The leading method of personnel assessment is. Personnel assessment methods (2)

The efficiency of any enterprise depends on how competent its staff is. In order to establish the effectiveness of the performance by each employee of the company of their duties, to identify the strengths and weaknesses of each member of the team, as well as to fulfill the requirements for confirming the qualifications of employees, it is necessary to assess the personnel. To this end, the enterprise should develop a personnel assessment system that allows not only to assess their skills, abilities, experience, but also to draw up a program to improve work with personnel, improve their qualifications, professional selection and create a personnel reserve.

Personel assessment. Why is this needed?

In the process of working at the enterprise, each employee not only applies his existing skills, but also gains experience that is necessary to solve new, more complex tasks. Accordingly, it is necessary that the assessment of personnel be carried out in a comprehensive manner, with the study of the features of a particular labor process. This allows you to determine, first of all, the compliance of an employee with his position, and also helps to identify his potential, which should be rationally used to solve the main goals and objectives set for the company.

An employee is hired in accordance with certain requirements established for qualifications and experience, which are confirmed (or not confirmed) exclusively during labor activity. Already in the process of joint cooperation, the skills of the employee declared upon admission to work, additional knowledge are revealed, the characteristics of his personality are manifested. Only in practice it is possible to determine how these data correspond to the criteria of the organization's production goals.

It is also important that the employee himself evaluates his abilities on his own. As a result of such an analysis, it will be possible to establish how the real abilities of employees coincide with the needs of the enterprise, and what contribution to its success can be made by the activities of each individual.

Only carrying out a personnel assessment allows you to create a rationally working structure, distribute the company's labor resources in the most efficient way, and also increase their efficiency. Constant monitoring and opportunities that open up for each employee as a result of assessing his work allow optimizing the work of each member of the team, stimulating them to perform their work duties with great zeal.

To evaluate the work of employees, you can use not only programs for monitoring working hours. A multifunctional DLP system helps to see who and what is doing during working hours .

Objectives of personnel assessment

Evaluation of the work of personnel allows you to achieve the following goals:

• match costs, aimed at performing a specific amount of work, and funds allocated for the maintenance of the employee, his workplace. If a certain specialist has low labor productivity, his content becomes unprofitable for the employer. In this case, it is necessary to reshuffle personnel as soon as possible so that this employee takes a job in accordance with his real capabilities and skills;
• identify the functional role of a particular employee throughout the organization according to his skills. There is a possibility that a certain employee does an excellent job of working in a team, actively develops, strives to show his best working qualities. Such a person can become a valuable link in a certain direction of the company's activities. This can positively affect the economic component of the success of the enterprise, if the appropriate conditions are created;
• assess the potential of an employee, which can be applied in favor of the enterprise without additional investments. A certain number of ordinary employees over the years of work acquire experience, knowledge, and skills that are important for the company, which become a strong base so that such people can work effectively in leadership positions. In this case, the owner of the enterprise does not need to spend money on finding and training new management personnel.

Tasks of personnel assessment

During the assessment of personnel performance, important production tasks are solved:

• a strong personnel reserve is created, consisting of full-time employees of the enterprise, which reduces the cost of recruiting new personnel;
• training of specialists with a high professional level is carried out, potential middle managers are identified directly within the company, their retraining or advanced training is carried out;
• methods of enterprise management are being improved, control of production discipline is being strengthened, the interest of personnel in increasing labor productivity is increasing;
• the staffing table is optimized due to the rational distribution of functions and responsibilities based on the results of the assessment: transfer of employees to other positions, reduction in accordance with the negative indicators of labor productivity identified during the assessment of work;
• introduction of additional motivational levers capable of stimulating employees to improve their production competence and qualifications. The result may be career growth, improvement of financial situation, realization of the potential of employees in terms of implementing their proposed projects.

Evaluation of the work of the company's personnel performs administrative, informative, motivational functions.

1. Administrative function is performed to close vacancies by means of personnel reshuffling, as a result of which:

• the employee can be transferred to another position in accordance with the results of the assessment;
• an employee is promoted;
• a vocational training plan is drawn up;
• a decision to dismiss is made;
• workers are rewarded.

1. informative function is implemented to improve management methods for working with personnel by informing about the existing requirements for qualitative and volumetric labor indicators. In this direction:

• the degree of loading of production personnel is revealed;
• the effectiveness of his work, the degree of compliance of qualifications with the requirements of the company is determined;
• it is possible to increase the size wages.

1. Motivational function allows you to increase the interest of each member of the team in increasing labor productivity. Evaluation of production personnel has a positive effect on the development of not only each employee, but also the company, since the presence of feedback is a powerful tool for improving the efficiency of the enterprise.

As motivation, stimulating levers of influence are used:

• career growth;
• the possibility of self-realization.

When is a staff appraisal needed?

In order for the personnel assessment system to give a significant result, it is necessary to determine before its development and implementation:

• what parameters will be evaluated, on what scale to measure them;
• what methods to use to collect realistic information;
• to whom to entrust the work of personnel assessment, whether there are competent employees for this;
• what to do with non-measurable aspects of processes;
• how to avoid the influence of personal sympathies.

The need for personnel assessment with the development and implementation of the system is most often caused by:

• the appearance of a stable outflow of personnel;
• lack of a personnel assessment system at the enterprise;
• the need to make management decisions on the company's HRM;
• planned more intensive development of certain areas in the company's work with the allocation of investments for these purposes;
• change (shift planning) of the team of the management sector of the enterprise;
• change (planning change) of strategic directions in the work of the company;
• the need to form a project team designed to solve strategic problems;

• the emergence of legal priority grounds for the movement of employees within the company;
• changes in the structure of the enterprise, optimization by reducing the number;
• the importance of optimizing processes in the company;
• the need to restructure the company;
• the need to understand for the formation of the program and training plan how competent the staff is;
• the need to form a personnel development plan, create a reserve of personnel;
• decrease in indicators of labor discipline;
• increased conflicts between employees;
• complaints of the company's employees against the employer to the relevant inspections;
• the need to change or create an incentive system for employees.

