a person is evaluated according to his expectations.

• assess the potential for promotion and reduce the risk of promotion of incompetent employees;
• determine the cost of training;
• maintain a sense of justice among employees and increase labor motivation;
• organize feedback with employees on the quality of their work;
• develop programs and staff development.

Personnel assessment subjects:

• line managers. As a rule, they are the main actors in the business evaluation of personnel. Responsible for the objectivity and completeness of the information base for the evaluation, conduct evaluation conversations;
• workers;
• colleagues and employees who have structural relationships with those being assessed;
• persons who are not directly related to the assessed employee. Among them are independent experts and evaluation centers.

All subjects of evaluation are divided into formal and informal. TO formal subjects of evaluation include managers and employees of personnel management services. It is they who have the right to make an administrative decision based on the results of the assessment.

Informal subjects of evaluation- colleagues, independent experts - only give their opinion, which is taken into account by the formal subjects of assessment when summarizing information for making management decisions.

Recently, in practice, a combined assessment is often used, when the appraiser is not one subject, but several at once.

Personnel assessment object

Object of assessment- one who is evaluated. The object of assessment can be either individual employees or a group of employees identified according to a certain attribute (for example, depending on the level in the organizational structure or on a professional basis).

It is quite simple to evaluate the results of the labor of workers, especially pieceworkers, since the quantitative and qualitative results of their labor are expressed in the quantity of products produced and their quality.

It is much more difficult to evaluate the results of the work of managers and specialists, since they characterize their ability to have a direct impact on the activities of any production or management link.

Personnel assessment subject

subject of evaluation The results of the labor of personnel are the personal qualities of employees, and the effectiveness of labor.

Personnel assessment criteria

To obtain reliable information, it is necessary to accurately and objectively identify the indicators for which the assessment is made. In this case, it is important to establish clear and thoughtful criteria for assessing personnel.

Evaluation criterion personnel - the threshold beyond which the state of the indicator will satisfy or not satisfy the established (planned, normalized) requirements.

Such criteria can characterize both general points that are equivalent for all employees of the organization, and specific norms of labor and behavior for a particular workplace or a particular position.

There are four groups of criteria that are used in any organization with some adjustments:

1. professional criteria personnel assessments contain characteristics of professional knowledge, skills, professional experience of a person, his qualifications, labor results;
2. business criteria personnel assessments include such criteria as responsibility, organization, initiative, efficiency;
3. moral and psychological criteria personnel assessments, which include the ability to self-assessment, honesty, fairness, psychological stability;
4. specific criteria assessments of personnel, which are formed on the basis of the qualities inherent in a person and characterize his state of health, authority, personality traits.

Evaluation of the results of personnel work

Evaluation of labor results must be carried out for all categories of workers, but, as noted above, it is easier to evaluate the results for the category of workers and much more difficult for managers and specialists.

Two groups of indicators used in assessing labor productivity:

1. direct indicators(or quantitative) easily measurable, fairly objectively quantifiable, and always predetermined; on their basis, the degree of achievement of the goals set is determined;
2. indirect indicators characterizing the factors that indirectly affect the achievement of results; they cannot be quantified, since they “characterize the employee according to criteria corresponding to the “ideal” ideas about how the job duties and functions that form the basis of this position should be performed.”

Assessment steps:

1. description of functions;
2. definition of requirements;
3. assessment by factors of a particular contractor;
4. calculation of the overall score;
5. comparison with the standard;
6. assessment of the level of the employee;
7. communicating the results of the evaluation to the subordinate.

main character in personnel assessment is line manager. He is responsible for the objectivity and completeness of the information base necessary for the ongoing periodic evaluation, and conducts an evaluation conversation with employees.

The task of the personnel service The task of evaluating candidates for employment is, in essence, to select such an employee who is able to achieve the result expected by the organization. In fact, assessment at admission is one of the forms of preliminary quality control of the organization's human resources.

Despite the fact that there are a large number of different approaches to evaluation, they all suffer from a common drawback - subjectivity, the decision largely depends on who uses the method, or who it involves as an expert.

• objectively- regardless of any private opinion or individual judgments;
• reliably- relatively free from the influence of situational factors (mood, weather, past successes and failures, possibly random);
• reliable in relation to activities- the real level of skill proficiency should be assessed - how successfully a person copes with his business;
• predictive- the assessment should provide data on what types of activities and at what level a person is potentially capable;
• complex- not only each of the members of the organization is evaluated, but also the connections and relationships within the organization, as well as the capabilities of the organization as a whole;
• process assessment and assessment criteria should be available not to a narrow circle of specialists, but understandable to appraisers, observers, and the appraisers themselves (that is, to have the property of internal evidence);
• carrying out evaluation activities should not disrupt the work of the team, but be integrated into the overall system of personnel work in the organization in such a way as to really contribute to its development and improvement.

Personnel assessment methods

Classifications of assessment methods:

• assessment of the employee's potential;
• business appraisal.

Methods for assessing the potential of employees

1. Personnel assessment centers. They use a complex technology built on the principles of criteria-based assessment. The use of a large number of different methods and the mandatory evaluation of the same criteria in different situations and in different ways significantly increases the predictive value and accuracy of the assessment. It is especially effective in evaluating candidates for a new position (promotion) and in evaluating management personnel (for more details, see clause 8.3).

2. Aptitude Tests. Their goal is to assess the psychophysiological qualities of a person, the ability to perform a certain activity. 55% of those surveyed use tests that are in some way similar to the job that the candidate will have to do.

3. General Ability Tests. Assessment of the general level of development and individual features of thinking, attention, memory and other higher mental functions. Especially informative when assessing the level of learning ability.

4. Biographical Tests and Biographical Studies. The main aspects of the analysis: family relations, the nature of education, physical development, main needs and interests, features of the intellect, sociability. They also use the data of a personal file - a kind of dossier, where personal data and information obtained on the basis of annual assessments are entered. According to the personal file, the progress of the employee's development is traced, on the basis of which conclusions are drawn about his prospects.

5. personality tests. Psychodiagnostic tests to assess the level of development of individual personal qualities or a person's relevance to a certain type. Rather, a person's predisposition to a certain type of behavior and potential opportunities are assessed. 20% of the respondents answered that they use various types of personal and psychological tests in their organizations.

6. Interview. A conversation aimed at collecting information about the experience, level of knowledge and assessing the professionally important qualities of the applicant. A job interview can provide in-depth information about a candidate that, when compared with other assessment methods, can provide accurate and predictive information.

7. Recommendations. It is important to pay attention to where the recommendations come from and how they are framed. Well-known and reputable companies are especially demanding on the execution of such documents - in order to receive a recommendation, information is required from the immediate supervisor of the person to whom this recommendation is presented. Recommendations are made out with all the details of the organization and coordinates for feedback. When receiving a recommendation from an individual, attention should be paid to the status of this person. If a recommendation to a professional is made by a person who is very famous in the circles of specialists, then this recommendation will be more reasonable.

8. Non-traditional methods. 11% use a polygraph (lie detector), psychological stress test, tests for honesty or attitude towards something set by the company. 18% use alcohol and drug tests for candidates. Typically, these tests are based on urine and blood tests, which are part of a routine pre-employment medical examination. None of the organizations surveyed use AIDS tests for their candidates. 22% use some type of psychoanalysis in order to identify the skills of candidates for possible work in their organizations.

Comparative effectiveness of candidate assessment methods

Methods of business assessment of personnel

Business assessment of personnel in the course of work can be carried out by the following methods:

1. Questionnaires and comparative assessments

2. Preset Choice Method- a questionnaire in which the main characteristics are set, a list of options for the behavior of the person being assessed. The importance scale evaluates in points a set of characteristics of how the assessed employee performs his work.

3. Behavioral Attitude Rating Scale- a questionnaire that describes the decisive situations of professional activity. The rating questionnaire usually contains from six to ten decisive situations with a description of behavior. The person conducting the assessment notes the description that is more consistent with the qualifications of the person being assessed. The type of situation correlates with the score on the scale.

4. Descriptive evaluation method is that the evaluator is asked to describe the advantages and disadvantages of the employee's behavior. Often this method is combined with others, such as attitude rating scales.

5. Critical Situation Evaluation Method. To use this method, specialists prepare a list of descriptions of the "correct" and "wrong" behavior of employees in certain (decisive) situations. These descriptions are divided into headings according to the nature of the work. The assessor prepares a journal of records for each assessed worker, in which he enters examples of behavior under each rubric. This journal is then used to evaluate performance. As a rule, the method is used for assessments given by the manager, and not by colleagues or subordinates.

6. Behavior Observation Scale, as a method of assessing the decisive situation, is focused on fixing actions. To determine the behavior of the employee as a whole, the appraiser fixes on the scale the number of cases when the employee behaved in one way or another.

Group evaluation methods make it possible to compare the effectiveness of the work of employees within the group, to compare employees with each other.

1. Classification method: the appraiser must rank all the workers in turn, from best to worst, according to some one general criterion. However, this is quite difficult if the number of people in the group exceeds 20 people, it is much easier to single out a successful or unsuccessful employee than to rank the average one.

The way out can be found by using alternative classification method. To do this, the person conducting the assessment must first select the best and worst employees, then select the next ones, and so on.

2. Pair comparison makes the classification easier and more reliable - each is compared with each in specially grouped pairs. At the intersection of surnames in a pair, the surname of the employee who is considered the most effective in this pair is noted. Then the number of cases when the employee is the best in his pair is noted, and based on this, an overall rating is built. Evaluation can be difficult if the number of employees is too large - the number of couples will be too large and the questionnaire will become tedious.

3. KTU (labor participation rate) was common in the 1980s. The value of the base KTU is equal to one.

In the United States, the geographic rating scale method is most commonly used. The descriptive method and questionnaires are widely used. The share of other methods is no more than 5%. Classification and comparison by pairs are used by 10-13% of employers.

Business staff appraisal - this is a purposeful process of establishing the compliance of the characteristics of the personnel and the results of its activities with the requirements of the position or workplace.

