Expert system for assessing labor results. Personnel assessment methods (2). Assessment of personal qualities and skills of personnel

Evaluation of personnel using various principles allows you to clearly identify any aspects related to the performance of the tasks assigned to them by employees, to determine the characteristics, personal qualities of the organization's employees.

The principles of personnel assessment are based on the study of common criteria, 25 of which are sufficient to identify the qualities of a person. Among them may be the ability to generalize orally or in writing, management, careerist motives, internal standards, including ethical principles, human self-esteem, his organizational and creative abilities, organization, reliability, etc.

Often, the personnel appraisal system at an enterprise involves the use of the appraisal center method or a universal complex method. If the goals and objectives of personnel assessment are correct, then it is possible to effectively assess the work of employees, taking into account:

• current monitoring of work results;
• the possibility of carrying out certification activities;
• results obtained in the course of monitoring and certification.

It is very important to promptly communicate the results of monitoring and certification to each employee.

The concept and goals of personnel assessment are associated with a purposeful process that allows you to establish the compliance of all qualitative characteristics of an employee, including his skills, motivation, abilities and character, with the requirements of the role he plays.

Assessment and development of personnel allows you to achieve the following goals:

• to identify the level of professionalism of the employee (knowledge, skills, abilities);
• to investigate psychological readiness (motives of personality behavior and its orientation, employee temperament);
• to evaluate the employee's labor efficiency related to the productivity and quality of labor, the desire for rationalization and invention;
• develop appropriate recommendations for the development of personal and professional qualities of employees;
• to identify the degree of correspondence between the level of remuneration and the efforts of employees, the level of performance and the expected result;
• establish directions for personnel development;
• to form an effective mechanism for motivating employees.

Methods on the basis of which the employee is assessed

Qualitative (descriptive) methods allow you to evaluate workers without using quantitative ones. The most common among them is the matrix method, which is based on comparing the characteristics of an employee with possible ideal criteria corresponding to the position he occupies.

It is possible to single out the achievements of the strongest and the mistakes of the weakest workers using the method of the system of arbitrary characteristics, which involves comparing these indicators with each other. Applying the elementary method, they evaluate the performance of an employee of the organization as a whole. Often, the use of the 360-degree method allows an employee to be assessed from all sides by other employees, from management to clients of the company. The prospects and results of the work of a particular employee are discussed on the basis of a discussion method conducted by experts and management.

Combined or descriptive methods are based on quantitative aspects. For example, testing or a method of summing scores. Each of the characteristics is assessed according to a specific scale with the subsequent determination of average indicators for comparison with the ideal.

Quantitative methods make it possible to assess the quality of an employee with the greatest objectivity, recording each result in numbers. The ranking method is the most common quantitative assessment, which is a rating of the characteristics of an employee, compiled by several managers. After that, the ratings for all employees are reconciled and those at the bottom of the table are reduced. If the method is applied scores, then the employee can receive a predetermined number of points - they are summed up based on the results of the entire period.

Indicators of a comprehensive assessment of employees

Using the criteria for assessing personnel, it is possible to obtain a characteristic of indicators that are equivalent for all employees. Since the information about the employee must be reliable, this will require objectivity and accuracy of the indicators. Therefore, a comprehensive assessment of the work of personnel is carried out on the basis of clearer criteria.

A criterion or a certain threshold influences whether the indicator is satisfactory or unsatisfactory in relation to the established requirements from the organization to its employees. They are both planned and standardized.

Personnel assessment technologies involve the use of groups of the following criteria:

1. Professional.
2. Business.
3. Moral and psychological.
4. Specific.

Professional criteria include characteristics related to knowledge in the field professional activity, skills, abilities, the presence of professional experience in a person, etc. Among the business criteria are: responsibility, organization, efficiency, initiative.

Moral and psychological criteria are associated with justice, honesty, psychological stability, the ability of the employee to self-esteem. The generators of specific criteria are the qualities of an employee that characterize his authority, state of health, and personality traits.

The system of indicators should be formed on the basis of:

1. Indicators of all 3 groups, which are equally important. If the criteria of a certain group are recognized as priority, this will lead to neglect by workers of other types of activities.
2. Indicators that should not only cover all the necessary aspects of work, but also not form a too cumbersome system that will require a lot of time and money.

Personnel assessment automation system

The enterprise has a subsystem that facilitates the work of a personnel manager, a labor engineer, heads of departments for organizational development and personnel management. The work of employees is assessed by the above specialists and heads of departments on the basis developed by 1C - a program for personnel assessment based on special methods.

The product includes the following modules:

1. Professional and psychological testing.
2. Competency models.
3. Assessment of labor results by KPI.

The functional areas of the 1C: Enterprise program in the "Personnel Assessment" subsystem are:

1. Personnel certification and analysis of labor results.
2. Monitoring the social and psychological climate in the team in the process of implementing new or risky management decisions.
3. Researching the strengths and weaknesses of project and management teams.
4. Creation of teams of professionals, taking into account the individual psychological characteristics of each employee.
5. Selection and admission of candidates based on the analysis of the assessed qualities, personnel competitions, rotation of personnel, taking into account the compliance of employees with job requirements.
6. Implementation of a personnel competency system, forecasting the behavior of employees in typical situations in order to identify potential risks associated with the activities of employees.
7. Launch automated processes, including assessment and certification of personnel.
8. Assessment of employees' labor in the system of performance indicators (KPI).

The algorithm of all actions for the assessment and certification of employees is presented in the figure (IMAGE 1).

Rules for the development of an organization's personnel assessment system

The personnel assessment system can be developed as follows:

1. The rating system was copied, which is adopted in another organization.
2. Developed a self-assessment system.
3. Consultants were invited to develop a system that meets the selected requirements.

If the management instructed a personnel management specialist to develop an assessment system, then it may not get the desired result due to the fact that absolutely identical organizations practically do not exist. At the same time, this moment can have a positive effect on the further advancement of personnel up the career ladder.

If at one enterprise the requirements for employees are high, then at another they are average. In general, building an effective personnel assessment system in any organization will allow each employee to improve their status and qualifications. All specialists of the same profession and equal qualifications in different organizations perform different tasks, have different needs, etc.

If an organization needs to evaluate the performance of those specialists or workers whose activities are regulated by established standards and norms, then clear indicators can be obtained. These include the number of clients served, sales volume, etc.

A comprehensive assessment of personnel is associated with the establishment of not only the required level of indicators, but also certain conditions for the behavior of employees, allowing each performer to achieve a high level of efficiency of their own labor. If there are no clear indicators for assessing work results, then they are work goals set on the basis of job functions employee.

Since the assessment tools are selected and procedures are defined to assess the performance of employees in the organization, different enterprises may develop and present completely different requirements. This affects the effectiveness of the indicators obtained: they will be appropriate only if the personnel correctly perceive their work results.

To get the maximum benefit from the performance of the assessment system, it is necessary to correctly define its goals, since very often it boils down to issues related to bonuses and wages.

Stages of building a personnel assessment system

The main purpose of personnel assessment procedures is to obtain objective information on the following indicators:

1. The results of the work of the employees.
2. The effort required of them to achieve these results.
3. Employee satisfaction with working conditions.
4. Employee satisfaction with the remuneration they receive.

Personnel assessment is a system that allows you to measure performance and level professional competence employees, as well as their potential in the context of the company's strategic objectives.

During the assessment, the employer compares the employee in a particular position with a specialist who is ideally suited for that position.

In the West, formalized appraisal appeared in US companies in the early twentieth century.

In the 1960s, a new method appeared - management by objectives (MBO - Management by Objectives) - the personal achievements of each employee were assessed.

In the 1980s, a technique was created called Performance management (PM) - performance management. Not only the result is evaluated, but also the ways to achieve it. Assumes extensive employee feedback. It can serve as a tool for predicting the future professional development of an employee and planning his career in the company.

In the 1980s - 1990s, the objectivity of the assessment increased with the arrival of new technology- "360 degrees", which involves a systematic survey of people (manager, subordinates, colleagues and clients) with whom the employee works.

At the same time, the Assessment Center, which involves a comprehensive assessment of competencies, is beginning to enjoy popularity. It was mainly used in the assessment of senior managers for the purpose of appointment to these positions and for enrollment in the talent pool of companies.

In Russia, attestation is considered the traditional method of assessment.

Modern valuation methods have appeared in Russia recently, with the arrival of Western companies on the Russian market. The number of companies using RM, Assessment Center, including internal, "360 degrees" is growing, but not as fast as we would like. The main obstacle is the Russian mentality of the continuity of Western technologies, distrust of them, as well as the desire for stability and conservatism.