Personnel assessment methods

To assess the working staff, a variety of methods are used to evaluate each employee most accurately. These methods include:

• documentation analysis: familiarization with resumes, written recommendations, documents on education, qualifications, characteristics of managers, etc. The reliability of the submitted materials is assessed based on the determination of actual performance indicators related to the duties performed, skill level, experience, achievements, etc.;
• analysis of established requirements regulatory documents, standards, requirements for internal production processes, the quality of manufactured products and compliance with these requirements by personnel. To do this, a standard rating scale is being developed;
• psychological testing to obtain the results of the assessment of personality characteristics in a quantitative and descriptive way. By quantitative results, it is possible to compare the specific qualities of employees. A survey on personality tests can be conducted by a specialist familiar with the methodology, the processing of the results should be carried out by a specialist trained in the methodology of using specific questionnaires;
• assessment of working behavioral characteristics, an interview with an employee for his assessment;
• professional testing for specific working professions, positions, basic skills and knowledge. The development of tests is usually entrusted to the immediate supervisors of the assessed personnel, it is possible to involve external experts who are specialized specialists;
• business essay- assessment of the possibility of solving a certain production problem in a limited time period, identifying the employee's strategic vision abilities, the ability to find an algorithm for solving specific work issues;
• ranging- conducting a comparative analysis of employees in a particular unit, between structures related in processes, building a rating chain in accordance with pre-selected criteria;
• assessment of personnel by competencies- selected characteristics of behavior, showing how well the tasks are performed in a particular position at the enterprise;
• 360 degrees- processing information about the actions of the employee in the natural working environment, the presence of the necessary business qualities. This data comes from employees, clients, colleagues, subordinates, etc.;
• comprehensive assessment of competencies according to the Assessment-center method, at which a set of positions is evaluated. The monitoring team monitors the performance of the group's various tasks. During this process, the actions and behavior of each member of the group are evaluated against pre-prepared, work-related scenarios of behavior. The results obtained are discussed jointly, after which decisions are made;
• MBO (Management by Objectives)- management by goals, involving joint (boss-subordinate) setting of key goals for an employee for a certain period of time (from six months to a year). The number of goals should not be large, the main thing is that they reflect the most significant tasks inherent in the position of the employee for the planned period. It is necessary to adhere to certain criteria when setting goals - specificity, measurability, significance, time orientation, achievability of the tasks assigned to the employee;
• KPIs (Key Performance Indicators) evaluation of personnel performance according to the main performance criteria. It is necessary to establish how this assessment works as a monitoring of results and improving the performance of staff. At the same time, it is necessary to take into account the main goals of the enterprise, the evaluation criteria should be understandable for any employee for whom this method of evaluation is applied;
• personnel audit- allows you to assess the state of human resources at the enterprise, how effectively the personnel management system works in terms of implementing the strategy, tasks, achieving the goals set for the company. This method also allows you to identify areas of risk and development;
• attestation- it is assessed to what extent the employee's activity meets the standard requirements for performing work at a particular workplace in accordance with the position held;
• test cases- a methodology that is a structured description of a specific production situation that an employee must analyze in order to find the most acceptable solutions. This allows you to train or evaluate an employee on certain parameters. In this case, the real state of professional knowledge, skills, competence, personal characteristics is determined.

The choice of personnel assessment method depends on the motivation system that is implemented in the organization. On the theory and practice of employee motivation ...

What is the use of personnel assessment in an organization

The results of the assessment of personnel performance should be systematized, structured in order to obtain a real picture of the state of human resources in the organization. This procedure allows:

• establish the current state of personnel competence;
• determine the compliance of the qualifications of labor resources with the tactical tasks and goals of the enterprise;
• evaluate the professional contribution of staff to the effective operation of the organization;
• to apply in adequate amounts the remuneration of employees in accordance with their qualification level;
• identify the compliance of the employee's area of ​​responsibility with his job duties;
• identify the functional imbalance of the organization in terms of human resources;
• define priority tasks during the next performance appraisal;
• identify possible legal risks (labor disputes, penalties from inspecting authorities) in accordance with certain regulations;
• analyze the strengths and weaknesses of the procedures used for personnel assessment;
• develop recommendations to eliminate the violations identified during the assessment;
• develop recommendations for improving work on personnel training;
• outline directions for development, pay attention to risk areas of human resources in the organization.

Implementation of a personnel assessment system: mistakes and difficulties

During the implementation of personnel assessment, it is necessary to choose the right methodology, since often the chosen methods in practice do not correspond to the level of maturity of the organization. Often the assessment system is not tied to the system of motivation - material and non-material. In addition, employees may have a negative attitude towards the implementation of these activities, and managers do not want to spend time on their implementation. Often, the feedback from the managers conducting the evaluation with the employees is low, and the latter cannot perceive it. Some employees have overestimated or underestimated self-esteem, which sometimes makes it difficult to identify real skills and competencies.

The implementation of personnel assessment measures is a serious step that allows you to optimize the activities of the enterprise in each of its areas. As a result, the efficiency of the work of employees and their motivation increase, the staff becomes more competent and productive.

Why is personnel assessment needed, and how HR departments most effectively conduct personnel policy. The article talks about systems, methods and criteria for assessing personnel. An algorithm for constructing an employee evaluation system is described. What methods of personnel assessment exist, in what cases they are used. This article will help to understand the rather complex structure of the personnel assessment system, and will allow you to understand how you can get valuable information about a person to make decisions aimed at increasing the performance of subordinates.