In connection with the characteristics of the business assessment of personnel, they often talk about attestation of employees. The evaluation procedure can be strictly regulated, formalized and non-formalized. For example, a daily assessment of a subordinate by a manager, an assessment of the performance of individual tasks. The assessment may pursue various, sometimes quite narrow tasks, not necessarily related to the assessment of compliance with performance standards, it can be a psychological assessment, an assessment in order to strengthen control, etc.

Certification aimed at assessing the suitability of the employee for the position. This is a procedure for a systematic formalized assessment based on the specified criteria for the compliance of the activities of a particular employee with the standards for performing work in a given position for a certain period. The certification procedure must be formalized in accordance with the requirements of the law and local regulations.

Business personnel appraisal is an important HR process that is linked to other HR processes.

Main business evaluation tasks personnel are:

Firstly, determining the value of an employee for the organization based on an assessment of his labor potential, an assessment of the degree of use of this labor potential, as well as an assessment of the suitability of the position held;

Secondly, obtaining relevant information for making managerial decisions on other personnel processes and organization management problems.

Based on the results of the business assessment of personnel, the solution of the following management problems is based :

recruitment and selection of personnel(assessment of personal and professional qualification characteristics of applicants);

determination of the degree of compliance of the employee with the position held(recertification of employees; analysis of the rationality of the placement of employees; assessment of the employee after the completion of the probationary period, after the completion of the internship; assessment of the completeness and quality of the performance of official duties);

improved staff utilization(determination of the degree of workload of employees; use by qualification; improvement of the organization of managerial work);

assessment of the contribution of employees to the results of the organization (subdivision): organization of incentives for employees (strengthening material and moral incentives, ensuring the relationship between remuneration and labor results, determining methods of external motivation, organizing bonuses); setting a penalty;

making decisions on the professional promotion of employees(formation of a personnel reserve; career planning of employees);

personnel training management in the organization(identifying the need for training, choosing the types, forms and methods of training, evaluating the effectiveness of staff training);

improvement of the organizational structure of the organization management(justification of the number of employees of the administrative apparatus and in the context of categories, by levels of management, by positions; development and clarification of job descriptions);

improvement of management methods(improvement of leadership style, development of organizational culture, improvement of interaction between managers and subordinates).

To ensure the high efficiency of the personnel business assessment procedure, the following principles must be observed during its implementation:

the evaluation procedure should cover all personnel;

the technology of conducting a business assessment (methods, composition of indicators) should be differentiated by categories, professions, positions;

compliance with the unity of assessment requirements for all employees of the same positions, levels of management;

ensuring the objectivity of personnel assessment based on the use of a fairly complete system of indicators characterizing the employee, his activities and behavior;

simplicity, clarity and accessibility of the evaluation procedure. The most accurate and understandable indicators and methods for assessing personnel should be used. The evaluation procedure should be clear not only to developers, but also to all participants in the evaluation process;

providing effective feedback in the process of personnel assessment. The employee must know how the results of his work are evaluated, what is defined as achievements, and what shortcomings are noted in his work. availability of information for conducting an objective and reliable assessment of personnel;

ensuring publicity of the evaluation procedure. Employees should be familiar with the procedure and methodology for conducting the assessment. They should have a good understanding of what decisions can be taken as a result of its implementation. The results of the assessment should be communicated to all stakeholders;

democracy (public participation, involvement of colleagues and subordinates in the assessment);

effectiveness (mandatory and prompt adoption of effective measures based on the results of the assessment procedure).

There are the following types of personnel assessment:

Evaluation of the candidate when applying for a job:

· Attestation - current, periodic assessment.

The performance appraisal is designed to contribute to the achievement of the following goals:

1. Administrative purposes. Performance appraisal provides guidance on decisions such as pay, promotions and demotions, transfers within the organization, and termination.

2. Providing employees with feedback on the degree to which their work and performance meet the requirements of the organization. This is one of the tools to motivate employees to improve their performance.

3. Assessment of the quality of management activities and improvement of the organization's management system.

4. Improving the personnel management process.

Thus, the management on the results of certification can draw conclusions and make decisions regarding the reorganization of the labor process.

The main tasks of employee evaluation are the determination of the employee's growth prospects, the identification of his labor potential, the degree of use of this potential, the employee's compliance with the position held or his readiness to take a specific position when hiring.

Peculiarities of assessment when hiring employees (methodology, procedure)

The task of the personnel service, which evaluates candidates for employment, is, in essence, to select such an employee who is able to achieve the result expected by the organization. In fact, assessment upon admission is one of the forms of preliminary quality control of the organization's human resources.

As a rule, before the organization makes a decision on hiring, a candidate must go through several selection steps:

Stage 1. Preliminary screening conversation. The main purpose of the conversation is to assess the level of education of the applicant, his appearance and defining personal qualities. For effective work, it is advisable to use the general system of rules for evaluating a candidate at this stage.

Step 2. Completing the application form. Applicants who successfully passed the preliminary interview must fill out a special application form and questionnaire. The number of questionnaire items should be minimal, and they should ask for information that most of all clarifies the performance of the applicant's future work. Questionnaire questions should be neutral and suggest any possible answers, including the possibility of refusal to answer. The points must flow from one another.

Step 3. Hiring conversation (interview).

Stage 4. Testing, professional testing. A source of information that can provide information about the personal characteristics, professional abilities and skills of the candidate. The results will make it possible to describe both the potential attitudes, orientations of a person, and those specific modes of activity that he actually owns.

Step 5. Check references and track record. Information from letters of recommendation or conversations with people whom the candidate named as recommenders may make it possible to clarify what exactly and with what success the candidate did in previous places of work, study, residence.

Stage 6. Medical examination. It is carried out, as a rule, if the work imposes special requirements on the health of candidates.

Stage 7. Decision making. Comparison of candidates. Presentation of the results for consideration by the decision maker. Adoption and implementation of the decision.

The essence of personnel certification - objects, indicators, organization of the certification process

Personnel certification - personnel activities designed to assess the compliance of the level of work, qualities and potential of the individual with the requirements of the activity performed. The main purpose of certification is not performance control (although this is also very important), but the identification of reserves for increasing the level of employee performance.

The elements of certification are labor assessment and personnel assessment.

Labor assessment is aimed at comparing the content, quality and volume of actual labor with the planned result of labor, which is presented in technological maps, plans and work programs of the enterprise. Evaluation of labor makes it possible to assess the quantity, quality and intensity of labor.

Personnel assessment allows you to study the degree of preparedness of an employee to perform exactly the type of activity in which he is engaged, as well as to identify the level of his potential for assessing growth prospects.

Certification is carried out in several stages: preparation, certification itself and summing up.

1 . HR training includes:

· development of principles and methodology for certification;

publication of regulatory documents for the preparation and conduct of certification (order, list of the certification commission, certification methodology, certification plan, training program for managers, instructions for storing personal information);

preparation of a special program for preparing for certification activities (when conducting certification for the first time according to the new methodology);

preparation of certification materials (forms, forms, etc.).

2 . Carrying out certification:

· certified and managers independently (according to the structure developed by the personnel department) prepare reports;

· certified and not only managers, but also employees and colleagues fill in evaluation forms;

the results are analyzed;

· Meetings of the attestation commission are held.

3 . Summing up the results of certification:

analysis of personnel information, input and organization of the use of personal information;

· Approval of certification results.

The assessment method used in the organization should ensure maximum objectivity in measuring specific values ​​of the indicator. Therefore, the assessment methodology should describe in detail the quantitative and qualitative interpretation of the possible values ​​of the indicator.

The main methods of personnel assessment:

Comparative methods (ranking).

Written methods.

Goal management.

Behavioral rating scales. This assessment method is based on a combination of rating methods and a description of the employee's behavior in the workplace in different situations. . The main advantage of this method is that linking examples of behavior to the rating scale can significantly increase the objectivity of the manager and outline directions for correcting the employee's behavior.

Ranging- this is the definition of the order of the location of the work in the list, in which the first places indicate the names of the workers with the highest performance, and the last - with the lowest. The most well-known ranking methods are:

alternate ranking; ranking methods of paired comparisons.

Essence alternate ranking is to rank employees from different ends of the list. First, the employees with the highest and the lowest performance are identified, then the name of the employee next to the best and the name of the employee preceding the worst employee are alternately entered on the list. In the specified order, a list is formed from both ends.

Pairwise Comparison Method is based on all possible pairwise comparisons of all employees among themselves. This method is useful in organizations with a small number of employees. The most convenient way to conduct a pairwise comparison is to compile a matrix.

Written methods. This group of methods includes: writing the characteristics of the employee; method of critical situations.

Method of critical situations is based on fixing effective and inefficient examples of behavior during work. These examples of behavior are "critical situations". When evaluating an employee, these records for the period being evaluated are used as the basis for discussing the employee's performance and for the final evaluation. Such records can be very useful for the manager, as they allow him to be objective when analyzing situations and evaluating the performance of an employee.

Questioning. Questioning for the purpose of personnel assessment can be carried out in several modifications.

Direct survey. In this case, the employee is invited to fill out the questionnaire on his own, answering various questions regarding his professionalism, personal qualities, communication with colleagues, work plans. The obtained data are summarized and carefully analyzed.

Comparative survey. When using this modification of the questionnaire on the evaluation questionnaire, a key evaluation application is developed, which allows you to determine the worst, average and best option for filling it out.

Assigned survey. In questionnaires of this type, all questions contain a fixed set of possible answers. The assessed employee in this case only chooses the most appropriate answer.

WITH in order to improve the efficiency of business assessment procedures for personnel, we will indicate the most common mistakes, which, of course, should be avoided:

1) the use of different standards for workers doing the same work;

2) changing standards during the evaluation process;

3) the tendency to evaluate the employee in comparison with other employees, and not with the standards set for work;

4) attaching more importance to the behavior of the employee in the period preceding the assessment, in comparison with work during the entire assessment period;

5) assessment of the employee not as a whole, but according to one characteristic;

6) manifestation of the similarity of beliefs, interests, hobbies, worker "and the leader as a factor influencing the assessment;

7) the tendency of unauthorized distribution of one aspect of the employee's activity to all areas of his activity (the effect of one slip or achievement).