Let's consider the main methods of personnel assessment used in Russian companies.

Attestation

The certification procedure is set out in the officially approved documents. In the absence of such, the organization must have a duly approved "Regulation on certification" of the company's personnel. The procedure and all regulations are coordinated and approved by the top officials of the company.

Attestation is a right of the company's administration that can be exercised in relation to all or certain categories of employees. Employees who have worked for less than one year, pregnant women or having children under three years of age, representatives of top management may be excluded from the assessment.

Attestation is carried out one, two or three times a year. It can be regular or extraordinary by the decision of the administration.

Certification assesses qualifications, labor results (scorecard or on the recommendation of a manager), the level of knowledge and practical skills (in the form of a standard exam), business and personal qualities.

Evaluation criterion - professional standard specialties and positions.

An attestation commission is created from representatives of the middle management, personnel services workers, and trade union members. The number is usually determined by an odd number of participants from 5 to 11. The commission, in the presence of the employee, examines all the data and makes a decision on the future fate of the employee in the organization.

The results may be the basis for the dismissal of an employee in accordance with Art. 81 of the Labor Code of the Russian Federation.
In case of disagreement with the decision attestation commission, the employee has the right to appeal to the Commission on labor disputes at the enterprise or go to court. The Commission must provide reasons for its decision.

It consists in the joint formulation of tasks by the manager and the employee and the assessment of the results of their implementation after the reporting period (usually the end of the financial year).

The assessment affects all categories and positions of the company.
1) A list of tasks is compiled:
a) the manager sets the tasks himself, and then brings them to the employees. Then there is an adjustment taking into account the employee's suggestions;
b) the manager and the employee set tasks independently of each other, and then agree on them during the interview.
2) The criteria for completing tasks (coefficient, weight as a percentage of the total success for each task) are determined in accordance with the company's strategy.
3) The success of the task is determined. The opinion of the manager is considered to be the priority, or a superior leader is involved in the decision.
4) Measures are outlined to improve the quality of work.

Evaluates the results, methods and competencies of employees, identifies areas of development, and plans an employee's career. All categories and positions of the company are eligible to participate. The emphasis is placed on the manager's feedback with the subordinate in the form of regularity of contacts once a year (formally) and more often (as needed, informally).

Interviews for setting goals and a final interview (conducted jointly by the manager and subordinates) are held once a year, where the employee is provided with feedback on his work and ways of developing his success and quality of work are worked out. The results of work are assessed by tasks and competencies, areas are identified and plans for employee training and career development are drawn up.

"360 degrees"

Competency assessment performed by people who constantly work with the employee.

Applies to individual staffing tasks, and as an add-on to the main system. The employee himself can initiate this assessment method in order to determine their areas of development.

The opinion about the employee is made by four parties: the manager, subordinates, colleagues and clients (above, below, next to and near) in the amount of 7 - 12 people. It is desirable that people evaluate not only positively, but also critically.

Competencies assessed:

Leadership
Teamwork
People management
Self-management
Sociability
Vision
Organizational skills
Ability to make decisions
Professionalism
Initiative
Adaptability

The data of the completed questionnaires and questionnaires is collected and sent for processing to an external provider (to achieve complete confidentiality) or processed online (automatically). Only the leader can show his assessment, thus providing feedback.

The results of the assessment (usually on a five-point scale) are received by the employee and his manager.

Assessment Center

1) Preparatory stage:
- defining the objectives of the assessment;
- development (updating) of a competency model. The model should be consistent with the overall strategy of the company and include the competencies required to complete a specific task. To develop competencies, business leaders are necessarily involved and, preferably, the first person of the company. Competencies are prescribed by level.

2) Development of the Assessment Center procedure:
- development of a scenario plan (timing and logistics of the event);
- simulation and / or adaptation of exercises;
- determination of the set and sequence of assessment techniques;
- training of experts, training of observers;
- familiarization of the evaluated participants with the Assessment Center program.

3) conducting the Assessment Center:

- conducting a business game, cases, group discussions in which the selected competencies are manifested. The topic can be anything, and does not have to correspond to the content of the employee's work. Each case provides an opportunity to evaluate several competencies in different combinations. Exercises are performed in a group or in pairs. The behavior of employees is monitored by specially trained observers - external consultants, employees of the HR department, representatives of business units;
- individual interviews, tests (intelligence, personality) with each participant according to the results of the game;
- general assessment of the participant of the game (integration session)- reduction of assessments. All observers express their opinion on human behavior during business games and discuss overall assessment each competence;
- drawing up a report on the results of the Assessment Center;
- providing feedback to the participants of the Assessment Center... It is very important that consultants / observers providing feedback are extremely tactful and discreet. Often in the Assessment Centers, ambitious employees with high self-esteem are assessed. After giving feedback, they should have a positive impression.

Also, the assessment methods can be informally associated with coaching, which is non-basic, but gives more detailed information about the employee - his potential, motivations, intentions, aspirations, strengths and weaknesses... Coaching is a powerful method that motivates and initiates the responsibility of an employee to his activities, therefore, at all stages of an employee's work, it can be used both as a method of assessment, and as a method of development, and as a way to motivate an employee.

Comparative characteristics of various methods, stages of implementation of the assessment system in the company, as well as the difficulties arising in this case.

Determining the need for personnel assessment
The company should evaluate, and the consultant can help in this by informing (the pros and cons of each valuation method) which valuation method is acceptable for the company and whether it is necessary at all, based on the analysis of the following factors:
Date of the last assessment activity.
Age of the company.
To what extent the company is financially ready for the implementation of the appraisal measure.
Having a strategy and mission.
How developed is the corporate culture of the company and what are its features.
Company size.
The scope of the company, the nature of the products or services provided.
Socio-psychological atmosphere in the company.
Stage of work of employees to be assessed and other factors.

To determine the actual need for an assessment, the consultant and the customer need to understand the reason for contacting a consulting company, because the wishes for an assessment can be very different, from a real need to identify the company's level of success to an assessment as a tribute to fashion. The latter wish is not a need for an assessment, but its implementation can trigger an irreversible process of the company's disintegration. Therefore, the process of determining true intentions, where a clear goal, result and specific objectives of the company are laid out, the first and most important stage in carrying out the actual personnel assessment.

Each stage of an employee's work in the company involves the use of certain assessment methods.

Applicable only in combination with other methods
+ - can be used separately

At the end stage probationary period use assessment interviews and tests of knowledge of the subject of activity.

Benefits of Conducting an Assessment

Benefits of valuation for the company
1. Determination of the results of work, the level of knowledge and skills of the company's personnel.
2. Possibility of personnel rotation and creation of a personnel reserve.
3. Creation of a targeted personnel development program.
4. Motivation of staff.
5. Building a corporate culture.
6. Organizational development.

Employee benefits of assessment
1. Determination of the place and role of each employee in the company - horizontally and vertically.
2. A clear understanding of the tasks set, the criteria for the success of their implementation, the dependence of the size wages and bonuses from labor results.
3. Opportunity to get feedback from the immediate supervisor.
4. Ensuring that achievements are not overlooked (if the system is working effectively).
5. Opportunity for professional and career growth.

Place of personnel assessment in the process of personnel management
Training. Personnel assessment helps to identify the training needs of employees, as well as to determine the effectiveness of the training programs used.
Personnel planning. Performance assessment allows you to determine both current and future quantitative and qualitative staffing requirements.
Staff selection. Performance measurement information is used to improve the methods used to attract and select personnel.
Employee development and career planning. Evaluation of performance indicators allows you to assess the potential of an employee and outline ways to perform more complex and responsible work.
Stimulation and motivation of work. Performance assessment helps to improve the effectiveness of the incentive and incentive system by providing employees with feedback assessing their contribution to the achievement of the goals of the organization and the department.
Formation of a personnel reserve and work with it. Assessment of the work and work behavior of employees is the basis for the formation of the reserve and determining the effectiveness of its preparation.

Implementation of the personnel appraisal system in the company

The implementation of the assessment system in the company takes place in several stages:

1) Making a decision on the creation of an assessment system in the company by the top management and HR department of the company. Actions at this stage:
Determine the goals of the assessment and its impact on the motivation of employees (preliminarily conduct a survey of employees).
The HR function should make a presentation to senior management on the advantages and disadvantages of different assessment methods.
Making a decision on the implementation of the assessment system in the company as a whole and on its method of implementation.
Decision to create working group.

