Methods for assessing the professional and personal qualities of personnel. Characteristics of the main methods of personnel assessment Methods for assessing the professional and personal qualities of candidates

First of all, it should be noted the main characteristics of a person who applies for any vacancy:

a responsibility;
independence;
striving for leadership;
enterprise;
resistance to stressful situations;
organizational skills;
ability to plan.

For each characteristic in the interview have invented their own questions. We will talk about this below.

How is it assessed in an interview?

We will offer basic questions as an example. So, purposefulness - how to check at an interview with a candidate:

do you know how overcome difficulties;
what will be your decision in the event of obstacles: do not pay attention, continue to act and achieve results, back off;
whether you can withstand a large number of failures;
what do you want failed to achieve in life and what are the reasons.

Responsibility assessment:

Could you you take responsibility for failures, problems and failures;
will you accept help from a stranger;
did you help someone when it was, how it was manifested;
whether your work result influenced the success of the company, its employees, and how it did.

Entrepreneurship Assessment:

can you get out from a difficult situation as a winner;
whether you will take action in adverse situations;
what obstacles, difficulties, problems you had to face in your previous position and how did you solve them;
how did you manage to get a previous job.

Assessment of candidate independence:

when you earned their first salary;
where did you spend the money;
how long have you been living apart from your parents;
how long have you been with your earned money.

Assessment of stress resistance:

are you capable make a decision in a situation, when there is not enough time in panic, uncertainty appears, pressure is exerted;
what conditions the company must provide for you to work successfully;
are there conditions under which you can quit and give examples.

Assessment of the organizational skills of the applicant:

how you exercise control over your charges;
how the responsibilities of the workers are distributed on your part;
for what oversights you fine, for what achievements you reward.

Grade tactical and strategic planning:

whether you will be able to carry out several assignments at the same time;
how do you plan your day, time for work;
how many ways to solve a particular problem do you usually have;
can you describe what was planned a year ago, what was not achieved;
who is in charge of drawing up your plans;
what do you know about time management.

Grade leadership qualities:

have you ever been appointed as a prefect;
do you have the ability to influence others;
what are the main qualities that employees value in you;
do you value your boss and for what qualities;
your three negative qualities that colleagues note.

How to check systematic thinking at the interview with the candidate:

whether there were difficult situations in your life and how did you find a way out;
you acted intuitively;
did you have options for a solution;
have you thought about the reasons that caused this situation.

How to evaluate moral values employee at the interview:

what do you think might motivate the employee to quit;
what stimulates a person to work;
why it is worth dismissing an employee immediately;
what do you think, whether the lie is justified, in what cases.

Important: the questions can be different. It all depends on the company and on the position for which the applicant applies.

Factors influencing the analysis

Each position implies characteristics without which work cannot produce results. For example, candidates for the position of an accountant are often assessed for accuracy; the sales manager - communication skills, ability to communicate; at the head - ability to think, etc.

So, what are the main factors for evaluating a candidate who applies for an ordinary position:

Ability to express opinions and ideas only after guidance.
Ability to communicate with clients for no more than 15 minutes.
If a problem occurs, fix it yourself.
Ability to complete assignments on time.
The need to enlist the support of management and colleagues.
Discuss the tasks with the management.

If the applicant chooses from the above characteristics those that are correct from the point of view of the company, then this is the ideal candidate for the vacancy.

Attention: when considering applicants for the position, you should also pay attention to age. If a job seeker with a long record of work is in the ranks of employees, then, probably, there is no desire to develop in him, and his ambitions are incompatible with real opportunities.

And what are the factors to analyze at the interview of a candidate applying for the position of a manager:

Awareness the importance of their role in the development of the company.
Adequate assessment of the degree of risk and the importance of information.
Willingness to communicate directly with customers and staff.
Ability to follow through.
The ability to take responsibility for yourself.
Enterprise.
Ability to find the causes and consequences of the problem in time and eliminate them.
Ability to assess the quality of work.
Performance and activity.
Ability defuse the situation and establish contacts.
The ability to admit failure and quickly come to life.
Propensity for extraordinary solutions.
The interest in making sure everyone is successful.