Structure of the assessment system

Many companies sooner or later face the problem of personnel assessment. Indeed, for the successful development of any structure, it is necessary to constantly improve, know its prospects and correct mistakes.

Personnel assessment enables managers or personnel departments to more effectively conduct personnel policy, improve, attract new employees instead of those who do not cope with their duties and, thereby, do better work.

Personnel assessment is a system for identifying certain characteristics of employees, which then help the manager in making management decisions aimed at increasing the performance of subordinates.

Typically, personnel assessment is carried out in three areas:

• employee qualification assessment - when the characteristics of the standard are identified and compared with a specific person;
• analysis of the results of the work - here they evaluate the quality of the work performed;
• assessment of an employee as a person - personal characteristics are identified and compared with ideal ones for a given place.

If we talk about building an assessment system in a company in general, then it is very important to remember three main features, isolation from which will not give the desired result.

First, evaluation should be carried out regularly.

Secondly, it must have a clearly defined purpose.

And, thirdly, the assessment system should be transparent to everyone and based on generally understood criteria.

The personnel assessment system itself is a whole series of actions and activities aimed at assessing employees and of a permanent nature.

This system, in order to be effective, should be based on the main and universal scheme for conducting this assessment.

The first thing to do is to identify the company's need for personnel assessment and, on their basis, form clear goals that will be pursued when assessing employees. Among the main goals, monitoring of the social climate in the team, assessment of the quality of work and the degree to which a person’s qualifications fit the position are usually singled out.

The second step is to determine the subject of evaluation, that is, who to evaluate. Depending on the goals, the target audience is determined, the information about which the enterprise needs in the first place.

This is followed by the definition of the criteria by which the evaluation will be carried out.

This requires professionals in the industry who can identify the most appropriate characteristics for each specific position.

After choosing the criteria, it is necessary to choose an assessment method based on them. The choice of the method itself is also carried out depending on some criteria, including compliance with the goals set at the beginning, the degree of foreignness of one or another suitable method, objectivity, which is best expressed in quantitative characteristics, understandability for those being evaluated, and relevance, that is, the results really should be necessary.

The next stage of the personnel assessment system is called the preparatory stage. Here you need to perform a number of actions that will help in conducting the assessment itself.

• creation of an internal regulatory framework for evaluation - development of provisions, regulations;
• training of those personnel who will directly carry out the assessment;
• informing staff about the upcoming assessment and its positives.

After that, the assessment system enters its main stage - the actual conduct of the assessment itself, the implementation of the entire project.

All the information gathered from the assessment should then be reviewed for its relevance and the quality of the system itself.

The final stage in the implementation of the evaluation system is the action - the adoption of managerial decisions in relation to those people who were evaluated - promotion, demotion, training.

Personnel assessment methods

Let us now consider the methods themselves, which can be used in the evaluation of personnel.

According to their orientation, they are classified into three main groups: qualitative, quantitative and combined.

Qualitative methods are methods that determine employees without the use of quantitative indicators. They are also called descriptive methods.

• matrix method - the most common method, involves comparing the qualities of a particular person with ideal characteristics for the position held;
• the method of the system of arbitrary characteristics - the management or personnel service simply highlights the brightest achievements and the worst mistakes in a person’s work, and comparing them draws conclusions;
• assessment of the performance of tasks - an elementary method when the work of an employee as a whole is evaluated;
• method "360 degrees" - involves the assessment of the employee from all sides - managers, colleagues, subordinates, clients and self-assessment;
• group discussion - a descriptive method - which provides for a discussion of the employee with his managers or experts in the industry about the results of his work and prospects.

Combined methods are a set of descriptive methods using quantitative aspects.

• testing is an assessment based on the results of solving pre-set tasks;
• method of the sum of estimates. Each characteristic of a person is evaluated on a certain scale, and then an average indicator comparable to the ideal is displayed;
• a grouping system in which all employees are divided into several groups - from those who work perfectly well to those whose work is unsatisfactory compared to the rest;

Quantitative methods are the most objective, since all results are recorded in numbers;

• rank method - several managers rank employees, then all ratings are compared, and usually the lowest ones are reduced;
• scoring method - for each achievement, the staff receives a certain number of points in advance, which are summed up at the end of the period;
• free scoring - each quality of an employee is evaluated by experts for a certain number of points, which are summed up and the overall rating is displayed.

All of the above methods are able to effectively assess only a certain aspect of a person's work or his socio-psychological characteristics.

Therefore, it is not surprising that in recent years a universal integrated method has been increasingly used - the method of assessment centers, which has incorporated elements of many methods in order to achieve the most objective analysis of personnel.

This method has as many as 25 criteria by which a person is assessed.

Among them: the ability to study, the ability to make oral and written generalizations, contact, perception of the opinions of others, flexibility in behavior, internal standards, creative characteristics, self-esteem, the need for approval from superiors and colleagues, careerist motives, the reality of thoughts, reliability, diversity of interests, stability to stressful situations, vigor, organization, organizational and managerial abilities.

Main evaluation criteria

All criteria in the evaluation of personnel are usually divided into two main categories - performance criteria and competence criteria.

When evaluating performance, the achieved performance of a particular person is compared with the planned performance for a given period of work. To do this, clearly measurable tasks are set before the start of the reporting period. The effectiveness of the work is expressed in specific indicators: sales volume, the number of completed projects, the amount of profit, the number of transactions.

When assessing the competence of an employee, his knowledge and ability to apply them in practice, personal qualities, and behavior are evaluated.