2) Creation of a working group, which will include representatives of middle management, HR department, legal and PR services, possibly external consultants and company employees. The team provides senior management with a detailed roadmap for building and implementing the system, and a budget, if necessary.

3) Selection of assessment methods and development of the first version of the system. Stages:
a) development of a system of corporate competencies.
b) the organizational structure of the company and line subordination are clarified to clarify the cascade of the hierarchy.
c) the assessment system correlates with the business planning system in the company and KPI
d) the assessment system must fit into the entire range of HR tools.
e) review and clarify job descriptions.

The result is the final decision on the assessment method, the structure of the assessment system, the set of competencies, the rating scale, options for forms and forms.

4) Refinement of the system and preparation of documents by the HR department: regulations on the assessment, assessment forms, instructions for the manager and the employee.

5) Information support systems within the company, conducting training for managers (assessors) according to the plan: explaining the benefits of assessment for the company and employees, a clear description of the sequence of the assessment, the structure of assessment forms and how to fill them out, training in setting goals and correlating them with the business plan, telling about the consequences results for employees and the company, training in the skills of conducting an assessment interview with employees.

6) Refinement of the system, taking into account the wishes of middle managers.

7) Conducting training for staff.

8) Conducting an assessment.

9) Summing up, analysis of successes and failures.

Errors and difficulties in the implementation of the assessment system
Inconsistency of the method for assessing the degree of maturity of the company.
Negative attitude of employees towards any assessment of their work.
Assessment of the personal qualities of employees in isolation from job responsibilities and competencies.
The assessment system is not related to the system of material and non-material motivation.
Managers feel they don't have time to complete the assessment.
Employee involvement in setting goals is minimal.
Managers give bad feedback, and employees do not know how to take it.
Underestimated or overestimated self-esteem of employees.

• Personnel assessment, assessment

Keywords:

1 -1

Introduction

Mastering modern management methods for Russian enterprises is not only an important and urgent 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 lag behind the highly developed countries of the world in the field of management. This is most clearly manifested in recent years with the strengthening of the so-called vertical of power, or, more simply, the unjustified bureaucratization of all levels of government and business. The fact is that the systems and methods of management currently applied in Russia are the approaches applied, at best in highly developed countries, 50-60 years ago, and the improvement in this situation began quite recently.

The competitiveness of Russian companies of all sizes and industries, without exception, relative to enterprises and firms in highly developed countries (judging by the quality of goods and services in combination with productivity, efficiency of their production) is extremely low. Without a radical revision of control systems at all levels, none of the most advanced machines and equipment will be able to provide the proper economic result. But it is with modern management technologies that not everything is going well in the country.

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., Considered the automation of personnel assessment, gave 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 personnel certification. When choosing methods of personnel certification, it is important not to lose sight of its goals, namely: assessing the performance of employees and their compliance with their positions, as well as identifying promising employees for their training and promotion. From this understanding of the objectives of certification, it logically follows the division of certification procedures into two components:

o labor assessment

o personel assessment.

Labor assessmentaims to compare the real content, quality, volume and intensity of personnel with the planned. The planned characteristics of staff work, as a rule, are presented in plans and programs, technological maps, the work of the enterprise. Assessment of labor makes it possible to assess:

·amount

·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 opportunities in order to assess the prospects for growth (rotation), as well as the development of personnel activities necessary to achieve the goals of personnel policy.

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

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

All assessment methods can be divided into methods individual assessment employees, which are based on the study of the individual qualities of the employee, and methods group assessment , which are based on a comparison of the performance of employees inside.

Many assessment methods that are used today date back to the last century. However, over the course of evolution, these methods have undergone significant transformation.

The most common personnel assessment methods are:

Questionnaire method.

An assessment questionnaire is a specific set of questions and descriptions. The assessor analyzes the presence or absence of these traits in the assessed person and marks the appropriate option.

Descriptive assessment method.

The evaluator must identify and describe the positive and negative behavioral traits of the assessed person. This method does not provide for a clear recording of the results and therefore is often used as an addition to other methods.

Classification method.

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

Pairwise comparison method.

In this method, in a group of attested persons who are in the same position, each is compared to each, after which the number of times the attested was the best in his pair is counted. Based on the results obtained, an overall rating for the group is built

It is based on the assessment of the employee's suitability for the position. The most important component of this type of assessment is the list of tasks that must be performed by the certified employee. 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 making decisions, ways to accomplish the assigned tasks. It is also taken into account how economically the employee uses material resources. Then, the qualities of the certified employee listed in the list are assessed, for example, on a 7-point scale: 7 - very high degree, 1 - very low degree.

The analysis of the results can be carried out either according to the correspondence of the identified assessments to the reference ones, or by comparing the results obtained from employees of the same position.

Specified distribution method

With this method, the evaluator is required to give employees ratings within a predetermined (fixed) distribution of ratings. For example:

% - unsatisfactory

% - satisfactory

% - quite satisfactory

% - Good

% - Great

total - 100%

The only thing that requires from the employee is to write off the employee's surname on a separate card and distribute them into groups in accordance with the specified quota. The distribution can be carried out on different grounds (evaluation criteria).

Decisive Situation Method

To use this method, evaluators prepare a list of descriptions of the “right” and “wrong” behavior of workers in typical situations - “decisive situations”. These descriptions are categorized according to the nature of the work. The assessor then prepares a journal for each person being assessed, in which he enters examples of behavior for each category. Later, this magazine is used to assess the business qualities of an employee.

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

It is based on the use of "decisive situations" from which the required personal business and personal qualities of the employee are derived, which become the evaluation criteria. The assessor reads the description of any assessment criterion (for example, engineering competence) in the rating questionnaire and marks the scale in accordance with the qualifications of the assessed person. An expensive and time-consuming method, but accessible and understandable for workers.

Behavior Observation Scale Method

It is similar to the previous one, but instead of determining the employee's behavior in the decisive situation of the current time, the evaluator 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 in front of the description of the character trait that, in his opinion, is inherent in the employee, otherwise he leaves an empty space. The sum of the marks gives the overall rating of the employee's questionnaire. Used for assessment by management, colleagues and subordinates.

Interview.

This technique is borrowed by human resources departments from sociology.

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

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 to work at the firm;

hobbies;

self-assessment of opportunities, health;

marital status, family relationships;

forms of leisure activities.

360 degree assessment method.

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

The method of independent judges.

Independent members of the commission - 6-7 people - ask the attested various questions. The procedure resembles cross-examination of different areas of activity of the assessed person. A computer is located in front of the judge, on which the evaluator presses the “+” key in case of a correct answer and, accordingly, the “-” key in case of an incorrect answer. At the end of the procedure, the program issues a conclusion. Manual processing of the employee's answers is also possible, then the correctness of the answers is entered into a previously drawn up form.

Testing.

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

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

psychological, making it possible to assess the personal qualities of the employee;

physiological, revealing the physiological characteristics of a person.

Positive sides test score is that it allows you to obtain a quantitative characteristic for most evaluation criteria, and computer processing of the results is possible. However, when assessing the potential of an employee, the tests do not take into account how these abilities manifest themselves in practice.

Committee method.

The assessment is carried out by a group 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 performance of each activity is determined in points on a scale (for example, from -10 to +10), and thus the degree of success is determined;

three lists of works are drawn up: those works that can be solved successfully, which work out from time to time, and those that never succeed;

o a final comprehensive assessment is made

o Assessment in the very general view contains the following four steps:

the choice of the qualities to be assessed, the performance indicators of the employee;

using different methods of collecting information;

assessment information should give a comprehensive view of the person;

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

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

Assessment centers method.

This method solves two problems:

personal and business qualities employee, (usually this method is used to assess management employees)

a program of individual training for the leader is determined, which allows him to develop his abilities and behavioral skills.

The test takes different times, for example, to assess the professionalism of a foreman, several hours are enough, for a low-level manager - one day, for middle managers - two or three days, a little more for managers and top managers. Some of the procedures used for the assessment are:

* Implementation of management actions. For the two hours allotted for 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 is how the real activity of the company is imitated. After the completion of two hours of work on the assignment, an interview is conducted with the assessed person.

* Discussion of problems in a small group. This procedure allows you to identify the ability to work in a group. The members of the group are given material with which they need to familiarize themselves, independently make a decision on the question asked and during a group discussion (40-50 minutes) convince others that it is correct. 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 simulated for several years (2-5 years). Each hour counts as one year, during which a number of tasks are solved. The activities of each subject are evaluated by experts.

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

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

* Sometimes it is 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 indicative both for the management and for the employee himself.

The method of business games.