For the successful development of an organization, it is necessary to know its prospects, correct mistakes, and continuously improve. These tasks are effectively solved with the help of personnel assessment. Its capabilities allow HR departments to more effectively conduct personnel policy, and managers to make competent management decisions aimed at improving staff performance. How to apply personnel assessment to achieve high performance is described in the article.

The assessment is used both in relation to working employees and in relation to applicants. One of the tools that will help to conduct a qualitative assessment is the profile of a successful employee. As practice shows, compiling it is not so simple. After all, each head of the department may have their own ideas about this.

Personnel assessment: what is it for?

After the manager has decided to conduct a personnel assessment procedure, it is necessary to analyze existing methods and, based on it, choose the one that will be applied. Next, you need to create a working group on personnel assessment, whose responsibilities will include the development of an action plan for the development and implementation of the assessment system. After the plan is approved, you need to prepare documents:

Create assessment requests for each employee or group of workers.

Prepare an evaluation sheet to complete during the review process.

regular interview.

Method #4

Pairwise comparison method

Often used for group assessment. At the same time, a group of employees working in the same position is taken into the sample, and their performance indicators are compared. Then the pairs are changed and the comparison is made again. As a result, a total is summed up for each participant, it is determined how often he was the first in his pair, and according to these data, a rating of his success is compiled.

Method #5

Method of decisive situations

This term usually denotes typical working moments in a particular position. During the evaluation process, the employee is monitored to find out how he can act in this situation, and to assess the correctness of his decisions. It is important to note that this technique gives the best result when the evaluation is carried out not by a colleague or HR specialist, but by the immediate supervisor of the employee. Moreover, this can be done even in working order, without informing the employee.

Method #6

Comparison method

Often used in evaluation, it is very useful and important in the case when it is necessary to assess how an employee fits the position he occupies. First of all, you need to make a list with the criteria that this employee must meet. Then he is given a number of specific tasks, for the fulfillment of which it will be necessary to demonstrate the qualities selected for evaluation. When analyzing the results, it is recommended to take a 7-point rating scale. You can compare the obtained values ​​with a certain reference result or determine the best among the specialists of the same position by a simple comparison.

Method #7

Observation Method

Behavior tracking can be more effective than other methods of assessing management and rank and file workers. But its implementation requires much more resources, since the observer will have to perform this evaluation work for a rather long period of time. The peculiarity of the method is that in such a study, cases are tracked when the behavior of an employee was somewhat specific, and both positive and negative points are important. The minus of the technique is spending a lot of time to obtain an accurate result and the need for increased concentration of the observer's attention.

Method #8

Situation Modeling Method

Creation of close to real working conditions and management situations, for example, development of draft documents, selection of business papers, interviews. The evaluation criteria in this case will be the ability of the employee to organize work, plan. Work style, flexibility, resistance to stress are also evaluated.

Method #9

Psychological methods

ratings are very popular today. However, when planning to use them in personnel assessment, you need to clearly understand that only a qualified psychologist can conduct and interpret any such method. Professional psychologists, using special tests, exercises, assess the presence and degree of development of certain characteristics in employees. It is important to understand that it is not the results that are evaluated here, but the potential of the employee. In modern companies, these methods are often used to determine the leadership potential of employees, with an eye on future leaders.

Method #10

Case interview method

employees are given descriptions of identical situations, and then asked questions about their solution.

There are also the least common methods of personnel assessment, with which you can comprehensively analyze the employees of any enterprise. Among these methods are:

1. 360-Degree Evaluation Method. The employee must be assessed not only by colleagues and immediate supervisor, but also by customers, company partners, suppliers, etc. They fill out the same assessment forms, which then undergo computer processing.
2. Business game method more often used not for one employee, but for the whole team. Employees are given a virtual task to which it is necessary to choose solutions. So in a playful way, a variety of work skills and professionalism are evaluated.

use the results of personnel assessment? directly depends on the goals and objectives of the employer. As a rule, the primary tasks are to increase labor productivity and product quality, determine the vector of employee development, develop new technological systems, and increase staff motivation. With the help of the results of the assessment, the potential of employees with the necessary skills and abilities for career growth can be identified.

PwC Director, Head of Talent Management

You can promote excellent students based on the results of the assessment. If it is thoughtful and complex

After all, the assessment reveals the real achievements of employees and their competencies. When running an assessment center, meet four requirements. First: establish quality criteria for evaluation, link them to the strategy and corporate culture of the company. Second, carefully prepare the evaluators so that they judge objectively. Third: explain the purpose of the assessment to employees, otherwise they will treat it dismissively and will not open up. Fourth: consider the personal characteristics of people. For example, extroverts often take advantage of business games and group assignments. But in real life, introverts are often stronger and more successful.

Based on the results of the assessment, a meeting is usually held, to which the employee himself, and his immediate supervisors, as well as a specialist in the HR department are invited. Before the conversation, the manager or HR specialist draws up a final assessment sheet based on the results of certification. In a conversation, it makes sense to discuss the assessments in which the employee and the manager have the greatest differences, comments and suggestions are spoken out.

The manager introduces the employee to the development plan, agrees and discusses new tasks. If a decision is made to transfer an employee to another position, a change in salary or the appointment of an allowance is negotiated.

Introduction




Mastering modern management methods for Russian enterprises is not only an important and relevant task, but also a difficult one. The difficulty lies in the imperfection of the conditions of our economic activity, as well as in the chronic and rapidly growing backlog from the highly developed countries of the world in the field of management. This has manifested itself most clearly in recent years as the so-called vertical of power has been strengthened, or, to put it more simply, the unjustified bureaucratization of all levels of government in the state and business. The fact is that the systems and management methods currently used in Russia are approaches used, at best, in highly developed countries, 50-60 years ago, and improvement in this situation began quite recently.

The competitiveness of Russian companies of all sizes and industries without exception relative to enterprises and firms of highly developed countries (judging by the quality of goods and services combined with productivity and efficiency of their production) is extremely low. Without a radical revision of management systems at all levels, no most advanced machinery and equipment will be able to provide the proper economic result. But it is precisely with modern management technologies in the country that not everything is safe.

In this regard, in my work, I outlined the technology for conducting personnel assessment as a key tool for managing human resources of an enterprise, planning a professional career, examined the automation of personnel assessment, and cited standard methodological documents for certification.




1. General characteristics of personnel assessment methods




Sooner or later, the HR manager is faced with the task of conducting staff appraisal. When choosing methods for conducting personnel appraisal, it is important not to lose sight of its goals, namely: assessing the effectiveness of the work of employees and their suitability for their positions, as well as identifying promising employees for their training and promotion. From such an understanding of the goals of certification, it logically follows the division of certification procedures into two components:

o Evaluation of labor

o personel assessment.

Labor evaluationaims to compare the actual content, quality, volume and intensity of personnel work with the planned ones. The planned characteristics of the work of personnel, as a rule, are presented in plans and programs, technological maps, and the work of the enterprise. Evaluation of labor makes it possible to evaluate:

·number

·quality

· labor intensity.

Personel assessmentaims to study the degree of preparedness of the employee to perform exactly the type of activity in which he is engaged, as well as to identify the level of his potential in order to assess the prospects for growth (rotation), as well as the development of personnel measures necessary to achieve the goals of personnel policy.

An analysis of management practice shows that corporations in most cases use both types of employee performance assessment at the same time. Thus, procedures are carried out aimed both at assessing the results of labor and the personal and business qualities of employees that affect the achievement of these results.

It should be noted that both the immediate supervisors of the assessed and other superiors, colleagues, subordinates, HR specialists, external consultants and, finally, the assessed person himself (self-assessment) can be involved in the assessment of personnel. Thus, a minimum familiarity with the methods of personnel assessment of all employees is a guarantee that the methods used will give the expected effect.

All evaluation methods can be divided into methods individual evaluation employees, which are based on a study of the individual qualities of the employee, and methods group evaluation which are based on comparing the efficiency of employees inside.

Many of the assessment methods that are used today have developed in the last century. However, during the evolution of these methods have undergone significant transformation.

The most common personnel assessment methods are:

Questionnaire method.

The evaluation questionnaire is a specific set of questions and descriptions. The evaluator analyzes the presence or absence of the indicated features in the assessed person and notes the appropriate option.

Descriptive assessment method.

The assessor must identify and describe the positive and negative features of the behavior of the assessed. This method does not provide for a clear fixation of the results and therefore is often used as an addition to other methods.

Classification method.

This method is based on the ranking of certified workers according to a certain criterion from the best to the worst, assigning them a certain serial number.

Pair comparison method.

In this method, it is compared in a group of assessors who are in the same position, each with each, after which the number of times when the assessee turned out to be the best in his pair is counted. Based on the results obtained, the overall rating for the group is built

It is based on an assessment of the employee's suitability for the position held. The most important component of this type of assessment is the list of tasks that the assessed employee must perform. After compiling this list (it can also be taken from job descriptions), the activity is studied, taking into account the time spent by the employee on decision-making, ways to complete the tasks. It also takes into account how economically the employee uses material resources. Then there is an assessment of the qualities of the certified employee listed in the list, for example, on a 7-point scale: 7 - a very high degree, 1 - a very low degree.

The analysis of the results can be carried out either by matching the identified estimates with the benchmark, or by comparing the results obtained from employees of the same position.

Specified Distribution Method

With this method, the person conducting the assessment is instructed to give employees assessments within a predetermined (fixed) distribution of assessments. For instance:

% - unsatisfactory

% - satisfactory

% - quite satisfactory

% - Okay

% - Great




total - 100%

The only thing that requires the employee is to write down the name of the employee on a separate card and distribute them into groups in accordance with the specified quota. Distribution can be carried out on various grounds (assessment criteria).

Critical Situation Evaluation Method

To use this method, evaluators prepare a list of descriptions of the "right" and "wrong" behavior of employees in typical situations - "decisive situations". These descriptions are divided into headings according to the nature of the work. Next, the person conducting the assessment prepares a journal for records for each employee being assessed, in which he enters examples of behavior for each rubric. Later, this log is used to evaluate the employee's business qualities.