One of the most effective ways of such an assessment is to solve situational problems, taking into account the position occupied by the employee or for which he is applying.

These tasks are of two types - descriptive and practical, and differ in the nature of actions in solving a specific problem.

Thus, the personnel assessment system is quite complex and has many nuances and aspects that need to be given maximum attention. Otherwise, all the work invested in the evaluation may result in a complete lack of information required at the output.

Checking the personnel today - in the conditions of fierce competition - the heads of enterprises pay increased attention. The success of the company directly depends on the criteria by which the staff is formed and how effectively their potential is used. And good leaders understand this. In connection with the demand, dictated by the realities of the time, higher educational institutions began to produce specialists of a new level - personnel managers. Courses in this specialty are also very popular. They enable mid-level managers to quickly master the new skills necessary for effective work.

At first glance, it may seem that not every enterprise and firm needs HR specialists. However, in reality, they perform a very important job that cannot be entrusted to other employees. Highly qualified management personnel own a wide range of methods and techniques for evaluating professional performance. Moreover, in this process, the experience gained is very important, and often the managers' own achievements also show themselves effective. Today we will describe the process of personnel assessment and cover all its stages.

Staff assessment: some general information

For the first time, personnel verification with a scientific approach to this issue was discussed around the twenties of the last century. The greatest interest in this process was traced among American businessmen, who tried to use every opportunity to increase labor productivity.

Thirty or forty years later, specialists appeared who dealt only with personnel issues. They began to be trusted with the recruitment of employees for production and analysis of the level of their qualifications in relation to their position. In this regard, there was a need to form basic knowledge that could become fundamental tools in the activities of HR managers. Thus, types of personnel assessment, methods of analysis and classification of criteria were developed, according to which the professional suitability of employees is determined. Of course, in this period of time they were still, so to speak, "raw", but nevertheless they gave good results.

In the nineties, HR courses became more and more in demand. Gradually, the new direction was transformed into a full-fledged scientific discipline, which to this day is systematizing the accumulated knowledge gained over the years of its existence. Most successful companies do not skimp on HR specialists, who can either be part of the organization's staff or be civilian employees. Today, large entrepreneurs try to analyze the activities of their employees at least twice a year. Such foresight allows saving working time, wages, making the most effective personnel changes and in other ways increasing labor productivity, and, consequently, the effectiveness of the enterprise itself.

We will give an assessment and classification a little later) can be represented as a combination of several systems that act as tools. The latter allow you to most effectively perform the functions of personnel management. These include:

• selection of employees;
• determining a workplace for them;
• motivational component;
• employee training;
• development of individual abilities of the staff, contributing to career advancement;
• formation of a reserve personnel base;
• solution of all personnel issues, including the reshuffle in all categories of personnel.

Above, we have listed the main functions of managers, but this does little to reveal their relationship with valuation activities. But this question is very important in the topic we are studying. We will talk about this later.

Functions of personnel management and evaluation of employees' performance

Before moving on to the types of personnel assessment, it is necessary to talk in more detail about the relationship between assessment activities and the main functions of managers, which we have already listed. So let's take a closer look at these processes.

Without personnel planning, it is already extremely difficult to imagine the work of any enterprise. Even small firms try to pay considerable attention to this issue. Based on the results of the assessment, the HR specialist reveals the level of qualification of existing employees, and as a result of the analysis, the company's need for new personnel becomes clear.

Recruiting new hires for any HR manager is a daunting process. Thanks to the application different types Personnel assessment specialists determine how effectively the company uses its resources to attract highly qualified workers.

Without training its staff, any company is doomed. She will not be able to keep up with the times and will quickly lose her positions to business competitors. Therefore, the assessment activity will make it possible to draw correct conclusions about how high the need for employees in training is. Also, by assessing the personnel of the enterprise, it turns out whether the existing training programs correspond to the spirit of the times and what results they give in reality.

Without exaggeration, the personnel reserve can be called the "golden" reserve of the enterprise. This database is updated based on the results of assessing the activities of employees and their effectiveness in various work processes.

Training and development of personnel are very close, but still they are not identical functions. in this direction determines not only the qualification levels of the personnel, but also its yet undiscovered potential. But for its 100% disclosure, training will be needed, which we have already written about earlier.

Without motivational and stimulating components, the process of interaction between the employer and employees is impossible. More precisely, it can be effective for only a short period of time. Then the introduction of some motivational systems is required. The assessment will help you choose the most effective tools that encourage employees to deliver higher performance.

The process of personnel assessment at some stages of the organization work activities is its integral part. For example, it is impossible to imagine hiring a new employee without a certain assessment of his personal and professional qualities. Also, when certain employees are promoted, a thorough analysis of their activities and potential, which can be revealed in a new position, is carried out.

Goals of employee evaluation

Management personnel primarily cares about improving the efficiency of each individual employee and the entire enterprise as a whole. But this is a kind of generalized formulation of the goals pursued by the manager, introducing the evaluation procedure into the working days. The scientific substantiation of the goal-setting of this process covers it more widely. It is believed that the main goals in the evaluation activities of employees of the enterprise are three goals:

• Identification of the benefits of keeping the employee. It is done by determining the ratio of costs for each specific employee and the qualitative amount of work performed by him. After receiving the results of the personnel assessment analysis, the manager can decide whether to continue to keep the employee in his place or to carry out a staff reduction.
• Identification of the employee's potential. Evaluation of personnel in this area is important when it comes to searching for a candidate for promotion. The head of the company must clearly understand whether there is a person among his employees who is able to take responsibility and take the vacant seat. Otherwise, the enterprise will have the costs of finding, attracting and training a person from the outside.
• Identification of a functional role. Each employee performs a particular role in the company. And often it has no connection with his position and professional skills. Functional role is a consequence of a combination of personal qualities and characteristics. Evaluation of employees allows you to determine the categories of personnel: a team player, a bright personality, a potential leader, and so on.