Personnel assessment is carried out within the framework of specially developed simulation and developmental business games. Both the participants of business games and expert observers are involved in the assessment. Certification business games are held, as a rule, for the result, which makes it possible to assess the readiness of staff to solve current and future problems, as well as the individual contribution of each participant in the game. This assessment method can be used to determine the effectiveness of staff teamwork.

A 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-six months). The goals should be specific, achievable, but tense, and be important both for the professional development of the employee and for the improvement of the organization's activities. The established goals outline the sphere of responsibility of the employee and the scope of his duties for those specific terms that are necessary to achieve the intended result. These results should be measurable at least as a percentage. Evaluation of results is carried out jointly by the manager and the employee on the basis of individual standards for achieving goals, but 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, which are necessary for successful professional activity within the framework of the corporate culture existing in the organization. The gap between the required and the 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 specific results of professional activity, is the subject of assessment and self-assessment, as well as independent expertise.

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 was exactly the technology that would allow our companies to "leap" 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 impossible to count the number of consultants who, in the vastness of Russia, "huddle" business structures for the introduction of the BSC in them. It is even harder to count the number of Russian CEOs who have succumbed to promises of overwhelming success from this trendy technology. But not everything is so simple.

BSC is really possible only in developing and learning organizations, in companies with flexible organizational structures of management, within the framework of well-established procedures and regulations of 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 have been mastered. The BSC does not replace other management technologies, but is only one of the forms of increasing efficiency.

In essence, the BSC is a format for comprehending the position of an organization in an increasingly complex external environment and internal conditions of activity, the format of linking long-term (strategic) and short-term (operational) results of the activities of enterprises and firms, this is an approach to more effective 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 productivity management of all aspects of the activity of an enterprise or firm: the quality of products, services, productivity of operations, 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 placed on the correct determination of the system of priorities: the strategic parameters of the business, the achievement of which ensures the successful development of the business. The need for the emergence and implementation of the MTP was largely due to the growing role of intangible assets in ensuring business competitiveness. Typically, intangible assets include the value of the intellectual property of a business (patents, licenses, etc.), well-known trademarks (brands) and the so-called "goodwill" - a very vague and not always clear set of everything that is usually called the value of a firm ( this may include long-term contracts, and the reputation of the company's top managers, and much more). In fact, 90% of the total amount of intangible assets of a modern company is its managerial potential (management systems, decision-making systems, forms of organization and incentives for 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 somehow quantifiable, then the assessment of management potential 90% is a cadre of managers and specialists, their number and proportion, their professional composition and qualifications, skills and knowledge, experience, efficiency and quality of work ... The most powerful management potential in the world today is in the hands of American companies.

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 assessment 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, and be able to link current efforts and long-term results. The reasons for this are as follows:

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

With the deepening of specialization and division of labor, it is extremely difficult to assess the performance of an individual manager or specialist, the efficiency of a functional structural unit, and their direct contribution to the achievement of the company's overall performance without the use of special procedures and assessment methods.

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

The connection between the results of the labor of an individual worker and the general final results in the context of the deepening division of labor is more and more difficult to trace. Passing through numerous chains of the process of developing and making management decisions, the results of the activities of an individual leader or specialist are difficult to isolate and evaluate. An increasingly powerful arsenal is required, which is implemented within the personnel certification and assessment procedures.

Human capital expenditures are 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 management systems and structures that the organization has. And the more perfect the organization's management system, the more successfully it operates in the most dynamic and harsh economic environment. It is not for nothing that in the leading companies of industrialized countries, investments in fixed assets, in machinery and equipment are correlated with the cost of human capital as 1: 2. In our country, the opposite ratio was traditional.

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

The external conditions of business (the economic environment) and the conditions of competition are changing. On the one hand, the economy of highly and medium-developed countries (which today can include, for example, China) is becoming more and more saturated with high-tech industries. There is less and less dependence on raw materials and businesses with a low share of conventionally pure products in sales and more and more - from the cost of intellectual labor and the application of results in production. And the forms of productivity of intellectual labor and mainly 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. Predominantly price competition is replaced by 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 targeting target market segments, rather than by the price level. Hence, the criteria for assessing the performance of the company as a whole and their employees (especially management personnel and specialists) change significantly. Evaluating the performance of personnel only according to traditional criteria (for example, profit, sales, etc.) in modern conditions may not be correct enough. Non-financial or non-quantitative criteria (for example, investment activity, flexibility and adaptability of management systems and structures, etc.) are beginning to play an important role.

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

The complexity of assessing the effectiveness of managerial work requires the development of appropriate procedures. The question is where the assessment efforts are directed and what are the criteria. In our country, the criteria in assessing a leader 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 at almost any level is good public relations (PR). Of course, PR is important for any manager, but not only as one of the criteria.

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

The BSC arose due to the need to assess the return on the company's managerial work, from that part of intangible assets, the efficiency of 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. BSC originated as a tool for assessing the role of intangible assets of various kinds in increasing the competitiveness of the company, as it developed, it organically came to the need to restructure the entire personnel assessment system based on new principles, new criteria and methods. But the essence of the BSC has remained largely unchanged: to quantify what, in principle, cannot be accurately quantified.

The problem is that with the illiterate use of the BSC (unjustified narrowing it 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 management potential and its contribution to increasing competitiveness, in the most the important end results that characterize the achievements of this highest competitiveness, neither the BSC as such, nor the system of personnel assessment in the company, by themselves, will give the desired result.

But in modern conditions, and the use of such an approach is often not effective enough to build a holistic personnel assessment system. In modern conditions, it is becoming increasingly important to assess the effectiveness of costs for personnel development, i.e. recruitment, professional development, improvement of staff motivation and incentives. In addition, it is necessary to assess the effectiveness of investments in personnel development (evaluate them using standard procedures investment analysis it is not possible either in terms of payback periods or in assessing the contribution to improvement financial indicators companies, since the importance of non-financial results is great here).

And their share in the total volume of investments in business development is growing more and more, especially in high-tech companies. To assess the effectiveness of the company in general and to set goals in the field of certification and personnel assessment, in particular, at present, other management technologies, a different level of methodological and organizational tools are needed, corresponding to the nature of the tasks facing the business.

2. The role of personnel assessment and certification systems

To understand the place of modern technologies for personnel assessment in the system of internal management, 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 reorganized towards the creation of integrated personnel services, which is associated with a change in the set of functions, the status of the personnel service in organizational structure management and role in the process of making managerial decisions. Currently, such services are typical for companies with high level competitiveness.

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

You should not consider 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 purely accounting (maintaining personal affairs, personnel records, registration and implementation of personnel decisions). Opportunities for survival of such companies in the market conditions are associated not with management restructuring, 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 established in their companies, then management does not affect competitiveness in any way. These managers see their role only in ensuring the stability of production, to release products without any special undertakings, not worrying 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 management is considered overkill. The functions of human resources services are the selection, training and professional development of personnel.

This approach can be successful for the company if it can find a place in the market free from competition. This is usually the case for a small or medium-sized enterprise targeting a niche market. But as the scale of the business increases, it may happen that the company either outgrows this niche or enters into competition in a new market segment, or the segment's niche becomes a growing market attractive to other manufacturers. As a result, sooner or later competition from distant and obscure becomes close and visible. The ability to produce products of proper quality and establish regular management is not enough. It will take care of how to surpass competitors' standards in terms of prices, production costs, quality, delivery accuracy, service level, etc.

2.1 Features personnel management enterprises of different levels of competitiveness.

personnel assessment attestation 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 department are not limited to accounting functions and can be expanded within the framework of the previous status and staffing of this service.

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

Insufficient attention is paid to the qualifications and motivation of employees, issues of personnel management in general. In this case, as a rule, we see high employee turnover. It is believed that if it is necessary to increase the volume of production, you can freely hire additional personnel, without thinking that such an approach is likely to negatively affect the quality of the product, and therefore its competitiveness. A very calm attitude to 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 outside?

The decisive word when appointing to a position belongs directly to the managers, the decision is made by them independently, without an expert opinion or even coordination with the personnel department.

B) lack of understanding of the role of the management factor in general.

At the same time, the issues of improving structures and systems, forms and methods of management are considered redundant. The focus is on what was appropriate 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 domestic market, on the other hand, the close ties of the surviving enterprises in the market with local or federal authorities power, budget money.