Typically, this method is used in assessments made by the manager, and not by colleagues and subordinates.

It is based on the use of “decisive situations”, from which the business and personal qualities required from the employee are derived, which become the evaluation criteria. The evaluator reads the description of any evaluation criterion (for example, engineering competence) in the rating questionnaire and puts a mark in the scale in accordance with the qualification of the assessed. Expensive and time-consuming method, but accessible and understandable to workers.

Behavior Observation Scale Method

Similar to the previous one, but instead of determining the behavior of the employee in the decisive situation of the current time, the appraiser fixes on the scale the number of cases when the employee behaved in one or another specific way earlier. The method is laborious and requires significant material costs.

Method of Questionnaires and Comparative Questionnaires

Includes a set of questions or descriptions of employee behavior. The appraiser puts a mark next to the description of the character trait that, in his opinion, is inherent in the employee, otherwise leaves an empty space. The sum of the marks gives the overall rating of the profile of this employee. Used for evaluation by management, colleagues and subordinates.

Interview.

This technique is borrowed by human resources departments from sociology.

Here is an example of an interview plan for a personality assessment. In an interview, it is important to obtain information about the following components and personality characteristics:

intellectual sphere;

motivational sphere;

temperament, character;

professional and life experience;

health;

attitude to professional activity

early years;

Kindergarten;

vocational training (primary, secondary, higher, vocational);

Military service;

attitude towards work in the company;

hobbies;

self-assessment of opportunities, health;

marital status, family relationships;

forms of leisure activities.

Method "360 degrees of evaluation".

An employee is evaluated by his supervisor, his colleagues and his subordinates. The specific assessment forms may vary, but all assessors complete the same forms and the results are processed by computers to ensure anonymity. The purpose of the method is to obtain a comprehensive assessment of the person being certified.

Method of independent judges.

Independent members of the commission - 6-7 people - ask the certified various questions. The procedure is reminiscent of cross-examination in various areas of activity of the person being certified. There is a computer in front of the judge, on which the assessor presses the “+” key in case of a correct answer and, accordingly, the “-” key in case of an incorrect answer. Upon completion of the procedure, the program issues a conclusion. It is also possible to manually process the answers of the employee, then the correctness of the answers is entered in a pre-compiled form.

Testing.

Various tests can be used to evaluate an employee. According to their content, they are divided into three groups:

qualification, allowing to determine the degree of qualification of an employee;

psychological, giving the opportunity to assess the personal qualities of the employee;

physiological, revealing the physiological characteristics of a person.

The positive side of the test assessment is that it allows you to obtain a quantitative characteristic for most assessment criteria, and computer processing of the results is possible. However, when evaluating the potential capabilities of an employee, the tests do not take into account how these abilities manifest themselves in practice.

committee method.

The evaluation is carried out by a panel of experts and is aimed at finding out the abilities of the candidate, giving him the right to apply for other positions, in particular for promotion.

This technique consists of the following steps:

activity is broken down into separate components;

the effectiveness of each activity is determined in points on a scale (for example, from -10 to +10), and thus determine the degree of success;

three lists of jobs are compiled: those jobs that can be solved successfully, that work out from time to time, and those that never work out;

o a final comprehensive assessment is made

o Evaluation in its most general form consists of the following four steps:

selection of assessed qualities, performance indicators of the employee;

use of different methods of collecting information;

evaluation information should give a comprehensive picture of a person;

comparison of the actual qualities of the employee with the required ones.

The studied sets of qualities are developed taking into account the tasks performed by position. Usually such qualities are recruited from 5 to 20.

Method of assessment centers.

This method solves two problems:

the personal and business qualities of the employee are ascertained (usually this method is used to evaluate executives)

the program of individual trainings of the manager is determined, which allows to develop his abilities, behavioral skills.

The test takes a different time, so, for example, several hours are enough to assess the professionalism of a master, one day for a low-level manager, two or three days for middle managers, a little more for managers and senior managers. Here are some of the procedures used for evaluation:

*Performance of administrative actions. For the two hours allotted to complete the task, the subject must familiarize himself with some instructions, business papers, orders and other materials necessary for issuing orders on specific technological, production, and personnel issues. This imitates the real activity of the company. After the end of the two-hour work on the task, the assessed person is interviewed.

*Discussion of problems in a small group. This procedure reveals the ability to work in a group. The members of the group are given material that they need to familiarize themselves with, independently make a decision on the question asked, and during the group discussion (40-50 minutes) convince the others of its correctness. At all these stages, the subject is evaluated by observers in points.

*Making decisions. The subjects are divided into several groups (representatives of competing firms). The work of firms is modeled for several years (2-5 years). Each hour counts as one year, during which a number of tasks are completed. The activity of each subject is evaluated by experts.

*Development and presentation of the project. It is necessary to develop a draft plan for the development of some kind of activity in 1 hour, which is then defended in front of experts.

*Preparation of a business letter. Each subject prepares business letters on different issues and from different positions: refusal, cancellation of a decision, negative information, etc. Actions are assessed by experts.

*Sometimes it is also practiced to compare the results of an employee's expert assessment with his self-assessment of his personal and business qualities. The results of such a comparison can be very revealing for both management and the employee himself.

Business game method.

Personnel assessment is carried out within the framework of specially designed simulation and developing business games. Both participants of business games and expert observers are involved in the assessment. Attestation business games are held, as a rule, for the result, which allows assessing the readiness of the staff to solve current and future problems, as well as the individual contribution of each participant in the game. This evaluation method can be used to determine the effectiveness of staff teamwork.

Method for assessing the achievement of goals.

The manager and the subordinate jointly determine the key goals of the employee's activity for a certain period (one to six months). The goals should be specific, achievable, but intense, important both for the professional development of the employee and for improving the performance of the organization. The goals set outline the scope of the employee's responsibility and the scope of his duties for those specific periods that are necessary to achieve the intended result. These results should be measurable, at least as a percentage. The evaluation of the results is carried out jointly by the manager and the employee on the basis of individual standards for the implementation of goals, however, the manager has a decisive voice in summing up the results.

Assessment method based on competency models.

Competence models describe the intellectual and business qualities of an employee, his interpersonal communication skills necessary for successful professional activity within the framework of the corporate culture existing in the organization. The gap between the required and existing level of competence becomes the basis for the development of individual plans for professional development. The fulfillment of these plans, which is expressed in concrete results of professional activity, is the subject of assessment and self-assessment, as well as independent examination.




1.1 Balanced scorecard




With a delay of 10 years in comparison with highly and medium developed countries, we also began promoting the balanced scorecard (BSC), a truly modern management technology that has proven its effectiveness in various countries and industries. Russian business was immediately convinced that this is the technology that will allow our companies to "rush" to the heights of world management standards, to stand on a par with the leaders of world business in terms of efficiency and quality of management. It is incalculable that the number of consultants who in the vastness of Russia "spud" business structures with a view to introducing BSC into them. It is even more difficult to count the number of Russian executives who have succumbed to the promise of stunning success from the use of this fashionable technology. But not everything is so simple.

The BSC is really possible only in developing and learning organizations, in companies with flexible organizational management structures, within the framework of proven procedures and regulations for organizational analysis, the formation of cross-functional teams and working groups. It makes sense to effectively apply the BSC only when all the progressive management technologies previously developed by mankind are mastered. BSC does not replace other management technologies, but is only one of the forms of efficiency improvement.

In essence, the BSC is a format for understanding the position of an organization in an increasingly complex external environment and internal conditions of activity, a format for linking long-term (strategic) and short-term (operational) results of enterprises and firms, this is an approach to more efficient use of previously developed and implemented management technologies, more competent combination of them and the sequence of their use. I would especially like to emphasize the close relationship of the BSC with the quality and performance management of all aspects of an enterprise or firm: the quality of products, services, performance of operations, the quality and efficiency of management, including personnel. As in the management of production efficiency and quality within the framework of the BSC, the main emphasis is on the correct definition of the system of priorities: the strategic parameters of the business, the achievement of which ensures the successful development of the business. The need for the emergence and implementation of the BSC was largely due to the growing role of intangible assets in ensuring the competitiveness of the business. Usually, intangible assets include the value of business intellectual property (patents, licenses, etc.), well-known trademarks (brands) and the so-called "goodwill" - a very vague and not always clear set of everything that is commonly called the value of a company ( this may include long-term contracts, and the reputation of the company's leading managers, and much more). In fact, 90% of the total value of intangible assets of a modern company is its managerial potential (management systems, decision-making systems, forms of organization and stimulation of labor, organizational management structures, etc.), which today is the main factor in ensuring the company's competitiveness in the long term. basis. But if trademarks, intellectual property are at least somehow quantifiable, then the assessment of the managerial potential of 90% is the staff of managers and specialists, their number and proportion, their professional composition and qualifications, skills and knowledge, experience, efficiency and quality of work . American companies have the most powerful managerial potential in the world today.

The role of managerial potential, efficiency, the final results of the work of managers and specialists, their increasing importance for increasing the competitiveness of enterprises and firms in modern conditions lead to the fact that the role of certification and evaluation of personnel is constantly increasing. For the successful application of the BSC, it is necessary, first of all, that companies use modern technologies for attestation and assessment of personnel, directing them in the right direction, able to link current efforts and long-term results. The reasons for this are as follows:

Managerial labor (the labor of managers and specialists, as a kind of mental labor) is much more difficult to evaluate in quantitative terms or in other objective indicators in comparison with physical labor, since there are no production standards or output volumes of products directly at the workplace in the field of managerial labor.

As specialization and division of labor deepen, it is extremely difficult to assess the performance of an individual manager or specialist, the performance of a functional structural unit, their direct contribution to achieving the overall results of the company's activities without the use of special procedures and evaluation methods.

The share of managers and specialists in the total number of people employed in various industries in highly developed countries is constantly increasing. Knowledge work is becoming a more important factor of production (or a source of surplus value) than the labor of production workers, and personnel evaluation procedures are playing an increasingly important role.