Interestingly, in many countries in Asia, personnel assessment is an integral part of the work process. And often it is completely based on it. This is most relevant for Japan. There, HR managers conduct a thorough and multifaceted assessment of the employee, determining his abilities, and only according to the results of the work done, they appoint him to a particular position. Thus, any enterprise uses its personnel as efficiently as possible, which increases its competitiveness and brings it to a new level of development.

Russian companies are still far from their foreign counterparts. However, every year foreign developments are more and more adapted to Russian realities and introduced into practice. But still very often problems arise due to the lack of a single system that would meet all the needs of the management team at the same time.

Criteria for evaluation

How can you evaluate employee performance? First of all, according to the set of criteria. Under them, experts understand a number of characteristics: personal, professional, behavioral, and so on. They should individually answer the manager's question about how exactly his duties will be performed by the employee. As a result, it becomes clear whether the employee's capabilities meet the requirements of the employer personally and corporate ethics.

Today it can be said that employees are developed taking into account many factors. The specialist studies the specifics of the company's activities, the current state of the company, as well as what exactly the manager wants to receive as the final product. It is very important for a personnel appraiser to understand the purposes for which a personnel assessment is conducted. That is, it is necessary to determine the priority criterion, depending on the type of activity of the employee. For example, when selecting personnel for employment on a production line, the priority is the high quality of work. At the same time, the employee must be executive, loyal, disciplined and have the ability to perform large amounts of work.

The result of the audits and its effectiveness for the head of the enterprise primarily depends on the evaluation criteria. Today, these criteria are mainly divided into two groups:

• Revealing This group includes an assessment of the professional qualities of an employee. The specialist evaluates his knowledge, skills acquired at work, as well as fixed skills. In addition, the behavioral model of the employee is studied, which is formed mainly from the totality of his personal qualities. It is most convenient to conduct such an assessment by setting certain tasks for the employee in the form of a number of typical situations that are most often encountered by him in the workplace. And he must solve them, relying on his professional skills. This method is quite effective when it comes to identifying the level of competence of an employee.
• Determining the effectiveness of work. In this group, all approaches and methods are associated with comparative analysis. For him, the real results of an individual employee and the indicators planned by management for the same period of time are taken. However, before carrying out an assessment according to such criteria, it is necessary first to very clearly outline the scope of tasks for the employee and notify him of the expected results. However, they must be expressed in certain categories. For example, sales volumes, transactions concluded, the amount of profit, and so on.

It should be noted that the development of criteria for assessing employees is a very important stage that precedes the process of assessing the work of personnel. At the same time, the work is carried out by a group of people: a personnel specialist, a manager, a personnel manager. In the future, they announce all the criteria to employees so that all participants in the process equally understand what is expected of them and how their professional performance will be assessed.

Primary requirements

When developing criteria, the internal needs of the company and its management are always taken into account. However, the general requirements applicable in the industry must always be maintained. Usually, at least seven general requirements are applied to the set criteria, which should not contradict individual ones.

First of all, it is necessary that the criteria be achievable. For example, if a company concludes ten to fifteen contracts a year with major partners through the joint efforts of the entire management team, then it is not worth setting the same ten contracts for each of them as the main task and then assessing activities based on these criteria.

An important condition for the development of criteria is their objectivity. The specialist must first of all take into account the position occupied by the employee and, already focusing on it, lead the development. Bias lies in the focus on a specific employee, which is a fundamentally wrong approach to assessing professional performance.

Don't forget about transparency. After all, the results of the assessment directly depend on how clear the employees are of the tasks assigned to them and the requirements presented.

In the process of developing criteria, it is necessary to take into account such requirements as motivation and compliance with job duties. That is, the evaluation activity should be combined with the motivational component. At the same time, it should be borne in mind that the requirements cannot be wider than the scope of duties that the employee performs while in his position.

Also, the criteria should correspond to terms such as "understandability" and "dynamic". The last requirement for the criteria is very important, since in modern realities the working conditions of companies are changing very quickly. And this means that employees of the enterprise must also comply with them.

Types of employee performance appraisal

Highly qualified management personnel owns several types or methods of evaluating the work of other employees. The more extensive their set, the higher the likelihood that the results of the assessment will be accurate and useful to the entrepreneur.

There are currently three types of assessment. They are classified according to their focus:

1. Descriptive.
2. Quantitative.
3. Combined.

Descriptive evaluation of employees

HR managers still very often call this type qualitative, since it completely excludes the use of quantitative characteristics. It allows you to describe the employee most fully, using several simple techniques in your work:

• matrix method. It consists in creating an ideal model of an employee for each position available in the company. In the future, the staff will be compared with this matrix.
• System of arbitrary characteristics. For such an assessment, it is required to single out the most significant achievements and failures from the entire work activity of an employee. Further, the manager or specialist in charge of personnel management conducts personnel assessment based on the data received.
• Evaluation of the performance of tasks. This approach is considered the simplest of all. It is often used by novice specialists when the goals of personnel assessment do not affect the promotion of an employee. In this case, the assessment requires data on the entire work of a particular person, allowing you to understand how well he copes with his direct duties.
• "Three hundred and sixty degrees." To obtain the material necessary for the analysis of the production activities of an employee, information is required from his colleagues, superiors and subordinates.
• Group discussion. Each employee individually conducts a conversation with his manager and invited experts in the same field in order to find out the effectiveness of his work and further prospects in this industry.