Companies of the second level of competitiveness strive to make their production and management systems “externally neutral”. This means that such businesses must fully comply with the standards set by their main competitors in a specific market (industry or region). They try to reproduce in themselves what the leading firms are doing: they seek to borrow as much as possible techniques, technologies, methods of organizing production from the leading enterprises of the industry; purchase raw materials and materials, semi-finished products and components from the same sources as their main competitors; follow the same principles and approaches in product quality management and production efficiency ( process approach), establish a similar nature of relationships with workers in their production (including systems of organization and labor incentives); begin to implement the personnel appraisal and appraisal systems.

However, borrowing of advanced methods and management systems is often carried out formally, without a thorough analysis of the essence of a particular management technology, without the conditions for its adaptation to the specifics of an enterprise or firm. As a result, HR services are being created only because business leaders already have it. Personnel appraisal and appraisal systems are applied without major revision of the functions, status and powers of HR services. Some enterprises have already reached the second stage and are trying to apply the most modern approaches to work 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 HR department, including by changing the status of HR management in the organization.

C) Changes in personnel policy. The stake is not placed on a manager or a 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 hire managers and specialists from the best companies in the same industry, relying mainly on their high qualifications and professional qualities, without taking into account the specifics of a particular enterprise or production.

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

E) the personnel appraisal and appraisal systems are based on the analysis of the suitability of the position and the results of its performance for the individual employee in order to make the reduction of staff more reasonable, the movement of the employee within the company. Here the main form of work is the work of the certification 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 competitiveness to the firm. The question for the management of such companies is: if their enterprises have different comparative advantages in competition 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” to the 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 focused on 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 department is the widest. Moreover, the traditional areas of activity (accounting, personal affairs, registration) do not determine the main content of their work.

B) each employee, especially who has worked in the company for a long time, is considered 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 professional development, his competence, knowledge of the specifics of the company's business are extremely important). From here, staff turnover is minimized.

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

D) the systems of attestation and assessment 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 most fully reveal his personal and qualification potential.

E) the status of the integrated human resources service in the organization is increasing. Its leader not only becomes accountable directly to the first official company, but also integrates a number of functions and related services previously reporting to other senior executives of the firm.

There are very few companies in the 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 governance in Russia the way they do best companies world, and at the same time see the general direction of development of systems effective management.

However, there are companies that are ahead of the competition for many years. These are the companies that have managed to achieve fourth level of competitiveness , a company with world-class manufacturing. They do not seek to copy the experience. the best firms industries and want to exceed the most stringent standards in existence. They have already created full-fledged integrated HR services that perform a wide range of functions and are responsible for all aspects of HR policy. Here, the development of human resources is seen as one of the most important aspects of ensuring long-term success in competition. The main features of HR management at the fourth level are the following features:

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

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

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

.3 Approaches to personnel assessment

In the science of personnel management, two approaches to personnel assessment can be distinguished.

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

The traditional approach to personnel assessment has the following objectives:

promotion of 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 solutions related to personnel training and development.

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

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

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

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

periodic assessment of the degree of achievement of individual goals;

training and assistance to employees;

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

Personnel assessment, built on traditional management by goals, allows you to increase control over the 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 remuneration for the results achieved and making decisions about promotion.

At the same time, the experience of using the traditional personnel appraisal system in many Western companies turned out to be ineffective or generally 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 personnel appraisal system assumes that the company's performance is a simple sum of the performance of each employee in the company.

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

Secondly, within the framework of the traditional system of management by objectives, the main emphasis is placed on the achievement of final results. The employee is given a result-oriented goal, for example, to receive revenue in such and such an amount, and it is assumed that an employee who has a clear idea of ​​what is required of him will find a way to fulfill it.

Third, the traditional goal-based management system involves the involvement of the employees themselves in the determination of individual goals. Employees want to have a lot of control over their work, and providing such control, naturally within a reasonable framework, will certainly be an additional incentive.

But in fact, the definition of goals by the employees themselves is by no means 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.

An organization-oriented personnel assessment process should contribute to the professional growth and development of employees, and not only be focused on assessing the performance of personnel over the past period. It would be all the more wrong to regard the assessment as a basis for staff reductions. 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 him. You need to think about ways to increase the return on the human capital invested (created) in the organization. Modern technologies staff appraisals and appraisals are, first of all, ways to increase the return on this capital, finding ways to best manage these corporate resources. This does not mean that upon completion of the assessment and certification, employees always retain their jobs, that in the worst case, everything is limited to personnel rotation, the selection of another position within the company. But respect to highly professional personnel, for the training and education of which significant corporate resources could be spent; to personnel who, moreover, have experience in this company, is becoming the dominant trend of modern corporate governance.

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

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

An organizational development-oriented personnel appraisal process includes three main features:

setting goals and standards for monitoring their implementation;

an overview of the work done;

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

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

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

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

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

The assessment 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.

Performance appraisal and comprehensive assessment of personnel is an integral part of a well-established HR 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 for success in the competitive struggle today. A properly constructed personnel appraisal and appraisal system is the first indicator of the level and quality personnel work in company.

In the West, according to management theory, CERTIFICATION is a summing up of the results of an employee's work at the end of the term of his labor contract, 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 of the employment contract.

Personnel assessment in management science is a system of periodic assessment of an employee's performance or demonstrated skills, approaches to work performance (for a month, a quarter, a year) in accordance with the goals (standards) and tasks (results) of activities established for a given position.

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

To understand why an organization needs personnel appraisal and appraisal, it is necessary to define goals (quantitative and qualitative) that must be achieved in the performance of appraisal and appraisal procedures.

2.5 Objectives of Personnel Qualification and Assessment

Basic goals This:

determination of staff performance;

change in wages and incentives based on performance;

employee development;

Additional goalsinclude:

checking the compatibility of the employee with the team;

checking the motivation to work, to work in this position;

determination of the employee's career development prospects.

General goals:

improving personnel management and increasing the efficiency of personnel work;

increased responsibility and performance discipline.

Specific:

determination of the range 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 attestation as a tool for downsizing is considered unacceptable.

Let's consider in detail the main goals of certification and personnel assessment.

Determination of staff performance.

Personnel assessment distinguishes effective employees from ineffective employees. The manager must be able to determine which people are contributing to the strategic goals of the organization and which are not. In an organization focused on achieving high results, there is no place for "leveling": poorly performed work should not go unnoticed. Those employees who cannot fulfill the tasks assigned to them should be provided with the necessary assistance and given the opportunity to improve their work. If the employee's work still does not meet the necessary criteria, then corrective actions should be taken to him: relocation, demotion and, in extreme cases, dismissal. Effective business leaders never hesitate if a layoff is necessary. Leaving employees who are not doing their job well will send the wrong signal to employees who are doing their job well. For example, the American company "Microsoft" annually fires about 5% of its employees, based on the results of personnel certification.

A condescending attitude towards an incorrect personnel appraisal system "results" in a long-term problem. High-performing employees want their work to be noticed and rewarded. To motivate personnel to work effectively, it is necessary to select 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 effective and ineffective employees.

Change in wages and incentives based on performance.

In order to help improve employee performance, work well done must be rewarded. The people who contribute the most to the strategic goals of the organization deserve the most rewards.

Employee development.

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

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

3. Personnel assessment technologies

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 selection of a rating system is a function of top management. It is largely determined by the level of organization 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 ready to spend on these purposes.

Personnel assessment can be carried out according to two main areas: assessment of work results and assessment of professional skills and approaches to work performance.

Performance evaluation.

One of the most simple and effective ways evaluation is the assessment of the final results of labor. First of all, this concerns such indicators as the volume of work performed, the amount of revenue received by the employee, the number of clients served.

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

Assessment of professional skills and approaches to work.

As a rule, the work is judged by the result obtained. But it is inappropriate to rely only on the results of 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 assess the approach to 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, competence is a model of work behavior, approach, knowledge and skills that are necessary to perform work at an acceptable or high level and to successfully achieve goals for the period being assessed.

The biggest problem in skill assessment is subjectivity. First, everyone can understand in different ways what is “good” and what is “bad”, or which approach to doing work will be considered effective and which is ineffective. Secondly, when evaluating the same employee, some will assume that the employee has shown the best approach to solving the task assigned to him, while others - that the employee worked very poorly and used a completely wrong approach to solving the tasks assigned to him. If these issues are left unaddressed, the effectiveness of assessing skills and attitudes to work is practically reduced to zero.

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

Assessment of the possession of a skill or approaches to the performance of work has another fundamental advantage over the assessment 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 assessment 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 be corrected in his work. At the same time, the assessment of skills and approaches to performing work focuses on the reasons for achieving a particular result and, accordingly, makes it possible to determine the directions of 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 of obtaining information about an employee's work

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

Observation.