The connection between the results of the work of an individual worker and the overall final results in the context of a deepening division of labor is becoming increasingly difficult to trace. Passing through numerous chains of the process of developing and making managerial decisions, the results of the activities of an individual manager or specialist are difficult to single out and evaluate. An increasingly powerful arsenal is required, implemented as part of the procedures for attestation and evaluation of personnel.

The cost of human capital is becoming an increasingly important part of a company's investment activities.

Success in the competitive struggle today mainly depends not on the technical level of production and not on the size of investments or the level of technologies used, but on the management factor, on the perfection of those systems and management structures that a given organization has. And the more perfect the management system of an organization, the more successfully it operates in the most dynamic and harsh economic environment. Not without reason, in the leading companies of industrialized countries, investments in fixed assets, in machinery and equipment are correlated with the costs of human capital as 1: 2. In our country, the opposite ratio was traditional.

It is hardly possible to correctly evaluate the effectiveness of such investments in the absence of personnel assessment systems.

The external conditions of business (economic environment) and the conditions of competition are changing. On the one hand, the economy of highly - and medium-developed countries (which today can be attributed, for example, China) is becoming more and more saturated with high-tech industries. Here, there is less and less dependence on raw materials and businesses with a low share of conditionally net products in sales volume, and more and more - on the costs of intellectual labor and the application of results in production. And the forms of productivity of intellectual labor and predominantly physical labor (workers) are radically different from each other. On the other hand, as the share of raw materials decreases, the conditions and forms of competition change. In place of predominantly price competition come various types of non-price competition. The competitiveness of a business is increasingly determined by the quality and comparative advantages of the product, its differentiation, the depth of diversification, the accuracy of focusing on target market segments, rather than by the price level. Hence, the criteria for evaluating the performance of the company as a whole and their employees (especially management personnel and specialists) change significantly. Evaluating the results of personnel work only according to traditional criteria (for example, profit, sales volume, etc.) in modern conditions may not be correct enough. Non-financial or generally non-quantitative criteria are beginning to play an important role (for example, investment activity, flexibility and adaptability of management systems and structures, etc.).

The complexity of managerial work (the abundance and variety of functions, professional differentiation, etc.) implies an increase in the role of evaluation of managers and specialists.

The complexity of assessing the effectiveness of managerial work requires the development of appropriate procedures. The question is what is the focus of the evaluation and what are the criteria. In our country, the criteria in evaluating a manager are most often the goals and objectives set by him, i.e. his intentions and promises, the ability to present the current state of affairs as real results, in other words, the main thing for our leader of almost any level is good public relations (PR). Of course, PR is important for any leader, but not only as one of the criteria.

In organizations and firms in highly developed countries, the main criterion is to link the results of the work of an individual manager or specialist with the final results of the company as a whole.

The BSC arose due to the need to evaluate the return on the company's managerial work, from that part of intangible assets, the effectiveness of the use and development (growth) of which is most difficult to quantify. And the managerial potential of any company is, first of all, its managerial personnel in the broad sense of this concept, their qualifications, skills, experience and other parameters. The BSC arose as a tool for assessing the role of various types of intangible assets in increasing the competitiveness of a company; as it developed, it organically came to the need to restructure the entire personnel assessment system on new principles, new criteria and methods. But the essence of the BSC has remained basically unchanged: to quantify what, in principle, cannot be accurately quantified.

The problem is that with the illiterate use of the BSC (unjustified narrowing it down to linking the strategy and tactics of increasing competitiveness), with a misunderstanding or underestimation of the fact that the entire BSC is needed primarily to assess the effectiveness of the company's managerial potential and its contribution to increasing competitiveness, in the most important final results that characterize the achievement of this highest competitiveness, neither the BSC as such, nor the personnel assessment system in the company will give the proper result by themselves.

But in modern conditions, the use of such an approach is often not effective enough to build an integral system of personnel assessment. In modern conditions, it is becoming increasingly important to evaluate the effectiveness of personnel development costs, i.e. selection of personnel, advanced training, improvement of motivation and stimulation of personnel. In addition, it is necessary to evaluate the effectiveness of investments in personnel development (it is not possible to evaluate them using standard investment analysis procedures either in terms of payback periods or in assessing the contribution to improving the company's financial performance, since non-financial results are of great importance here).

And their share in the total investment in business development is increasing, especially in high-tech companies. To assess the effectiveness of the company as a whole and to set goals in the field of certification and assessment of personnel in particular, other management technologies are currently needed, a different level of methodological and organizational tools that correspond to the nature of the tasks facing the business.




2. The role of personnel assessment and certification systems




To understand the place of modern personnel assessment technologies in the internal management system, it is necessary, first of all, to take into account the changing role of the personnel service as a whole. In the highly developed countries of the world, in recent decades, the work of personnel services and personnel management services has been intensively restructured in the direction of creating integrated personnel services, which is associated with a change in the set of functions, the status of the personnel service in the organizational structure of management and the role in the management decision-making process. Currently, such services are typical for companies with a high level of competitiveness.

In modern management theory, it is customary to single out four levels, or stages, of competitiveness.And each of them has its own approaches to the organization of management in general and personnel service in particular.

It is not worth considering companies with a zero level of competitiveness, of which there are many in modern Russia. There, the role of the personnel service is reduced to a purely accounting one (management of personal files, accounting of personnel, registration and implementation of personnel decisions). The chances of such companies to survive in market conditions are not connected with the restructuring of management, but with the re-profiling or liquidation of these companies.

For employees of enterprises or firms of the first level of competitiveness, the management factor is, as it were, “internally neutral”. They believe that if regular management was once put in their companies, then management does not affect competitiveness in any way. These managers see their role only in ensuring the stability of production, producing products without much fuss, not caring either about improving production and management, or about “surprises” for competitors and consumers. They are confident that the quality of their products is sufficient for the consumer, and any additional effort in production or in management is considered overkill. The functions of personnel services are the selection, training and advanced training of personnel.

This approach can bring success to the company if it can find a place in the market that is free from competition. This is usually typical for a small or medium-sized enterprise that focuses on a niche market. But as the business scales up, it may happen that the company either outgrows this niche or enters competition in a new market segment, or the niche segment becomes a growing market attractive to other manufacturers. As a result, sooner or later competition from distant and obscure becomes close and visible. The ability to produce products of proper quality and establish regular management is not enough. Care must be taken to exceed the standards offered by competitors in terms of price, production costs, quality, delivery accuracy, service level, etc.




2.1 Characteristic features of the personnel management of an enterprise of different levels of competitiveness.

personnel assessment appraisal indicator

Characteristic features of the personnel management of a Russian enterprise first level of competitiveness are the following features:

A) understanding that the functions of the personnel service are not limited solely to accounting functions and can be expanded within the framework of the previous status and staffing of this service.

When selecting personnel for the positions of managers and specialists, it is considered sufficient for candidates to have a track record corresponding to the position (primarily previous work experience), without organizing a competitive selection, thorough and comprehensive testing of the candidate.

Insufficient attention is paid to the qualification and motivation of employees, to issues of personnel management in general. In this case, as a rule, we see a high turnover of staff. It is believed that if it is necessary to increase the volume of production, one can freely hire additional personnel without thinking that such an approach is likely to negatively affect the quality of the product, and hence its competitiveness. A very calm attitude towards staff turnover comes from the belief that there are no irreplaceable people. Hence the limited investment in human capital. Why spend efforts and funds on the development of human resources, to train qualified personnel from the institute's bench, when you can recruit the necessary workers from the outside?

The decisive word in the appointment to a position belongs directly to the leaders, the decision is made by them on their own, without an expert opinion or even coordination with the personnel department.

B) misunderstanding of the role of the control factor in general.

At the same time, the issues of improving structures and systems, forms and methods of management are considered redundant. The bet is on what was expedient or worked well in the past.

The dominance of companies of the first level of competitiveness is due, on the one hand, to the weakness of competition in the domestic market, and on the other hand, to the close ties of enterprises that have survived on the market with local or federal authorities and budget money.

Companies of the second level of competitiveness strive to make their production and management systems "externally neutral". This means that such enterprises must fully comply with the standards set by their main competitors in a particular market (industry or region). They are trying to reproduce what the leading firms do: they strive to borrow as much as possible the techniques, technologies, methods of organizing production from the leading enterprises in the industry; purchase raw materials, semi-finished products and components from the same sources as their main competitors; follow the same principles and approaches in managing product quality and production efficiency (process approach), establish similar relationships with employees in their production (including systems for organizing and stimulating work); begin to introduce a system of certification and evaluation of personnel.

However, borrowing of advanced methods and management systems is often carried out formally, without a thorough analysis of the essence of a particular management technology, without conditions for its adaptation to the specifics of an enterprise or firm. As a result, HR departments are created only because it is supposed to be that business leaders already have it. Personnel appraisal and evaluation systems are being applied without a serious revision of the functions, status and powers of personnel departments. Some enterprises have already reached the second stage and are trying to apply the most modern approaches to working with personnel.

The features of enterprises of the second level of competitiveness include the following:

A) further expansion of the functions of the personnel service and an increase in its role in the preparation and justification of all personnel decisions.

B) the desire to create an integrated personnel service, including by changing the status of personnel management in the organization.

C) Change in personnel policy. The focus is not on the manager or specialist in general, but on taking into account his qualifications and ability to give a new impetus to the development of the company's business. Such firms seek, if necessary, to invite managers and specialists from the best companies in the same industry to work, relying mainly on their high qualifications and professional qualities, without regard to the specifics of a particular enterprise or production.

D) focus on the most common standard management technologies that provide success in the market today to the main competitors. Here, the improvement of the organization and stimulation of labor, management systems are carried out according to the principle of "reasonable sufficiency".

E) systems of certification and evaluation of personnel are based on the analysis of the suitability of the position and the results of its performance for an individual employee in order to make more justified staff reductions, employee transfers within the company. Here the main form of work is the work of the attestation commission.