Important: when choosing a candidate for the position of a leader, it should be borne in mind that a person who does not know how to make decisions, use power and build effective communications cannot apply for a vacancy.

How to evaluate a candidate during the interview process?

So, what are the main criteria for evaluating a candidate during the interview process?

Accuracy:

the applicant came to the interview a few minutes before the agreed deadline;
the candidate arrived long before the start of the interview;
the applicant was very late.

Appearance of the candidate, clothes:

dressed neatly and cleanly;
dressed fashionably;
dressed sloppily.

Communication activity:

normal activity level;
lethargic, rather low activity;
the candidate is concise, answers questions too briefly, does not support the conversation;
active, lively, asks questions, actively supports the conversation.

Legibility, intelligibility:

accepts questions quickly, immediately gives clear answers;
quite legible, intelligible;
asks again, does not immediately understand the questions;
the candidate does not understand what he is being asked about, gives off-topic answers, low level of intelligibility.

Attention: each recruiter can draw up criteria for evaluating a candidate at his own discretion and depending on the interests of the company.

After the end of the interview

After the interview is over, a comparison is made between the personal characteristics of the applicant and the position for which he is applying. Then the results are summed up.

Non-standard methods

These methods are not designed for experienced job seekers with a long history of work. It is better to apply them to young candidates who have no practical experience behind them.

Collective review and high bar

This characterization of the candidate after the interview is carried out with a group of applicants for one position. Instead of a standard survey, the recruiter offers various unexpected situations. Applicants must quickly find their bearings and come up with suitable options.

Important: this method reveals the applicant's ability to think quickly, make a decision, determine the degree of skill, the ability to work in a team and independently.

It is not uncommon for recruiters to test applicants using the “high bar” method. It is also used on experienced candidates. In this case, an overestimated requirement is made and a clear picture of the personal characteristics and skills of the applicants is drawn up.

Testing on the battlefield and responsiveness

This technique is often used during the late selection period. The applicant is invited to take a job for a certain period of time. This is how his reaction and knowledge are tested.

The job seeker is offered a situation out of the ordinary. This technique consists in determining the ability to make the right spontaneous decisions.

Interview protocol

An interview transcript is a document that makes up the evaluation characteristics of a candidate for a vacant position. The document must necessarily include general data, personal information and past professional experience of the candidate.

The protocol format is not regulated, that is, can be compiled by the recruiter depending on the preferences of the company. The document is created in advance and filled in as much detail as possible.

During the entire interview, notes are made in the minutes and the most significant moments are recorded. At the end of the interview, the recruiter makes a decision: to hire a candidate or to him.

Example of filling

FULL NAME. candidate: Kiseleva Ekaterina Andreevna

Applying for vacancy: Sales Manager

Fixed start time of interview: 9:00

The actual time of arrival of the candidate (if you are late, you should note the reason for the delay): 8:30

First impression of the candidate: neat appearance, benevolent

Psychological qualities that will help to successfully cope with job duties and master new skills: dedication, enterprise, the ability to find a way out of a difficult situation, the ability to quickly make the right decisions

Psychological qualities incompatible with work in this position: absent

Psychological qualities that allow you to achieve compatibility with colleagues related to the future employee and corresponding to the corporate culture of the organization: sociability, sociability

Psychological qualities that are incompatible with work in the company: absent

Compliance with additional requirements: Compliant

Accept: accepted for the position

Refuse:

Analysis of the entire interview as a whole

First of all, it is necessary to identify which characteristics of the candidate are most significant for the position. Based on the notes made in the minutes during the interview, the recruiter should analyze the situation. At the same time, it would be good to take into account your impressions of the conversation with the candidate.

As a result, one should stop at one of the most suitable candidates and notify the "lucky one" about acceptance for the position orally or in writing.

It is very important for each company to choose a suitable applicant for a vacant position, because its success will directly depend on this. Therefore, in advance, you should take care of how the applicant will be assessed, according to what parameters, personal qualities, what questions should be asked during the interview, as well as what little things to pay attention to.