This method is the most reliable way of obtaining information about the work of company personnel, but also the most difficult to use. Moreover, the complexity arises not only because of the possibility of misunderstanding the actions of the evaluated employee. The biggest problem with the performance observation method is the lack of time for the assessor to constantly observe how each of the subordinates is performing. 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. The evaluator receives information about good (or bad) work directly, and not from third parties, often based on hearsay or misunderstanding.

The negative aspects of this method include the fact that the assessment 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 for it specific examples correct or incorrect employee behavior.

Information from colleagues at work.

Employees of the same department or members of the same team who work together on a daily basis, as a rule, 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 uncover problems that are not visible at first glance, and obstacles that prevent the achievement of company goals. Employees' opinions about the work of their colleagues may be based on biases or misunderstandings, so it is imperative that employees provide evidence or examples of the right or wrong approach to doing the 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, a consumer is understood not only the company's clients (external consumers), but also personnel (internal consumers). Conducting research and surveys among the company's internal consumers will provide information about the problems that arise between employees. Such surveys can be carried out using questionnaires, which contain questions about the work of certain employees with whom they have to deal with in their work.

For surveys of the company's clients, you can use special questionnaires in which you are asked to answer a number of questions about the quality of the services provided. Clients, unlike company employees, are not at all required to fill out questionnaires. 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 the line manager.

Customer complaints are an important source of information about the work of company personnel. For example, the minimum number (or absence) of complaints from customers can act as a performance criterion. Moreover, with the help of this information, you can learn about errors when working with clients and take measures to eliminate them.

Reports.

This method of obtaining information is necessary, first of all, to determine the actual results of work and the degree of achievement of the individual goals of the employee. Sources of information can be not only financial reports, but also any others, for example, a report on the number of transactions concluded or products sold (in kind). Estimates obtained on the basis of such information are most suitable for calculating bonuses and changes in remuneration based on staff performance. On the other hand, the information obtained on the basis of reports on the results of the company's (or department's) activities does not say much about the reasons for the failure to fulfill the set goals, it only records this fact. Therefore, this information is difficult to use to determine the directions of development and training of personnel.

3.2 Methods for assessing the organization's personnel

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

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

Let us consider in more detail the general methods for assessing the organization's personnel.

General methods.

Written characteristics method- one of the simplest methods of personnel assessment. The leader can assess the work of the subordinate, 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 performing certain duties. Also, the evaluator can give recommendations for the development of the employee.

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

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

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

Graduation.

The grading system provides for the presence of specific levels of labor efficiency, for example, highly effective, efficient, acceptable, ineffective, unacceptable. The performance of each assessed employee is 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 pre-allocation, i.e. each level is predetermined by a corresponding fixed percentage of employees. This method is called the "method of a given distribution".

There are some very strong arguments in favor of using this method, because it allows you to overcome the problem of overestimating or underestimating the manager of his subordinates, as well as assigning average marks 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 are doing well in their duties and those who do not meet the necessary criteria.

Nevertheless, the technology of a given allocation of performance levels can meet resistance within the organization. If used incorrectly, this technology can lead to increased competition, erosion of trust and a deterioration of the working atmosphere in the team. On the other hand, absolute standards for determining the level of efficiency set specific goals for the personnel, without leading to increased competition in the team, i.e. it is also necessary to evaluate the conditions for applying the method.

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

This method offers a unified approach (based on a common scale) for assessing different employees, thereby providing a single base for assessing personnel across all departments of the organization. In addition, the rating scale method is quite easy to use, does not require any great effort on the part of the evaluating manager, large money or time expenditures.

The main problem with using this method is uncertainty in the choice of estimates. For example, what does a grade of 3 (“acceptable”) or a grade of 5 (“excellent”) mean? What is the difference between them and what is the basis for choosing one or another assessment? To avoid such questions, the rating scale method should not be used independently, but in combination with other assessment methods that allow for more accurate determination and delineation of different levels of effectiveness.

.3 Organization of the Periodic Personnel Appraisal Process

The process of periodic personnel assessment (certification) serves to successfully achieve the goals of the company. It allows you to link the business plan of the company with the work and development plans 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 assessment process is a cyclical process, i.e. the end of the evaluation cycle, the process is repeated again.

An important requirement during certification is strict adherence to the stages of organizing this work. The complexity and quality of certification procedures should correspond to the status, qualifications and experience in conducting certification of HR 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 in certification should be simple, understandable for 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 attestation and assessment of employees, aimed at significantly increasing 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 check their business and personal qualities. Stage duration: 1 - 2 years;

) supplementing interviewing and questioning with a system of attestation and assessment 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 his structural unit and the organization as a whole. Stage duration: at least 2 years;

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

The procedure for organizing and conducting certification assumes 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 certification results (results).

The introduction of the 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 a special order, must notify the heads of structural divisions and employees of the enterprise about the time frame and for what purpose the personnel certification is carried out, what goals and objectives it pursues, what conclusions for the organization as a whole and for each employee individually it will bring.

At its disposal, management should:

to announce who will prepare the methodological support of certification, 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 timeframe 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 Personnel Assessment

The Periodic Personnel Appraisal Process is designed to facilitate the following:

* 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 completing assigned tasks using mini - interviews and a more formal midterm assessment interview;

* Assessment of employee performance and identification of individual training needs required to improve employee performance;

* Improving the working relationship between the assessed and the assessors;

* Determination of the amount of remuneration and changes in remuneration depending on the employee's performance 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 target indicators;

action plan;

identification of key goals and skills;

mid-term interview or mini-interview;

appraisal interview;

determination of the assessment;

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 coming period. The main purpose of such a 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.

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

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

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

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

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

Also, the assessment of personnel reinforces the traditional mechanism of personnel management according to 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 the employee upon achieving the goals, consists in comparing the 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 evaluated employee for the period of time under consideration. In this case, the assessment may slightly deviate from the arithmetic mean due to the fact that one or another goal is somewhat different in importance. In addition, the manager may take into account special external circumstances that influenced the results and were beyond the control of the evaluated employee. In such a case, these circumstances should be explained in detail in the comments section.

Criteria for choosing an evaluation form. The development of assessment criteria is the process of selecting 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 specific 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;

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

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

Problem solving skills refer to the ability to identify what data an employee needs to solve problems, to identify the source of it, and from this to 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 assumed within each of the main groups.

The development of the system of factors should be carried out by specialists of the personnel service directly in interaction with the leaders, in whose subordination are the positions of this professional group.

Management skills can be described as "communication skills", "coordination of efforts", "representation". As well as being "considerate of subordinates" to characterize 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 the analysis of the entire set of assessments for each of the employees and the preparation of all the necessary assessment documents. It is practically impossible to calculate “manually” various scenarios of personnel assessment, ie. determination of the general integrated assessment of the company's employees at different values ​​of the weighting coefficients of the assessment indicators, although this task is relevant when making management decisions.

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

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

automated compilation of appraisal documents;

determination of various weights for the evaluated indicators.

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

In Russia, at the moment, there is not only a shortage of personnel assessment software, but also a complete lack of computer programs support for making managerial decisions in the field of human resource management. Such programs as "1C - Personnel", "BOSS - Personnel", etc. in fact, they are aimed at solving purely accounting and legal problems, but not management 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 and competitiveness of an enterprise in a post-industrial society.

One of the few tools for automating personnel assessment in domestic practice is the "Personnel Assessment" computer system, developed by the consulting company "TOP - Consultant". In this program, there is an extremely successful combination of the ability to conduct an assessment according to various scenarios, the construction of reporting assessment forms, on the one hand, and maximum ease of use, on the other. In addition to expert assessment, the program provides for the possibility of assessment by testing, i.e. in fact, the implementation of one of the most advanced methods of personnel assessment - the scale for observing work behavior has been ensured.

Bibliography

1. E.V. Maslov. Enterprise personnel management. - M .: Infra-M, 1999, 295 p.
2. The basics scientific organization labor at the enterprise: Tutorial for high school... Ed. ON THE. Polyakova. - M .: Profizdat, 1987, 2875 p.
3. Personel assessment. / V.E. Khrutsky, R.A. Tolmachev. - 2nd ed., Rev. And add. - M .: Finance and statistics, 2007 .-- 224 p., Ill.
4. Management of the organization's personnel. V.P. Perachev. - Moscow, 1998, 447 p.
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 p.
7. Organization personnel management. Textbook / edited by A.Ya. Kibanov 2nd edition, supplemented and revised - M .: - INFRA - M. 2002 636 pp.