It must be remembered that any copy is always worse than the original. At a certain stage, direct borrowing of best practices no longer adds to the competitiveness of the company. The question arises before the management of such companies: if their enterprises have different comparative advantages in competitiveness in the market than their main rivals, then why do they need to adhere to the general standards of organization of production and management established in the industry? Those who find the right answers to this question usually “grow up” to enterprises of the third level of competitiveness and become on a par with industry leaders.

Production in companies that have reached third level of competitiveness , become, as it were, “supported from within.” All other divisions of the organization are oriented towards its development. The focus is on the development of the organization, the continuous improvement of all management systems, including the personnel department. Here we are already talking about the formation of a full-fledged integrated personnel service, the main features of which are the following:

A) the set of functions of the personnel service is the widest. Moreover, the traditional areas of activity (accounting, keeping personal files, registration) do not determine the main content of their work.

B) each employee, especially those who have worked in the company for a long time, is considered as a value for the company, the loss (leaving, dismissal) of which is not profitable from a purely economic point of view (the costs of his training and advanced training, his competence, knowledge of the specifics of the company's business are extremely are important). Hence, staff turnover is reduced to a minimum.

C) focus on continuous improvement of the most common management technologies. Here, the improvement of the organization and stimulation of labor, management systems are no longer carried out according to the principle of "reasonable sufficiency", but become an essential part of the corporate culture.

D) systems of certification and evaluation of personnel are aimed at developing the potential of an individual employee, at planning his career, at helping to ensure that each employee of the organization can fully reveal his personal and qualification potential.

E) the status of the integrated personnel service in the organization is increasing. Its head not only becomes accountable directly to the first official of the company, but also integrates a number of functions and related services that were previously accountable to other top managers of the company.

There are very few companies in Russian business that have actually reached the second level of competitiveness. Therefore, the task for the near future is to rise to the third level of competitiveness, i.e. try to build management in Russia the way the best companies in the world do it, and at the same time see the general direction of development of effective management systems.

However, there are companies that are ahead of the competition for many years. These are companies that have achieved the fourth level of competitiveness , a company with world-class manufacturing. They do not seek to copy the experience of the best firms in the industry, but they want to surpass the most stringent existing standards. They have already created full-fledged integrated personnel services that perform a wide range of functions and are responsible for all aspects of personnel policy. Here, the development of personnel potential is considered as one of the most important aspects of ensuring long-term success in the competitive struggle. The main features of personnel management at the fourth level are the following features:

A) improvement of management technologies is focused on achieving the highest standards of efficiency in terms of realizing the main goals of the company. Improving the organization and stimulation of labor, management systems is carried out in the direction of surpassing all the best that competitors have.

B) systems of certification and evaluation of personnel are aimed at developing the potential of not an individual employee, but a team of managers and specialists. Everything that concerns career planning, assessment methods, is carried out taking into account this direction.

So, we can see that with the change in the organization comes a change in the personnel service. The greater the level of competitiveness of an organization, the more important the role of the personnel service begins to play in it. The well-being of the entire organization as a whole subsequently depends on the degree of efficiency of its work.




.3 Approaches to personnel assessment




In the science of personnel management, there are two approaches to personnel assessment.

The first approach is traditional, it involves the assessment of personnel, focused on the result of the work done. The second approach is a modern one, which involves the assessment of personnel focused on the development of the company.

The traditional approach to personnel assessment has the following goals:

promoting company employees or making decisions to move them to another department;

informing employees about how the company's management evaluates their work;

assessment of the contribution of each employee individually, as well as structural divisions as a whole, to the achievement of the company's goals;

making decisions related to the level and conditions of remuneration;

verification and diagnostics of decisions related to the training and development of personnel.

The traditional approach was based on the fact that the certification of personnel was primarily associated with the assessment of the work done, with checking the employee's suitability for the position held by identifying his ability to perform job duties.

It is necessary to distinguish between the traditional approach - domestic and foreign. These differences are in the purposes, methods and results of certification and evaluation of personnel. The traditional domestic approach was mostly of a more formal nature; it was recognized post-factum to justify certain personnel decisions. The traditional foreign system of certification and evaluation of personnel is considered mainly in the framework of management by objectives. As a rule, the technology of such control includes the following components:

definition of the company's mission, its goals and strategy for their implementation;

setting individual goals for employees and managers of the organization based on previously defined goals of the company;

periodic assessment of the degree of achievement of individual goals;

training and assistance to employees;

determination of remuneration to employees for the successful achievement of goals and the fulfillment of tasks.

Personnel assessment built on traditional management by objectives allows you to increase control over work and its results, link the company's goals with the individual goals of employees, evaluate employees on an objective basis, and not on the subjective opinion of line managers, create an objective basis for determining rewards for results achieved and making decisions about promotion.

At the same time, the experience of using the traditional personnel assessment system in many Western companies turned out to be ineffective or even unsuccessful. The problem is that although this system is quite logical and should bring results, it is built on a number of assumptions that are not always applicable in practice.

First, the traditional system of personnel evaluation assumes that the results of the company's work are a simple sum of the results of the work of each employee of the company.

Modern practice shows that the results of the company's work directly depend on the interaction between employees, on teamwork, and not only on individual success. The interaction between employees, being a key factor in the effectiveness of the organization, falls out of the traditional system of management by objectives.

Secondly, within the framework of the traditional system of management by objectives, the main emphasis is on achieving results. An employee is given a performance-oriented goal, for example, to receive revenue in such and such an amount, and it is assumed that an employee who clearly understands what is required of him will find a way to achieve it.

Thirdly, the traditional system of management by goals involves the involvement of the employees themselves in the definition of individual goals. Employees want to have a lot of control over their work, and providing such control, naturally within reasonable limits, will certainly be an additional incentive.

But in fact, the definition of goals by the employees themselves is far from being effective in all cases. Modern theory and practice of human resource management show that simply involving employees in setting individual goals is not enough. This is because employees are not involved in the process of defining the overall goals of the organization, on the basis of which the individual goals of employees should be formed.

The personnel assessment process, focused on the development of the organization, should contribute to the professional growth and development of employees, and not only be focused on assessing the work of personnel over the past period. Moreover, it would be wrong to consider the assessment as the basis for downsizing. If an employee is viewed as “human capital”, then it would be wrong to “write off” the funds that the organization has already invested in it. It is necessary to think about ways to increase the return on the human capital invested (created) in the organization. Modern technologies for assessing and certifying personnel are, first of all, ways to increase the return on this capital, finding ways to make the best use of these corporate resources. This does not mean that upon completion of the assessment and certification, jobs for employees are always preserved, that in the worst case, everything is limited to the rotation of personnel, the selection of another position within the company. But a careful attitude to highly professional personnel, for the training and education of which significant corporate resources could be spent, to personnel who, moreover, have experience in this company, is becoming the dominant trend of modern corporate management.

The process of personnel assessment, focused on the development of the company, is much more efficient. The most successful Western companies set more stringent requirements and goals for their employees, directly and to a large extent link the remuneration of their employees and managers with the degree to which these goals are achieved. In these companies, the process of personnel assessment is aimed at the future of the company, at the implementation of not only short-term, but also long-term plans.

Fourthly, traditional personnel assessment is aimed at the past, while in the modern approach, development-oriented personnel assessment is designed to help employees understand the direction of the company, its goals and how to achieve them. Thus, in traditional personnel assessment, the emphasis is on determining what happened, and in the modern one, on why it happened and what needs to be corrected.

The process of personnel assessment, focused on the development of the organization, includes three main features:

setting goals and standards for monitoring their implementation;

review of the work done;

improvement of work, development of the company and assessment of the contribution to this development of each employee individually.

The motivation and performance of an employee can only be improved if the employee clearly understands what exactly needs to be achieved.




.4 Purpose, principles of organization and goals of modern personnel assessment




Before proceeding with the organization of personnel appraisal, the management of the personnel service should clearly understand the general and specific, main and auxiliary (additional) goals of personnel appraisal and assessment, as well as the technical and organizational capabilities of the company.

Certification and assessment of personnel is a management technology aimed at achieving the company's goals and implementing its strategy, as well as improving the efficiency of the organization's activities in the main management functions.

The evaluation process itself can be both formal and informal. In any case, the assessment of personnel directly affects the increase in wages, promotion or promotion, dismissal, training and career development of employees.

Certification and comprehensive assessment of personnel are an integral part of a well-established personnel service in any modern organization. This is a kind of criterion and guarantee of its competitiveness and stability in the market, an indicator of the quality of management - the most important factor of success in the competitive struggle today. A properly constructed system of certification and evaluation of personnel is the first indicator of the level and quality of personnel work in a company.

In the West, according to management theory, CERTIFICATION is a summing up of the work of an employee at the end of his employment contract, an assessment of the results of his work for the entire period of the contract, determining the degree of compliance of the employee with the requirements established by his position, the requirements of the job description, which were the basis labor contract.

Personnel assessment in management science is a system for periodically assessing the results of an employee’s work or demonstrated skills, approaches to performing work (for a month, quarter, year) in accordance with the goals (standards) and tasks (results) of the activity established for this position.

Certification and evaluation of personnel in a modern organization must necessarily pursue a set of interrelated goals.

In order to understand why an organization needs attestation and evaluation of personnel, it is necessary to determine the goals (quantitative and qualitative) that must be realized when performing attestation and evaluation procedures.




2.5 Purposes of appraisal and evaluation of personnel




Basic goals it:

determination of personnel performance;

changes in wages and incentives based on performance;

employee development;

Additional goalsinclude:

checking the compatibility of the employee with the team;

verification of motivation to work, to work in this position;

determination of career development prospects for the employee.

Are common goals:

improving personnel management and increasing the efficiency of personnel work;

increasing responsibility and performance discipline.

Specific:

determination of the circle of employees and the list of positions subject to dismissal or reduction;

improving the moral and psychological climate of the organization.

It should be noted that the use of certification as a tool for downsizing is considered unacceptable.

Let us consider in detail the main goals of certification and evaluation of personnel.

Determination of personnel performance.