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The selection of the organization's personnel is assigned, as a rule, to the personnel department. This is an extremely important and responsible task for it, because not only the normal functioning, but also the very existence of the organization depends on it. For this, certain methods of assessing personnel are used in the selection and recruitment. Let's take a quick look at them.

Eliminate the subjectivity of the assessment

The ultimate goal of creating all methods for assessing potential employees is to exclude the subjective opinion of the person who selects personnel as much as possible. To do this, it is necessary to achieve an objective and comprehensive reflection of the candidate's business qualities in the research. This will subsequently make it easier to draw the correct conclusion about its usefulness and make a decision about whether the employer should contact him with an employment relationship.

Of course, the tasks for each person recruiting personnel (usually an HR manager, commonly called “HR”, from the English abbreviation “HR” (human resources) - human resources) are set differently. It depends primarily on the job (profession, position) for which the candidate applies.

But there are screening methods common to most candidates and the related methods by which they are judged.

Selection methods

In the specialized literature on this issue, several methods for selecting candidates are described and classified.

Among them, the main ones are distinguished:

recruiting - selection of candidates for grassroots or line positions in the organization;
direct, or exclusive, is a targeted search and selection of top management specialists, as well as rare ones;
headhunting (from English "hunting for the head") is a kind of the previous one. Under him there is literally a "hunt" for a specific specialist. In all possible ways, a valuable employee for the employer (usually managers, key and rare highly professional specialists) are lured to their work;
preliminaring - attracting young specialists (both students and graduates of educational institutions) through practical training and internships, "nurturing" a promising specialist on their own.

Steps, or steps of selection

All methods of personnel selection when hiring are reduced to the fact that further the most suitable candidates go through several so-called stages (steps) of selection. This usually includes:

filling out a questionnaire (including curriculum vitae) and applications;
study of documents and recommendations submitted by the candidate;
verification of recommendations;
interviewing;
clarification of business and personal qualities by diagnosing professional fitness (testing, etc.);
medical examination, if required by law;
making a decision on the establishment of labor relations.

Assessment of candidates for employment occurs at each of these stages.

Assessment methods

Correct search and selection of candidates in compliance with the accepted procedure are important for an objective assessment of their suitability and professionalism.

In order to exclude the subjectivity of the HR as much as possible, the candidate's assessment should be based on several methods, and the final analysis should be based on the complex of the results of their application.

When choosing assessment methods, you need to proceed from several important points:

the size of the employing organization, the specifics of its activities and position;
the importance of the position for which the candidate is applying;
requirements for it established by law;
professionalism of the HR himself (what assessment methods he owns, which of them is applicable to a particular case, etc.), etc.

Methods for assessing candidates for employment are classified into groups, there are many of them.

Specific Methods Used to Assess Personnel in Hiring

The HR manager chooses the type of assessment and the way it is carried out. Let's consider the most common ones.

The most common assessment method is questioning using an assessment questionnaire that includes questions and descriptions.

Another popular method is interview, including professional, in terms of competencies, personal, personnel interview. In this case, in addition to the questionnaire "paper" information, the HR personally receives also important additional information (how well the potential employee is educated, erudite, sociable, open, truthful, psychologically compatible with future colleagues, tuned in to a career, etc.).

Often carried out testing Is a fairly objective method, but it is important to interpret it correctly. There are several types of tests:

qualification (allow you to establish the degree of qualification of the candidate);
psychological (make it possible to assess his personal qualities);
physiological (reveal the physiological characteristics of a person, which can also be a decisive factor in some cases).

When selecting candidates, they increasingly began to use analogue of the MBO method(abbr. from the English. "Management by goals"; used in the assessment of workers). The MBO method is associated with the allocation of key performance indicators (KPI), is to determine a set of goals (usually at the beginning of the reporting period) for the employee. After the expiration of the term, the results and assessments are summed up. The similarity of the MBO is also used to assess candidates for employment.

Case methods- consist of tasks (a set of cases) that the candidate must solve correctly. They give a broad understanding of the professional and personal qualities of a person.

Assessment center- the most complex and costly, therefore, the least common assessment method.

Improving HR recruiting methods can involve both learning and using new ones and honing old ones that have been tried and tested.