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Posted On 15.05.2018

Introduction ………………………………………………………………………………………………

1. General approaches to employee certification …………………………………………

2. Forms of personnel assessment ………………………………………………………………….

3. Two approaches to personnel assessment ………………………………………………………

4. Personnel assessment methods ………………………………………………………………… ..

4.1 Quantitative assessment methods …………………………………………………….

4.2 Qualitative assessment methods …………………………………………………… ..

4.3 Diagnostic assessment system ……………………………………………… ..

Conclusion…………………………………………………………………………………………….

Bibliography.

Appendices …………………………………………………………………………………………

Organizations exist to achieve their goals. The degree of implementation of these goals shows how effectively the organization operates, i.e. how efficiently organizational resources are used.

The profit indicator allows you to assess the efficiency of the organization as a whole, which is formed from the effectiveness of the use of all organizational resources, including each employee. Naturally, employees do their job responsibilities differently - in any organization or department there are leaders, outsiders and middle peasants. However, in order to carry out this gradation, it is necessary to have unified system evaluating the effectiveness of each employee's performance of their job functions.

Such a system increases the efficiency of human resource management in an organization through:

¨ positive impact on employee motivation. Feedback has a beneficial effect on employee motivation, allows them to adjust their behavior in the workplace, and achieve increased productivity.

¨ vocational training planning. Personnel assessment makes it possible to identify gaps in the work of each employee and provide for measures to eliminate them.

¨ planning professional development and career. Assessment of employees reveals their weak and strong professional qualities, which allows you to carefully prepare individual development plans and effectively plan a career.

¨ making decisions on remuneration, promotion, dismissal. Regular and systematic employee appraisals provide the management of the organization with the information necessary to make informed decisions about pay increases (remuneration best employees has a motivating effect on them and their colleagues), promotion or dismissal.

The benefits mentioned above do not automatically come to the organization at the time of the implementation of the assessment system. They are implemented when the series is executed additional conditions:

¨ First, the assessment system and, most importantly, the actual assessment of employees' performance should be as objective as possible and perceived by employees as objective. To impart objectivity to the assessment system, its criteria should be open and understandable to employees.

¨ Secondly, the results of the assessment must be kept confidential, i.e. known only to the employee, his manager, human resources department. Disclosure of results creates tensions in the organization, fosters antagonism between managers and subordinates, distracts employees from preparing and implementing a corrective action plan.

¨ Employee acceptance of the assessment system and their Active participation in the assessment process are also a condition for its effective functioning.

It is very difficult to create an assessment system equally balanced in terms of accuracy, objectivity, simplicity and comprehensibility, therefore today there are several personnel assessment systems, each of which has its own advantages and disadvantages.

However, the most common is the personnel appraisal system.

1. General approaches to employee certification

Attestation is a process of assessing the effectiveness of an employee's performance of his job duties, carried out by his immediate supervisor. Attestation includes several stages: determining the date of attestation, training an employee and a manager, attestation interview and filling out a form.

Employee's personal plan ... One of the results of the certification interview is the approval of the employee's personal plan for the next certification period. The main purpose of the plan is to develop a "recipe" for improving employee performance. There are several forms of such plans, although the most common (and complementary) currently are the individual development plan and personal goals.

Individual development plan (Fig. 1) represents the employee's self-assessment (in relation to his position), his vision of how he could improve the results of his professional activities and activities that could help him in self-improvement. Often, an individual plan contains an item on the long-term professional development of the employee, i.e. development of his career.

Fig. 1. Individual development plan

Personal goals - this is a limited set of key tasks for an employee during the certification period. Setting personal goals is part of the system management by setting goals(MBO in English abbreviation). Included in personal plan goals should be specific, measurable, stressful and related to the tasks facing the organization as a whole and the unit in which the employee works. In order to achieve this, the goals set by the employee are discussed with the manager. The result of this discussion is an agreed personal plan for the employee, which guides him during the certification period.

Many organizations today use both individual development plans and personal goals to conduct certification. The first provides an opportunity to plan and evaluate Professional Development and the growth of the employee, the second sets specific professional goals and provides a tool for assessing their implementation.

Current control. During the entire certification period, the manager monitors the employee's work, including the implementation of the individual plan. For these purposes, the manager can use a special achievement registration form, which allows him to more objectively certify the employee at the end of the period and better prepare for the certification interview.

2. Forms of personnel assessment

One of the most important methodological problems - who must evaluate the employee. In the practice of most firms, this is done by a manager - a manager. In addition to him, in some cases, this is done by:

1. a committee of several controllers. This approach has the advantage that it eliminates the bias that can occur in a single-boss assessment;

2. colleagues of the assessed. For this system to bear fruit, it is necessary that they know the level of performance of his work, trust each other and do not seek to win each other the opportunity to raise salaries and advance in service;

3. subordinates of the assessed;

4. someone not directly related to the work situation. This option is more expensive than the others and is mainly used to evaluate an employee in a very important position. It is also possible to use this option in cases where it is necessary to combat accusations of bias and prejudice. Please note that when using this approach the evaluator will not have as much information as in the previous four options;

5. self-esteem. In this case, the employee evaluates himself using the methods used by other evaluators. This approach is used to develop the skills of introspection in workers, rather than to assess the performance of work;

6. using a combination of the above assessment forms: the controller's assessment can be confirmed by self-assessment, and the results of the boss's assessment can be compared with the assessment of subordinates or colleagues. A two-way (evaluator - assessed) discussion of the evaluation results provides good suggestions for senior management.

3. Two approaches to personnel assessment

Assessment methods in which employees are assessed by their line manager are traditional for most modern companies... They are effective in large hierarchical organizations operating in a fairly stable external environment.

Leadership Assessment: Competency-Based Methods

A. Agashkova

Executive appraisal is one of the most powerful tools for enterprise development. However, the assessment gives a positive result only if its goals are correctly defined (the goals of the assessment procedure do not conflict with each other) and the assessment tool is adequately selected. Each group of assessment methods is aimed at solving specific problems of the enterprise, has its own advantages, but also its limitations. a brief description of methods are given in Appendix 1.

Therefore, in practical work methods in their pure form are not used, but a combination of them is used. Due to the competent combination of assessment tools, they enhance the positive effects and compensate for the limitations. In practice, the best result is achieved by combining result-oriented assessment methods with competency assessment methods. The combination of these methods makes it possible to measure the degree to which the manager has achieved his goals and, at the same time, to ensure his development. This combination orients the assessment procedure into three dimensions at once: into the past (in this case, the past activity of the leader is considered as a source of information about the achieved results), the present (the level of development of the leader's skills and abilities is determined) and into the future (the promising goals of the activity and development of the leader are determined) ...

Consider an assessment procedure based on measuring the competencies of managers.

The essence of this method is to determine the key competencies necessary for the successful performance of the job of the assessed position and to measure the degree of development of the identified competencies in the assessed manager.

Competencies are a set of knowledge, skills, attitudes and personal qualities necessary for the successful performance of the work of a specific position in a particular enterprise

This method is used to implement the following tasks of the enterprise:

Determination of the need for the development and training of managers (the development of competencies requires a fairly long development period - 12 months and more);

Motivation of leaders;

Determination of the head's compliance with the position (occupied or vacant, if promotion is planned).

The advantages of this method:

Allows you to draw the attention of managers to those competencies that require development and determine the ways in which this can be done;

With its adequate use, a motivating effect arises. This happens due to the joint work of the assessed leader and the assessor, when both parties discuss the level of development of the competencies of the assessed and decide what developmental and training activities are necessary for further progress. However, the motivating effect arises only if the assessment of competencies is not directly related to the level of remuneration of the manager. Otherwise, the feedback procedure on the results of the assessment is reduced to the assessor's attempts to overcome the resistance of the assessed person regarding the identified "reserves" (insufficient level of competence development). When the question arises about the level of payment, the assessed one “goes into defense” even in the presence of irrefutable facts;

Allows you to track the dynamics of the development of managers' competencies;

Objectivity (it is achieved by measuring the characteristics of the assessed manager based on the analysis of the production behavior of managers);

Allows you to compare managers with each other (according to the degree of development of competencies).

Leadership competencies include:

1.professional competence(managerial skills) - knowledge, skills and professional qualities required to manage a specific team, structural unit or function. These competencies are highlighted through work analysis.

An example of the result orientation competency is given in Table 1.

2. Behavioral strategies leading to success or failure in the activities carried out within the assessed position. Behavioral strategies are described using patterns of behavior "+" and "-" (an example of patterns of behavior for the competence "focus on results" is given in Table 1).