Personnel evaluation allows you to distinguish effective employees from inefficient ones. The manager must be able to determine which employees contribute to the organization's strategic goals and which do not. In a performance-oriented organization, there is no room for “levelling”: poorly done work should not go unnoticed. Those employees who cannot perform the tasks assigned to them should be provided with the necessary assistance and given the opportunity to improve their work. If the work of an employee still does not meet the necessary criteria, then corrective actions must be taken to him: relocation, demotion and, in extreme cases, dismissal. Effective company executives never hesitate if a layoff is necessary. Leaving employees at work who are not doing their jobs will send the wrong signal to employees who are doing their job well. For example, the American company Microsoft annually dismisses about 5% of its employees, based on the results of personnel appraisal.

A condescending attitude towards an incorrect personnel assessment system "results" in a long-term problem. Employees who achieve high results want their work to be noticed and rewarded. To motivate staff to work effectively, it is necessary to single out the most promising employees, and their work should be paid in accordance with their contribution. The increase in salary should not be the same, but should vary depending on the results that a particular employee has achieved. The effectiveness of wages as a motivating factor depends entirely on how accurately the performance of the work performed can be measured, as well as on the ability to distinguish between efficient and inefficient employees.

Changes in wages and incentives based on performance.

In order to contribute to the improvement of the performance of employees, a job well done should be rewarded. Employees who contribute the most to the achievement of the organization's strategic goals deserve the most rewards.

Employee development.

The task of the manager is to help the employee in ensuring his professional growth and development. To achieve this, appraisal and appraisal of personnel must be a constructive and dynamic process, oriented towards future achievements.

Unfortunately, appraisal and performance appraisal is a strategic process in many organizations. They are related to past performance rather than aiming to improve future performance. Without a focus on the future development of employees, staff appraisal can lead to negative results, employees will consider appraisal as a report on the work done. This is one of the main reasons for the negative attitude towards the appraisal of employees and managers.




3. Technologies for personnel assessment




Personnel certification can be carried out in various ways, based on the specifics and traditions, and on the characteristics of the management culture in the organization. The choice of an assessment system is a function of top management. It is largely determined by the level of personnel work in the organization: the higher the level, the greater the need for objective indicators and formal procedures for assessing personnel, the more time and resources the company is willing to spend on these purposes.

Staff appraisal can be based on two main areas: assessment of performance and assessment of professional skills and approaches to the performance of work.

Performance evaluation.

One of the simplest and most effective methods of evaluation is the evaluation of the final results of labor. First of all, this concerns such indicators as the amount of work performed, the amount of revenue received by the employee, the number of customers served.

Evaluation of labor results allows you to directly "tie" the performance of an employee to the performance of the department and the organization as a whole. Determining the results of labor, as a rule, is not particularly difficult and is devoid of any subjectivity. If, when assessing the business qualities of an employee, the manager who conducted the assessment can proceed from his personal, subjective judgments, then when assessing, for example, the number of products sold, the reports on the work done will speak for themselves.

Assessment of professional skills and approaches to work performance.

As a rule, the work is evaluated according to the result obtained. But it is inappropriate to rely only on the results of the work or only on them. It is necessary to evaluate the contribution of each employee to the achievement of the set goals, i.e. determine how he solves the problem. It is necessary to evaluate the approach to the performance of work, the level of proficiency in certain skills and establish performance standards in this area. In the theory of human resource management, the term “competence” is used to define such skills. More precisely, a competency is a work behavior, attitude, knowledge and skill that is necessary to perform work at an acceptable or high level and to successfully achieve goals for the period being assessed.

The biggest problem with evaluating skill levels is subjectivity. First, everyone may have a different understanding of what is “good” and what is “bad”, or what approach to doing work will be considered effective and what is ineffective. Secondly, when evaluating the same employee, some will consider that the employee showed the best approach to solving the task assigned to him, while others will believe that the employee worked very poorly and used a completely wrong approach to solving the tasks assigned to him. If these questions are left unattended, then the effectiveness of the assessment of skills and approaches to work will practically be reduced to zero.

Modern theory and practice offer quite effective, but not always known, and even more so applied in Russia, solutions to the issues raised. First, before the assessment, options for effective and inefficient approach to the performance of work or the level of proficiency in any skill are determined in advance (as a rule, this is done by a special expert commission). In other words, patterns of effective and inefficient working behavior are determined. Secondly, the evaluation is not based on the opinion of the evaluator, but on the basis of evidence of good or poor performance, or, more precisely, on the basis of examples of work behavior that the employee demonstrated during the period being evaluated. Thus, any assessments must be necessarily reasoned and supported by real examples.

Evaluation of mastery of a skill or approach to work has another fundamental advantage over the evaluation of the final results of labor, which is not always possible and appropriate. Even if the end results are easy to measure and observe, their evaluation will not determine why certain results were achieved. That is, if an employee could not achieve the planned value of the estimated indicator, then it is not clear why this happened and what exactly this employee needs to correct in his work. At the same time, the assessment of skills and approaches to the performance of work focuses on the reasons for achieving a particular result and, accordingly, makes it possible to determine the directions for the development and training of personnel.

Modern assessment technologies are based on a systematic approach that takes into account the action of many interrelated factors.




3.1 Methods for obtaining information about the work of an employee




When considering the methods of obtaining information, it should be noted that the main thing here is obtaining data for assessing employees from various angles, namely: observation, information received from colleagues of the employee being evaluated, information received from consumers, reports.

observation.

This method is the most reliable way to obtain information about the work of the company's personnel, but also the most difficult to apply. Moreover, the complexity arises not only because of the possibility of a misunderstanding of the actions of the assessed employee. The biggest problem with using the method of performance observation is the lack of time for the evaluator to constantly monitor how each of the subordinates is working. But it should be noted that due to the fact that the manager himself observes the work of his employees, this method is one of the most reliable. Information about good (or bad) performance is received directly by the evaluator, rather than from third parties, often based on rumors or misunderstandings.

The negative aspects of this method include the fact that the evaluation of the work may be distorted or biased. To avoid this, it is necessary to evaluate the work of personnel based solely on real facts, i.e. when determining the assessment, argue it with specific examples of the correct or incorrect work behavior of the employee.

Information from colleagues at work.

Employees in the same department or team members who work together on a daily basis tend to have more information about each other's work than their immediate supervisor. This is information about the employee's work with clients, about relationships within the work team and with other departments of the company. Using this method can help the manager to uncover problems that are not visible at first glance, and obstacles that hinder the achievement of the company's goals. Employee opinions about the work of colleagues may be based on preconceptions or misunderstandings, so employees are required to provide evidence or examples of the right or wrong approach to doing work.

Information from consumers.

To obtain objective information, it is necessary to evaluate the work not only from the point of view of the employee performing it, but also from the point of view of the consumer. Moreover, the consumer is understood not only as the company's customers (external consumers), but also the staff (internal consumers). Conducting research and surveys among internal consumers of the company will provide information about the problems that arise between employees. Such surveys can be conducted using questionnaires that contain questions about the work of certain employees that they have to deal with in their work.

For surveys of the company's customers, you can use special questionnaires that offer answers to a number of questions about the quality of services provided. Customers, unlike company employees, are not required to fill out questionnaires at all. Therefore, all questions should be specific, and their number should not be large. The use of this method for surveys is limited, but the information received from customers is more significant than the opinion of employees, and in certain cases - than the opinion of a line manager.

An important source of information about the work of the company's personnel are complaints received from customers. For example, the minimum number (or absence) of complaints from customers can serve as a performance criterion. Moreover, with the help of this information, you can find out about errors when working with customers and take measures to eliminate them.

Reports.

This method of obtaining information is necessary, first of all, to determine the actual results of the work and the degree of achievement of the individual goals of the employee. Information sources can be not only financial reports, but also any others, for example, a report on the number of transactions concluded or products sold (in physical terms). Estimates derived from this information are the most appropriate for calculating performance-based bonuses and salary changes. On the other hand, the information obtained on the basis of reports on the results of the company (or department) does not say much about the reasons for not meeting the set goals, it only fixes this fact. Therefore, this information is difficult to use to determine the directions for the development and training of personnel.




3.2 Methods for assessing the organization's personnel




When choosing a system for assessing the results of personnel work, it is necessary to proceed from the goals of the organization and the immediate task of the assessment (for example, development and training of personnel, changes in remuneration). The evaluation system chosen must also be appropriate for the culture of the organization.

Can be distinguished three groups of methods: common methods; assessment of work behavior; evaluation of labor results.

Let us consider in more detail the general methods of assessing the personnel of an organization.

General methods.

Method of written characteristics- one of the simplest methods of personnel assessment. The manager can evaluate the work of the subordinate by describing his work in his own words. Such an assessment can be given to the results of the employee's work (revenue, volume of products sold, its quality), business qualities, approaches to the performance of certain duties. Also, the evaluator can give recommendations on the development of the employee.

An example of an evaluation form for the written characteristics method is given in Appendix 1.

Ranging- the oldest and most simple, from a technical point of view, a method of personnel assessment. According to this method, the results of the work of employees are compared, and the evaluating manager ranks all his subordinates from best to worst. This method assumes that he fully understands the job responsibilities of his subordinates and can compare their performance simultaneously based on common factors. The apparent ease of use of this method is deceptive.

Ranking is only suitable if there are a small number of employees being assessed, provided that their job responsibilities are practically the same. But even in this case, the use of ranking when evaluating personnel can be extremely subjective and lead to great difficulties in evaluating employees with average results.

gradation.

The grading system provides for the existence of specific levels of labor efficiency, for example, highly effective, effective, acceptable, inefficient, unacceptable. The results of the work of each assessed employee are compared with the descriptions of each of the levels, and then the employee is assigned the level that best describes his work.

This system can be improved by prior distribution, i.e. each level is predetermined by the corresponding fixed percentage of employees. This method is known as the “specified distribution method”.