Quantitative type of evaluation

This type of assessment is considered the most accurate, since its result is presented in the form of numbers, tables and charts. When using it, the following methods are used:

• Point scores. Before checking the work of the personnel, a point system is developed, which is built on assigning a certain point to the employee for each of the possible achievements. After the required time period has elapsed, the results are summed up, which clearly show the effectiveness of the staff.
• Ranked. This method requires a very long preparation and a lot of experience. It is based on a rating system. The criteria for its compilation vary in each case, depending on the needs of the manager. Briefly, it can be described as the process of assigning a rating to employees, and those who are in the lowest positions are subject to reduction, dismissal or removal from their position.
• Free scoring. This approach is a combination of the two previous ones. An employee of the company receives points for his personal and professional qualities. As a result, a rating is compiled, which is used by the manager for his own purposes.

Combined score

If the manager wants to cover all the qualities and achievements of the staff as widely as possible in order to obtain the most detailed information in the evaluation process, then he must turn to its combined form. It includes two main methods:

• Sum of points. Each employee is subjected to a thorough analysis, and a score is assigned to their characteristics. As a result, they are summed up and then compared with the ideal indicator derived using the matrix.
• Grouping. Here, the result of the assessment excludes individuality, since all personnel are subject to division into groups. They may have different purposes and purposes. For example, the manager allocates impeccable employees into one group, into the second - initiative, but without sufficient experience, and into the third - the most hopeless. There are quite a few variations on this method.

Despite the fact that all of the above types of assessments seem comprehensive, in reality they allow you to evaluate only certain aspects of an employee's performance. Therefore, HR specialists are working on the creation of more effective methods that would allow obtaining the most accurate results in several parameters.

Format of personnel assessment indicators: possible options

The result of a personnel check usually ends up on the manager's desk in the form of an evaluation sheet. Its most convenient design is a table. And it can be in different formats.

For example, the quantitative format involves comparing ratings for each employee. At the same time, all the criteria declared on the initial stage checks. But an individual format based on an assessment of personal and professional qualities gives the manager information about what types of work an employee can perform and what skills he has.

Personnel management and personnel assessment are very important aspects of the company's activities, contributing to its development and determining the growth prospects.

Personnel assessment in an organization is an important aspect of management practice and theory. The team of both the private enterprise and the public service must be able to realize the goals of the company, based on its values. In order to form and maintain a powerful team, to achieve the strategic goals set by the administration, it is necessary to systematically evaluate employees using various existing methods.

Certification

The most common form of performance appraisal is personnel appraisal and appraisal, which is a special managerial measure carried out periodically in an organization in full compliance with national labor laws. This is done by a special commission, which includes representatives of management, heads of structural divisions, representatives of the personnel department and other employees who are somehow related to personnel management.

Attestation is a complex system that uses various assessment methods. Its results are necessary for:

• Evaluation of the employee's compliance with the current position, his specialization and skill level (grade), the possibility of revising the salary within the appropriate levels for this position.
• Monitoring the fulfillment of the goals set for employees during the previous certification.
• Setting goals for the next period.
• Definitions for employee development activities.
• Making personnel decisions: changing the salary, transferring an employee to another grade, changing specialization, promotion / demotion, transfer to another job, dismissal.
• Changes in the compensation package by transferring to another grade (position).

Certification and evaluation of personnel, if possible, should be carried out regularly. Its frequency depends on the position. When carrying out certification, certain characteristics of a particular person are compared: business qualities, sociability, professional qualifications. Then the results obtained are compared with the results of the work of other employees and industry standards for this position.

Selection of indicators

Before developing a procedure for attesting employees, it is necessary to carefully study all the functions and tasks that employees must perform in accordance with the job description. Based on the analysis, indicators are selected - criteria for assessing personnel.

For each specific function performed by an employee, or for each individual task, it is necessary to develop clear, well-understood performance indicators and performance standards for subordinates. To establish standards for the performance of work, the optimal number of indicators is selected, which will serve as benchmarks for assessing the various qualities of an employee. In practice, a certain set of evaluation criteria is most often used for this. It may include, for example, the following items:

• Professional knowledge.
• performance and participation.
• Attitude towards managers and employees.
• Reliability.
• Quality of work.
• Work intensity.
• The pace of work.
• The ability to express yourself.
• Ability to organize planning.
• Attitude to work.

Evaluation Criteria Requirements

When defining standards, certain requirements must be met. Thus, the developed criteria should:

• Display normative ideas about personal and business qualities, labor behavior, the results of an employee's activities, based on organizational and individual goals.
• Have quantitative certainty to evaluate different levels of performance.
• Be reliable and valid to exclude subjective errors.
• Be understandable to managers and performers.

In addition, the costs of the evaluation process should not exceed the benefits of its results. To obtain a thorough description of the object of analysis, it is necessary to use a sufficient number of criteria.

Sequence of evaluation processes

When evaluating and analyzing the effectiveness of employees, it is necessary to follow a certain sequence of actions in order to ultimately obtain clearly structured data. Such analytical material is easier to process, and the business assessment of the staff will be as correct as possible.

1. The first step is to define the goals to be achieved. They should be described as clearly as possible, otherwise the whole point of certification is lost.
2. The level of performance actually achieved against the established standards is then measured. The range of methods, ways, tools for this is huge and depends on the structure of the organization and the tasks it performs.
3. The third step is to compare the actual results with the desired (or expected). This will help to objectively rank employees among themselves based on achievements and failures.
4. The next stage is the mandatory discussion of the results of the assessment with employees in compliance with all the rules of business ethics.
5. At the end, motivational, qualification, administrative and other decisions are made based on the results of the study.

Whatever the assessment of personnel management, employees should know what positive results they achieved in the reporting period, what prevented them from successfully solving problems and what recommendations they can use in their future activities.