The article provides answers to the main questions related to the procedure for assessing the personal qualities of personnel in the selection process. We will also tell you how to determine what character traits are necessary for employees and how to help in their development.

From the material you will learn:

Why do we need an assessment of the personal qualities of personnel in 2016;
What personal qualities of staff are valuable for the employer, and how to help employees develop useful personal qualities;
How to assess the personal qualities of personnel when recruiting new employees;
Whether it is necessary to identify and eliminate the personal qualities of personnel who have no place in your company.

Assessment of the personal qualities of personnel is carried out in order to obtain information about the personality traits of each employee. Such information allows the company's management to find an individual approach to employees, achieve full-fledged interaction between all team members, and make successful personnel decisions. It is possible to assess the personal qualities of employees both in the hiring process and in order to analyze the potential of existing employees or the team of the organization as a whole.

What personal qualities of staff are valuable for the employer

The results of the personality traits can help you understand whether your employees have the data they need to perform their professional duties. To get the most out of the research, which usually takes place in a test or interview format, you need to determine in advance what personal qualities of staff are valuable to the employer in 2016. They can be conditionally divided into general and specific. Common qualities include:

erudition;
sociability;
a responsibility;
organization;
initiative;
emotional stability;
politeness and social openness.

Having, along with the necessary professional skills and experience, the qualities from the list above, an employee can easily take root in any team, build relationships with colleagues and management, make a good impression on customers and achieve success in work. In addition, depending on the sphere of the economy and the conditions in which the employee works, specific personality traits can acquire special significance, in particular:

stress resistance, the ability to work productively under emotional stress;
managerial qualities and ability to motivate colleagues;
result orientation, ambition;
sales orientation, persuasion skills.

Don't expect a person to change their behavior just because a reputable expert or manager tells them to. Bait promises (getting a separate office, raising the career ladder, and so on) do not have a special effect - an employee can do something to achieve the designated goal, but such changes are unlikely to be sustainable. Other methods work much better, such as helping a person form a personal vision of their future. It is also important to help the employee understand, thanks to the development of which personal qualities, the future will definitely not disappoint him. This approach works even with the most difficult employees.

Personal qualities of personnel who have no place in your company

While some personality traits help a person in the matter of professional fulfillment, other personality traits can be harmful. For example, excessive adherence to principles, combined with a tendency to unleash conflicts, can prevent an employee from working in a team, and the habit of putting things off until tomorrow can lead to an accumulation of unresolved issues and unfinished business. This also includes the desire to do everything at once, unwillingness and inability to ask questions even when solving non-standard tasks, passivity, low emotional intelligence, a complete absence of self-criticism.

When it comes to an employee in a managerial position, the list can be supplemented by a lack of leadership and organizational skills, a tendency to shift mistakes onto the shoulders of others to avoid responsibility or undermine credibility, an unwillingness to compromise, and an inability to take risks or innovate. It is important to identify in a timely manner the personal qualities of personnel who have no place in your company in 2016, and to deal with their elimination. When analyzing how a particular employee corresponds to the position held, one must take into account the nature of the tasks that he solves, and the situation in a particular team.

30.10.2019

Personnel assessment methodology for hiring

When applying for a job, each applicant, in addition to the interview, has to go through several more stages of selection. After all, the main task of the HR and HR manager is to choose the candidate who is best suited for the job. The methodology for assessing personnel when hiring requires a serious approach.

It is worth noting that all personnel assessment methods have one significant drawback - the subjectivity of opinion. Also, a lot depends on the psychophysiological state of the expert himself and the applicant for the position.

Personnel assessment criteria

All techniques should take into account the following criteria:

objectivity of assessment)
reliability)
reliability)
predictability)
complexity)
clarity of wording)
the possibility of development and improvement of the team.

Only taking into account all the criteria, we can talk about the reliability of the assessment results.

Selection stages

Each applicant, before starting work in any organization, must certainly go through several stages of assessment. Only on the basis of these evaluations will management make a decision on hiring.

This includes the following steps:

selection interview)
filling out an application)
interview or conversation)
professional test)
checking recommendations from previous jobs)
body check)
announcement of the decision.