There are several very strong arguments in favor of using this method, because it overcomes the problem of a manager overestimating or underestimating his subordinates, as well as assigning average ratings to each subordinate. Moreover, this technology makes managers take the process of personnel assessment more seriously, which greatly increases the likelihood of identifying those employees who do their job well and those who do not meet the necessary criteria.

However, the technology of predetermined performance grading may meet resistance within the organization. If used incorrectly, this technology can lead to increased competition, undermining trust and worsening the working atmosphere in the team. On the other hand, absolute standards for determining the level of efficiency set specific goals for the staff, without leading to increased competition in the team, i.e. it is also necessary to evaluate the conditions for the application of the method.

Rating (or graphic) scale- one of the most popular modern methods of personnel assessment. The rating scale defines different levels of performance in a job or skill, and each of these levels is assigned a specific score. Usually a manager can choose one of several (usually 5 to 10) levels for each specific criterion. Evaluation criteria on the rating scale, in principle, can be any. Using this method, you can evaluate the results of employees, the degree of achievement of their individual goals, as well as the degree of possession of any skill or business qualities of an employee. An example of a rating scale is given in Appendix 2.

This method offers a single approach (based on a common scale) for evaluating different employees, thus providing a single basis for evaluating personnel in all departments of the organization. In addition, the method of rating scales is quite simple to use, does not require any great effort on the part of the evaluating manager, large financial or time costs.

The main problem of using this method is the uncertainty in the choice of estimates. What does a 3 (Acceptable) or a 5 (Excellent) mean, for example? What is the difference between them and what should be based on when choosing one or another assessment? To avoid such questions, the method of rating scales should not be used alone, but in combination with other assessment methods, which allow to more accurately determine and distinguish between different levels of effectiveness.




.3 Establishing a process for periodic personnel assessment




The process of periodic personnel assessment (attestation) serves to successfully achieve the company's goals. It allows you to link the company's business plan with the plans for the work and development of its employees. The duration of the assessment process (personnel assessment cycle) is usually 1 year, although it can be longer (up to 18 months). The periodic evaluation process is an iterative process, i.e. completion of the evaluation cycle, the process is repeated again.

An important requirement for certification is the strict observance of the stages of organization of this work. The complexity and quality of certification procedures should correspond to the status, qualifications and experience in conducting certification of personnel service specialists. That is why the introduction of complex schemes and procedures into the practice of working with personnel from the very beginning is unjustified. The first steps for certification should be simple, understandable to employees of the organization and easy to use for heads of structural divisions and HR specialists.

The most preferable stages of building an integrated system of certification and evaluation of employees, aimed at significantly improving the efficiency of personnel management, are at least the following:

) the introduction of periodic (usually 2 times a year) certification (assessment) of personnel based on interviews (interviews) and questionnaires (filling out specially designed forms) of employees of the enterprise in order to verify their business and personal qualities. Stage duration: 1 - 2 years;

) supplementing interviews and questionnaires with a system of attestation and evaluation sheets, used no more than once a year, in order to increase the objectivity of assessment and verification, along with other results of the employee’s work in this position, the degree of compliance with his job requirements. Stage duration: 2 - 3 years;

) transition to a personnel management system by goals with the most objective assessment of the contribution of each employee of the enterprise to the results of the work of its structural unit and the organization as a whole. Stage duration: at least 2 years;

Thus, the transition to a full-fledged system of comprehensive assessment and certification of personnel based on modern requirements of management science cannot take a total of less than 5 years.

The procedure for organizing and conducting certification implies a clear prescription: the timing (frequency) of certification of the certification technology, its forms (procedures), the distribution of areas of responsibility for the development and implementation of certification activities, the procedure for implementing the results (outcomes) of certification.

The introduction of a personnel assessment and certification system should be preceded by a preliminary stage, the content of which is as follows: the top management of the organization, by special order, must notify the heads of structural divisions and employees of the enterprise about the time frame and why personnel certification is carried out, what goals and objectives it pursues, what conclusions it will bring for the organization as a whole and for each employee individually.

At its disposal, management should:

announce who will prepare the methodological support for attestation, i.e. develop goals, objectives, certification procedures, etc.

determine the list of documents that must be developed before the start of certification;

determine the approximate dates for the first certification and the period during which all participants in the certification must familiarize themselves with the procedures and documents for certification, make motivated comments and suggestions.




3.4 Stages of periodic assessment of personnel




The process of periodic staff appraisal is intended to contribute to the following tasks:

*Determination of individual work plans for employees of the organization for the coming period;

* Establishment within the framework of the work plan, by mutual agreement with the employee, individual key goals and objectives;

*Monitoring progress in achieving assigned tasks through mini-interviews and a more formal mid-term assessment interview;

*Assessing the work of employees and determining individual training needs necessary to improve the efficiency of employees;

*Improving working relationships between assessors and assessors;

*Determination of the amount of remuneration and changes in remuneration depending on the performance of the employee and contribution to the achievement of the company's goals.

The main stages of the periodic assessment of personnel:

Work planning;

setting goals, developing evaluation criteria and ratings;

system of individual targets;

action plan;

defining key goals and skills;

intermediate interview or mini-interview;

evaluation interview;

assessment definition;

work planning.

The cycle of periodic personnel assessment begins with the definition and discussion of the work plan of each employee and manager for the upcoming period. The main purpose of this discussion is to develop a work plan that identifies key individual goals and objectives for the coming year, as well as a small number of less significant goals.

Evaluation of the performance of personnel in the company is carried out using direct assessments (or assessments of labor results) and indirect assessments (or assessments of the employee's performance by qualities) that affect the achievement of these results. Estimates complement each other and have different direct purposes.

The group of direct assessments includes assessments on the achievement of goals and assessments of the level of contribution made by the employee to the activities of the organization and unit. If the goals are set strictly individually, then descriptions of the assessment of the level of contribution are developed not for each performer individually, but for job groups of employees.

Indirect assessments relate to factors that characterize the employee himself, his professional skills, abilities and knowledge. These characteristics are related to the performance of the employee by functional dependence.

Direct and indirect assessments are used together as elements of a general assessment system that meet various purposes in working with personnel.

The greatest difficulty in the implementation of management by objectives lies precisely in the definition of a system of individual target indicators. After that, the evaluation process is reduced to a fairly simple operation of comparing actual results with those that were established before the start of the evaluation period.

Also, personnel assessment reinforces the traditional mechanism of personnel management based on a rigid system of individual responsibility and incentives for managers. It will allow you to maximize the potential of each employee in the organization.

The choice of forms for evaluating the results. Evaluation of results, i.e. the actual assessment of an employee upon achieving goals consists in comparing actual results with a given level.

After such a comparison, it is not difficult for the manager to determine the overall assessment of the performance of the assessed employee for the period under consideration. At the same time, the assessment may deviate somewhat from the arithmetic mean due to the fact that one or another goal is somewhat different in importance. In addition, the manager can take into account special external circumstances that influenced the results and were beyond the control of the assessed employee. In such a case, these circumstances should be explained in detail in the comment box.

Criteria for choosing an evaluation form. The development of evaluation criteria is the process of choosing a system of factors that influenced the achievement of goals in terms of how they influenced the employee's activities and reflected on its results in a given period of time. Moreover, it is not the capabilities (potential) of the employee that are assessed, but the real manifestations of professional qualities in the period of time considered during the assessment.

The criteria that are most important and most applicable to a particular position or a group of positions of the same name should be selected.

The system of factors consists of three main groups:

Technical knowledge and skills;

Problem solving skills;

Managerial skills (or interpersonal skills in the absence of managerial responsibility)

Technical knowledge and skills mean that an employee has a certain level of "know-how" in the area of ​​direct responsibility.

Problem-solving skills mean the ability to identify what data an employee needs to solve problems, determine their source and, based on this, come to logical conclusions. Each of the main groups can be assessed in the simplest version by a single assessment, however, in most cases, a more meaningful analysis is expected within each of the main groups.

The development of a system of factors should be carried out by specialists of the personnel service directly in cooperation with the managers in whose subordination the positions of this professional group are located.

Management skills can be disclosed as "communication skills", "coordination of efforts", "representation". Just as “attentive attitude to subordinates” characterizes leaders, they are an integral part of the knowledge and skills of an effective leader.




Conclusion




Evaluating the personnel of a company with 30-50 people (not to mention corporations with thousands of employees) can be a rather painstaking and time-consuming process. And this is not only due to the technical complexity of analyzing the entire set of assessments for each of the employees and compiling all the necessary assessment documents. It is practically impossible to calculate "manually" various scenarios for personnel assessment, i.e. determination of the overall integrated assessment of the company's employees with different values ​​of the weighting coefficients of the assessment indicators, although this task is relevant when making managerial decisions.

Obviously, without an appropriate computer program that would take on all the technical difficulties, the assessment and certification of personnel, instead of an effective management technology, can turn into a routine, formal procedure that does not pay off the efforts and time invested in it. To effectively solve the problems facing the assessment of personnel, the program should provide an opportunity to:

flexible adjustment of the system of assessed indicators to the specifics of the company's activities;

automated compilation of evaluation documents;

determination of various weight coefficients for the estimated indicators.

In the West, numerous computer firms and consulting companies offer all kinds of software products for the automation of personnel assessment.

In Russia, at the moment, there is not only a shortage of software tools for personnel assessment, but also a complete absence of computer programs to support managerial decision-making in the field of human resource management. Programs such as "1C - Personnel", "BOSS - Kadrovik", etc. in fact, they are aimed at solving purely accounting and legal problems, but not at all managerial issues. A possible reason for this problem is a strong underestimation in our country of the importance of human capital as the most important factor of production in a post-industrial society and the competitiveness of an enterprise.

One of the few automation tools for personnel assessment in domestic practice is the “Personnel Assessment” computer system developed by the consulting company “TOR-Consultant”. In this program, there is an extremely successful combination of the ability to conduct assessments for various scenarios, build reporting assessment forms, on the one hand, and maximum ease of use, on the other. In addition to conducting an expert assessment, the program provides for the possibility of assessment using testing, i.e. in fact, the implementation of one of the most advanced methods for assessing personnel - a scale for monitoring work behavior has been ensured.




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