Valuation principles

Personnel assessment methods will fully function subject to the following principles:

• Objectivity. Only reliable information bases and systems of indicators are used in determining the characteristics of an employee. Current activities, period of work, dynamics of results are taken into account.
• Publicity. Comprehensive familiarization of the audited employees with the assessment methodology, bringing the results to the attention of interested parties.
• Efficiency. The speed and timeliness of certification, the regularity of its conduct.
• Democracy. Participation of members of the audited group in the assessment of subordinates, colleagues.
• Unity of evaluation criteria.
• Clarity, accessibility and simplicity of the procedure.
• Efficiency. Taking prompt action based on the results.

Personnel assessment in the organization is carried out in two areas of activity: current and prospective. Current activities are analyzed in terms of labor productivity and compliance with the requirements for a particular position. When planning long-term activities, managers determine what qualities need to be developed, what needs to be taught to the employee, the procedure for improving qualifications, and how best to unleash his potential.

Basic indicators

In order for the assessment of the work of the personnel of an organization, enterprise, institution to be adequate, it is recommended to first determine a list of the most important indicators. For example, they may be:

• labor productivity;
• professional conduct;
• personal qualities.

The business assessment of the personnel must meet the following requirements: completeness and reliability of displaying the results, specificity, ensuring compatibility with the achievements of other employees, as well as with the previous period.

For different positions, the main indicators may vary. Somewhere stress resistance is important, somewhere speed of decision-making, perseverance and scrupulousness, the ability to convince or the ability to say “no”. A person cannot be perfect in everything. Therefore, 2-4 positions are determined that are critical for a particular profession, and when checking, they focus on them.

In order for the evaluation of the professional activities of employees to be objective, one should use a variety of methods that are best suited to the structure of an organization, its goals, and the nature of the team's activities. Professional sources describe many methods for studying and analyzing the competence of employees. Among them:

• Certification is an assessment of the work of personnel, which uses an integrated approach using various methods. During the audit, the attestation commission determines the compliance of the candidate with the vacant position or the position he occupies.
• forced choice method. This procedure consists in the selection by experts of the most suitable characteristics for the employee, for example: the ability to plan one's activities, sociability, work experience, etc.
• The descriptive method involves the creation of a consistent, detailed description of the positive and negative traits of each employee.
• Testing is a system for assessing personnel, in which professional knowledge and skills, abilities, motives, and personality psychology are determined. These qualities are revealed with the help of special tests that can be deciphered using "keys".
• A business game is a kind of management game, during which the knowledge and skills of an employee are analyzed, and his ability to work in a small group is also assessed.
• Management by objectives (in foreign literature - Management by Objective (MBO)). Evaluating the effectiveness of personnel by this method involves the general setting of tasks by the manager and employee, after which the results of their implementation are evaluated at the end of the reporting period. This system covers all positions in the company - from technical to institutional levels.
• Performance Management. According to this system, not only the final results of the employee's work are evaluated, but also his competencies - those personal qualities that are necessary to achieve the goals set.
• The assessment center (group and individual) is designed to test employees in terms of competencies for specific personnel tasks. Personnel assessment methods may include behavioral interviews, as well as case studies (game situations). For the selection of candidates for high positions and in the evaluation of top managers, the emphasis is on behavioral interviews, and for the promotion of employees to the personnel reserve - on business games.
• Self-report (speech) consists in making oral presentations by the manager or specialist to the work team, during which the implementation of the work plan and personal obligations is analyzed.
• 360° method. According to him, employees are evaluated by colleagues, managers and their subordinates. For each person, an individual and general questionnaire is filled out.
• Evaluation by the method of committees. In accordance with this method, the work of employees is discussed in a group, while it is divided into separate tasks. As a result, a certain list of actions is compiled, each of which is evaluated as successful and unsuccessful.
• Method of independent judges: an employee is evaluated by independent persons who did not know him (usually 5-7 people act as "judges"). At the same time, personnel assessment methods are based on the principles of cross-examination.
• Interview: The applicant acts as an HR manager and interviews several job applicants. The ability to correctly analyze and select employees is checked.
• observation. In this case, the employee is assessed both in an informal (on vacation, at home) and in a working environment using the methods of momentary observations and photographs of the working day.

It should also be noted that at each stage of an employee’s work in a company, certain assessment methods can be used: for example, in the process of selecting an employee for a vacancy, you can use the interview and testing method at the same time, and to make a decision on dismissal from a position, it is enough to conduct an employee appraisal.

Scope of Research

The analysis of personnel assessment directly depends on the amount of research, the quantity and quality of the study methods used. In terms of content, they can be partial, when they evaluate only certain qualities of the performer or the level of work performance, and complex, when they consider business and personal qualities, labor behavior, and performance results in a complex.

According to the regularity of the study, they are divided into those that are organized constantly with a certain frequency (depending on the position: once every six months, a year, two, etc.), and episodic assessments that are due to a certain stage (completion of the probationary period, promotion service, disciplinary responsibility, etc.).

Depending on the frequency, the assessment is divided into current, final and prospective. The current one determines the level of performance by the employee of duties on this moment. The final summaries the performance of the work and its results at the end of a certain period. Perspective determines the abilities, qualities, motivations, expectations of the employee, that is, it allows you to predict his potential.

Grading system

Depending on the criteria, a quantitative, qualitative, analytical (reduction of all results according to all criteria) assessment and determination of time guidelines are distinguished. Personnel performance appraisal is divided into two types:

• Systemic: when all blocks of the analysis system are involved;
• Unsystematic: when the appraiser has the right to choose criteria, methods, methods, tools, analysis procedures.