Only after going through all the stages can you judge whether you are getting a job or not.

Preliminary interview

There are several ways to conduct a conversation. Sometimes this is done by the immediate superiors, the line manager, rarely the interview is conducted by the HR department. During the conversation, the education and qualities of the applicant are clarified.

Filling out an application

Those who have been interviewed will be required to complete an application and questionnaire. At the same time, the questionnaire should carefully, with a minimum of questions, find out what the person is aiming at in work. There may also be questions related to previous work. Questions must be neutral. In addition, it should be possible to refuse an answer.

Interview

There is a wide variety of interview-type conversations. These include:

Conversations according to a certain pattern. You cannot get the most complete information here.
Weak formal conversations. In this case, the conversation is more flexible, and, in addition to predetermined questions, the employer can ask others.
Conversations without a specific pattern. In this case, only the subject matter of the questions is specified, and the questions themselves are invented during the conversation.

Professional testing

After this test, the employer will be able to obtain more accurate information about the professional abilities of the candidate. It also helps to identify the job seeker's style of work and his possible professional growth.

If the applicant has recommendations, then they must be carefully studied. If questions arise, the employer has the right to clarify some data by calling the previous place of work. Sometimes the employer may require a testimonial or resume for the list of basic documents.

Body check

Must be done where health requirements exist and HR may require a health certificate.

The decision is made based on the results obtained. It compares the performance of all candidates for the position.

Basic assessment techniques

There are several types of modern methods of personnel assessment when hiring. Each of them requires separate consideration.

Personnel Appraisal Center

Such centers in their work use a whole range of technologies that are based on assessment criteria. It is generally recommended to test the same metrics in different situations. This will help improve the accuracy of the estimate. This technique is used mainly when promoting employees in order to assess the opportunities for professional growth.

Aptitude Testing

Allows you to assess the psychophysiological qualities of the applicant. At the same time, the ability to perform work in the chosen position is precisely determined. Most of these tests resemble work that will need to be done.

Ability tests

As a rule, these are general tests that do not have a narrow specialization. This implies an assessment of the development of basic mental functions. In addition, the candidate's learning ability is revealed.

Studying biography

Allows you to get data that relate to the personal life of the applicant: marital status, education, physical characteristics, level of intelligence and hobbies. For this, personal data from a personal file can also be included in the work.

Personality testing

Assesses the level of development of personality traits. Here the behavioral character of a person is revealed, depending on situations. Also, the employer gets a picture of the potential opportunities of the candidate.

Conversation

It will help to collect information about the existing experience, knowledge. Also here you can give a more accurate assessment of the professional qualities of the candidate.

The HR manager needs to clarify all the information that is presented in the recommendation. As a rule, all recommendations have the contact details of the applicant's previous place of work. If the recommendations were provided by a private person, then it is necessary to take into account his position in society. The more significant the person, the more reliable the information in the recommendations.

Unconventional assessment methods

These assessment methods are rarely used. It can be a lie detector, alcohol and drug testing. As a rule, such methods should be conditioned by the specifics of the proposed job. Only rare employers use them.

Even less often, the zodiac sign, initials, date of birth, appearance, voice, demeanor and other insignificant details that are necessary only in exceptional situations are evaluated. They do not have a particular importance on performance and professionalism.

Logic tasks are more often encountered during interviews, which require an extraordinary approach to the solution and the ability to see the answer in the question itself.

It is important to note that any technique is subjective. After all, a lot depends on how the applicant presented himself during the interview. Sometimes computers are used for more objective test results. But they also have their drawback - after all, they evaluate only the candidate's answers and do not take into account other data.

Cost analysis for personnel appraisal

Of course, all the methods carried out cost the enterprise or the company certain costs. Indeed, in the modern world, everything has its price. Sometimes the cost of conducting such assessments is a decisive factor in the choice of methodology.

For example, the first two steps of assessment do not require significant costs. The interview requires free time to talk with the candidate.

Hiring a conversation will require not only free time, but also financial costs per hour of work. Testing will already require some investment from the employer.

note

After all, it is necessary to develop a test and organize its implementation. Medical examination and verification of recommendations are the most expensive ways.

In most cases, it is enough to simply complete the first three steps, and they can already weed out most of the candidates who are not suitable for the work in the company. The last three steps are rarely used.

The main tasks of personnel assessment

The most important goals that a company pursues in assessing personnel when hiring is the importance of a person for a particular company. At the same time, it is better if you immediately find the right person who will be concerned about the prosperity of the company. Every employer is looking for a person who is “on fire” at work and is ready to perform it efficiently.

Large firms prefer to hire experienced professionals. After all, it is no longer necessary to spend time and money on their training. Such people are well aware of their own worth and know how much effort it takes to conduct the simplest interview. Therefore, in a conversation with them, HR managers or the HR department ask just a couple of questions and study the recommendations.

Methods used for personnel assessment

Previously, when recruiting, companies focused only on interviews and the study of resumes and recommendations. However, after Russia entered the international business community, it became necessary to carry out various methods for assessing personnel.

Each company tries not only to use ready-made methods, but also to develop its own unique methods.

At the same time, these methods are used only in the case of the selection of a significant number of employees. If we are talking about hiring one or two people, then it is quite enough to conduct an interview and, based on the results, decide whether a person is suitable for the company or not.

Until now, not all methods have been worked out to the end. Until recently, all types of testing and other methods to assess the quality of personnel were very difficult and did not in any way relate to the professional qualities of the candidate.

But over time, the techniques have improved and now they are focused on each specific person.

When recruiting personnel, one should focus on the individual qualities of people. Indeed, sometimes there are professionals who are simply embarrassed to praise themselves. A properly designed psychological test should be used to identify these points.

To provide the best analysis, the HR department or HR manager needs to do several different research methods. This will reduce the risk of biased assessments.

Eliminate the subjectivity of the assessment

The ultimate goal of creating all methods for assessing potential employees is to exclude the subjective opinion of the person who selects personnel as much as possible.

Effective personel assessment plays a huge role in its management, being the basis of many procedures: hiring, internal transfers, dismissals, admission to the reserve for promotion, material and moral incentives, the application of sanctions, retraining and advanced training, personnel control, improving the organization of managerial work, techniques and methods of work, improving the structure of the apparatus.

The assessment procedure can be classified in several ways.

1. By object, i.e. by what is estimated:

1) activity (complexity, efficiency, quality, attitude towards it, etc.);

2) achievement of the goal, quantitative and qualitative result, individual contribution and contribution to the overall results of the unit and the organization as a whole;

3) whether the employee has certain personal qualities (knowledge, skills, character traits), the degree of their expression and the employee's mastery of certain functions.

2. According to the sources on which the assessment is based:

1) documents (autobiography, resume, characteristic, test essay)

2) the results of personnel interviews (interviews);

3) data of general and special testing;

4) reports on the performance of production tasks or behavior in special situations;

3. On the ways of carrying out the assessment procedure using information obtained from this source.

4. According to the criteria according to which the assessment and selection of the best or worst indicator occurs.

5. By subjects (candidate or employee performing self-assessment; his colleagues, managers, subordinates, members of a special commission).

6. By period. You can evaluate a person not only for a certain calendar period, but also for the time of work in an organization, department, given position.

The main principles of effective assessment focus on improving work is considered; thorough preparation; confidentiality; a comprehensive unbiased discussion of the results of work (or testing), business and personal qualities of a person, their suitability for the position, prospects for the future; a reasonable combination of praise and criticism; reliability and uniformity of criteria, reliability of methods.

Assessment methods should correspond to the structure of the organization, the nature of the personnel's activities, the objectives of the assessment, be simple and understandable, provide for the use of quantitative indicators (optimally 5-6), combine written and oral assignments.

Method of standard estimates consists in the fact that the manager fills out a special form, describing every aspect of the employee's work. This method is simple and accessible to use, but since the manager's assessment is always subjective, in order to increase its validity, the form can be filled out by an employee of the personnel service, who thoroughly discusses the work of the person being certified with the manager in advance. This practice ensures uniformity of assessments within the organization, helps to overcome subjectivity, is well received by employees, but requires significant costs.