Subjects of evaluation

This concept refers to employees evaluated by their manager, colleagues, clients, subordinates. They can also be subjects of a comprehensive, so-called 360° assessment, which takes into account all of the above factors in combination.

In addition, the so-called self-assessment, or internal assessment of personnel, is practiced. Information in this case is obtained after motivational monitoring. The combination of conclusions on external and internal testing allows you to more fully implement the orienting and stimulating functions of research.

Evaluation of the labor activity of the personnel allows:

• Assess the professionalism of an employee, namely: the level of professional training (knowledge, skills), the level of psychological preparation (orientation of the personality, motives of behavior, adaptability, character traits, temperament), labor efficiency (productivity, quality of labor), the desire for rationalization and inventions.
• Develop recommendations for the development of personal and professional qualities of employees.
• Determine the degree of compliance of remuneration, its effectiveness with the efforts of the employee and his expectations.
• Determine the main directions of personnel development.
• Form an effective mechanism for professional motivation of employees.

Foreign experience

Personnel assessment in foreign countries somewhat different from how this process goes with us. in the USA and Western Europe apply a special test for personnel assessment - Bussiness Personality Test (BPT). It contains 100 questions, the results of staff assessment vary on a scale from 0 to 10 points. This allows you to get much more information from each question for analysis than using the traditional “no / yes” scale, or choosing from given answer options.

In the giant General Electric concern, criticism was found to be an ineffective means of informing subordinates about shortcomings in their professional activities. In order to provide feedback, there needs to be a two-way discussion on specific performance improvement issues. In Japan, personnel assessment is based on the production philosophy adopted here, that is, the abilities of each employee are determined individually. A feature of this assessment of personnel is its regularity and obligation for all.

Domestic experience

In Russia, both analytical methods for assessing personnel and special electronic devices that work by analogy with “lie detectors” are used. For example, the Luch apparatus, created by researchers at the Institute of Psychology, allows specialists to test such human qualities as quick wits and reaction speed.

Conclusion

Not all of the above methods are equally good in the implementation of the personnel assessment process. Their effectiveness directly depends on the goals set, the level of maturity of the company, its objectives and the type of corporate culture. Equally important is the assessment of staff training, possession of theoretical knowledge and practical skills. Agree, it is better to evaluate an employee using the performance management method, since each company works directly for the end result, which is customer satisfaction and profit. Therefore, in order to achieve these goals, it is necessary to periodically check how the work of each employee is performed. Already on the basis of these data, the administration can make an appropriate managerial decision to increase wages or, conversely, to reduce it, to promote career or to dismiss a person.

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, more simply, the unjustified bureaucratization of all levels of government in the state and business. The fact is that the systems and methods of management 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 in combination with the 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:

·quantity

·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 the 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 example:

% - unsatisfactory

% - satisfactory

% - quite satisfactory

% - Fine

% - 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 Assessment in the general view includes 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 group members are given material that they need to familiarize themselves with, make their own decision on question asked and during a group discussion (40-50 minutes) to 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 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 vote 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 to promote the balanced scorecard (BSC), a truly modern, management technology that has proven its effectiveness in various countries and industries. The 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 harder 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, their more competent combination and 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 the 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 a system of priorities: strategic business parameters, the achievement of which ensures successful business development. 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 evaluate the performance of an individual manager or specialist, the performance of a functional structural unit, their direct contribution to the achievement of 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 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 correlate with the costs of human capital as 1: 2. In our country, the opposite ratio has traditionally been.

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 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 the 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 grows, 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 that is 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 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, often the borrowing of advanced methods and management systems is 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 attestation 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 the reduction of staff, the movement of an employee 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 should they necessarily 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 is 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 general direction 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 evaluation, 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 It also shows that the results of the company's work directly depend on the interaction between employees, on teamwork, and not only on individual success. Interaction between employees is key factor 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 towards highly professional personnel, for the preparation and training of which significant corporate resources could be spent, towards 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, the traditional assessment of personnel is directed to the past, while with modern approach development-oriented assessment of personnel is designed to help employees understand the direction of the company's development, 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 HR management must 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 the term of his labor 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 of periodic assessment of the results of an employee's work or demonstrated skills, approaches to the performance of 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 This:

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 remuneration 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 contributing largest contribution in achieving 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 evaluating an employee's business qualities, the manager who conducted the evaluation can proceed from his personal, subjective judgments, then when evaluating, for example, the quantity 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. 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 evaluating employees from various sides, 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 most a big problem when using the method of monitoring work, this is the lack of time for the evaluator to constantly monitor how each of the subordinates works. 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 concrete examples correct or incorrect work behavior of an 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 forces managers to take the personnel assessment process 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 use of 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 independently, but in combination with other assessment methods, which allow to more accurately determine and distinguish between different levels of efficiency.

.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 a comprehensive 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 draw up 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 when different values weight coefficients of evaluation indicators, although such a 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 computer system "Personnel Assessment", 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.

Bibliography

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2. Fundamentals of the scientific organization of labor at the enterprise: Textbook for higher education. Ed. ON THE. Polyakov. - M.: Profizdat, 1987, 2875 pages.
3. Personel assessment. / V.E. Khrutsky, R.A. Tolmachev. - 2nd ed., revised. And extra. - M.: Finance and statistics, 2007. - 224 p., ill.
4. Personnel management of the organization. V.P. Perachev. - Moscow, 1998, 447 pages.
5. Shekshnya S.V. Personnel management of a modern organization - M .: 2002, 355 pages.
6. Travin V.V., Dyatlov V.A. Fundamentals of personnel management - M.: 1995, 205 pages.
7. Organization personnel management. Textbook / edited by A.Ya. Kibanova 2nd edition, supplemented and revised - M .: - INFRA - M. 2002, 636 pages.

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