Method of questionnaires and comparative questionnaires in its simplest form, it is based on a set of questions and descriptions. The evaluator ticks each characteristic or leaves a blank space. In a complicated version, each position is assessed on a scale from “excellent” to “poor”, and the sum of the assessments becomes the overall assessment of performance. A variant of the questionnaire method can be filling out the latter not only by the manager, but also by the subordinates, followed by their comparison by a group of experts who form a comprehensive assessment of business and personal qualities.

The forced choice method consists in the fact that experts choose the most suitable characteristic for the employee from a given set (for example: sociability, work experience, ability to plan, organization of personal work, observation, etc.).

Descriptive method assumes a consistent detailed description of the strengths and weaknesses of the employee and can be combined with the previous one.

Decisive Situation Method, used mainly in evaluating performers, it is based on descriptions of the "right" and "wrong" behavior of workers in certain situations, and then categorizing them depending on the nature of the work. The behavior of the evaluated employee is compared with them as a standard.

Behavior Observation Scale Method also based on his assessment in decisive situations, but involves fixing how many times and how a person behaved in them.

Behavioral Attitude Rating Scale Method involves filling out a questionnaire containing 6-10 most important characteristics of the work, formulated by both the assessed and the expert based on the analysis of 5-6 decisive situations. The expert evaluates the qualifications of the employee based on these characteristics, and informs him of the final rating. Based on these estimates, forecasts for the future are made.

Grade method of committees is that a person's work is discussed in a group. At the same time, it is divided into separate components and evaluated for each of them. As a result, a list of actions is compiled, assessed as successful and unsuccessful, on the basis of comparison with the requirements for the employee or position, a final conclusion is made, taking into account the "price" of the achievements.

Independent Judge Method is an assessment of a person by persons who were not previously familiar with him (5-7 people), on the basis of "cross-examination".

360 degree assessment method with The point is that the employee is assessed by everyone with whom he contacts in the course of work. At the same time, general and specific forms for each expert level are filled in. However, this method is potentially conflicting.

Assessment interview method. O but it has the form of a focused interview, in which the following are checked: intelligence (criticality, consistency, quick wits, imagination, productivity); motivation (interests, values, hobbies); temperament (persistence, determination, self-control, sociability, isolation, emotionality); experience (education, skills).

Situational interview consists in the fact that applicants are offered descriptions of the same situations, and then questions are asked about their possible actions. The assessment is based on the same principles as in the previous case. The disadvantages of the method are the complexity and cost of preparation, the non-universal nature of the situations, and the encouragement of responses that are consistent with the traditions of the organization, which prevents the emergence of people with new ideas.

Situation modeling method, most often used in assessment centers, it makes the assessment more reasonable and objective. He. is to create artificial, but close to real working conditions and management situations (selection of business papers, interviewing, development of draft documents, etc.). The evaluation criteria in this case are the ability to organize and plan, determination, flexibility, resistance to stress, work style.

Group discussion method assumes that the employee is led to participate in the discussion of the problem and defend his point of view in a group of 9-15 people. The discussion is recorded on tape, and then it is assessed by specialists - managers who are higher on several levels of management, since direct managers tend to be biased towards subordinates, give them biased assessments, and top managers have no grounds for this. They also have a better understanding of the job requirements.

Interviewing method, on the contrary, the subject is asked to conduct an interview with several “job candidates” and, accordingly, to resolve the issue. It is focused on testing the ability to correctly assess and select employees.

Often employees are assessed in special "Evaluation centers", where they not only comprehensively study employees and their managerial abilities, but also determine the training program for their development and improvement. For the first time, such centers were created in the American company ATT in order to identify the qualities of people important for this organization.

Personnel assessment centers are special independent structures or one-time events organized within firms on a commercial basis. They recruit leaders, practitioners and psychologists who are able to identify subtleties of behavior that outsiders may not notice. With their participation and under their leadership, a pre-selected group of 10-12 people undergoes testing within 2-3 days according to a special program. Tests are close to real situations and are designed so that you can offer many answer options, of which only one is correct.

In any exercise, each candidate is assessed separately by several people, then together they discuss points, personal impressions, and give an overall assessment.