3.organizational (corporate) competencies - qualities that affect the efficiency of work in conditions of this enterprise(for example, the “learnability” competency is necessary for successful work in enterprises at the “formation” or “growth” stages). The description of the “learnability” competence is given in Table 2.

4. Metacompetencies - competencies that are so powerful that they affect the ability of a leader to acquire new competencies (for example, the competence "emotional intelligence" and "adaptability", manifested in the field of learning and development). An example of the description of the “adaptability” competence is given in Table 3. The essence of the inclusion of this group of competencies is that the skills that are needed tomorrow do not necessarily coincide with the skills needed today, so the ability to learn from experience is one of the most valuable competencies.

Assessment technology based on the competency model.

Stage 1. Development of a competency model.

Initially, it is necessary to describe the functions performed by the assessed position, and highlight the most important of them. Job analysis can be done using the following methods:

Diary method (when the manager keeps an hourly record of his production activities for a certain period of time);

Direct observation method (when a specialist supervises the work of the leader);

The use of special questionnaires that invite the manager to consider the list of components of his workflow and select the most relevant for his professional activity, or rank them according to the degree of importance (for example, the Position Analysis Questionnaire - PAQ and the Work Profiling System, developed by by SHL).

In order to obtain a more complete and accurate description of the workflow, it is necessary to combine two or more methods of work analysis.

After the work has been described, it is necessary to identify the criteria by which it will be possible to select the most effective managers occupying the same levels of management. For this, quantitative indicators are best suited (for example, the volume of profits or revenues received by the division, staff turnover, the number of trained employees, the average score in employee certification, the market value of the company's shares, etc.). This is a very important step, since the result of work on the development of a competency model depends on the correctness of the definition of performance criteria.

Interviews based on critical incidents (Critical Incidents Interview), when the manager and / or his immediate supervisor and / or his colleagues are asked to recall cases (incidents) when the work was performed especially well and the leader was satisfied with his own performance - as well as cases when the work was done poorly.

Recalling a number of incidents, respondents should describe them in detail: the conditions in which the situation arose, the actions taken by the manager, the consequences of these actions. The purpose of this procedure is to highlight the traits and properties that determine the success and failure of this work;

Repertory grid method (Rep Grid). This procedure is performed individually with each employee being interviewed. Interviews are conducted with the manager who is one or two levels above the studied position and the best performers of the position being assessed.

Interview procedure:

a) The interviewee is asked to recall six workers doing the work under study. The respondent must know well the described workers, their work experience at the enterprise must be at least two years, they must show different work efficiency. Ideally, three of them should be above average or exceptional workers, and three should be below average or ineffective. It is not necessary to give the surnames of the characterized workers, you can assign each of them a number or designate them with letters.

b) Next, the interviewee should evaluate the behavior of the described workers and select two that are most similar to each other and not similar to the third. The interviewer should highlight the property that reflects this. It is important here that one aspect of the behavior is highlighted and that there is a verb in its description. After that, the respondent should indicate how the behavior of the third employee differs. The interviewer records the answers and asks additional questions to validate the answers, refine and clarify the characteristics of the described behavior. In the terminology of repertoire grids, the parameter obtained in this way is called a "construct".

c) the procedure is repeated with the second triple.

Personel assessment

The same questions are asked, but in order to identify a different aspect of behavior.

d) this continues with different combinations of workers, and the combinations should not be repeated.

For example, a similar pair A and B

These workers make plans in advance, they are thoroughly and in advance prepared.

Differs from them B

He always leaves the task at the last moment. Doesn't plan in advance, everything comes as a surprise to him.

In this case, the parameter looks like "the ability to plan", but in order to be convinced of this, it is necessary to apply this behavioral grid to other respondents, so that the sample is representative.

e) Next, you need to analyze the behavioral grids. This can be done in different ways, one of them is to characterize the parameters that appear in each lattice, and then remove from them those that do not distinguish between effective and ineffective workers.

Personnel assessment is carried out to determine the suitability of an employee for a vacant or occupied workplace (position) and is carried out in various ways (assessment of the employee's potential, assessment of individual contribution or certification as a comprehensive assessment).

Currently, there are several systems for assessing specialists:

Analytical evaluation method: the attestation commission reviews written testimonial- feedback on the employee and conducts an interview with him; rating system, where the total number of points, percentages, points (rating, rating scale) is calculated;

Ranking ("aligning" personnel by ranking): as a result of ranking, the manager (certification commission) can compare employees with each other with subsequent conclusions;

Situational assessment - as a scale for assessment, a description of the employee's demonstrated behavior in a specific situation is used, for which a description of effective and ineffective examples of behavior during, for example, receiving visitors, concluding agreements with partners, etc., is developed;

Evaluation on the achievement of goals - the method is effective for management personnel.

Review of systems, methods and techniques for personnel assessment

Distinctive features: orientation towards a specific goal; concentration on specific goals; general goals to ensure that staff perceives mistakes as personal problems.

In practice, the most common method is the method of analytical assessment, and more and more popular (especially abroad) is the method of assessing the achievement of goals, which essentially becomes an integral part of the organization's management system by goals.

Personnel assessment is carried out to determine the suitability of an employee for a vacant or occupied workplace (position) and is performed in three ways.

1. Assessment of the potential of the employee. When filling a vacant job, it is important to establish the potential of the employee, i.e. professional knowledge and skills, production experience, business and moral qualities, personality psychology, health and performance, the level of general culture.

2. Evaluation of individual contribution allows you to establish the quality, complexity and efficiency of the work of a particular employee and its compliance with the place occupied using special methods.

3. Personnel certification is a kind of comprehensive assessment that takes into account the potential and individual contribution of the employee to the final result.

The initial data for personnel assessment are:

Personnel workplace models;

Regulations on the certification of personnel;

Philosophy of the organization;

Internal labor regulations;

Staffing table;

Personal files of employees;

HR orders;

Sociological questionnaires;

Psychological tests.

As a result of personnel assessment, the following documents are formed:

Test results (exams) of professional knowledge and skills;

Socio-psychological portrait of a person;

Medical report on performance;

Assessment of business and moral qualities;

Analysis of bad habits and hobbies;

Assessment of the level of production qualifications;

Conclusion of the attestation commission.

The task of a comprehensive assessment of management personnel has many alternative options, both from the point of view of the methods used to study the characteristics of employees, and from the point of view of the formation of an integral indicator. At present, a method for a comprehensive assessment of management personnel using a rating has been developed and experimentally tested.

The rating is the sum of the points that measure the employee's potential for certain period time, depending on the combination of qualitative and quantitative characteristics and based on the accepted model of the workplace.

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Necessity, goals and methods of personnel assessment.

Under staff assessment This implies a planned, strictly formalized and standardized assessment of employees as members of the organization holding certain positions.

Personel assessment - it is a system for identifying certain characteristics of employees, which then help the leader in making managerial decisions aimed at increasing the performance of subordinates.

The main goals of personnel assessment:

1.administrative purpose is achieved by making a well-grounded administrative decision (promotion or demotion, transfer to another job, referral to training, dismissal) based on the results of personnel performance assessment;

2.information purpose lies in the fact that both employees and managers have the opportunity to obtain reliable information about the activities;

3.motivational goal is that the assessment itself is essential tool motivating people's behavior, because adequately estimated labor costs will ensure a further increase in the productivity of workers, but only if a person's labor is evaluated in accordance with his expectations.

Personnel assessment methods are a means of achieving a specific goal, serve as the basis for interaction between a manager and a subordinate, combine the goals of an enterprise and an employee, etc.

In terms of focus, the methods are classified into three main groups:

1) Qualitative methods - these are methods that determine employees without the use of quantitative indicators:

• Matrix method(assumes a comparison of the qualities of a particular person with the ideal characteristics for the position held)
• Arbitrary characteristic system method(the management simply highlights the brightest achievements and the worst mistakes in a person's work, and compares them to draw conclusions)
• Assessing the performance of tasks(the work of the employee as a whole is assessed)
• 360 degree method(employee assessment from all sides)
• Group discussion

2) Combined methods - it is a collection of descriptive methods using quantitative aspects.

• Testing ( assessment based on the results of solving pre-set tasks)
• The method of the sum of estimates
• Grouping system(employees are divided into several groups - from those who work perfectly, and to those whose work is unsatisfactory against the background of the rest)

3) Quantitative methods - all results are recorded in numbers.

• Ranked method(several managers make a rating of employees, then all ratings are compared, and usually the lowest are cut)
• Scoring method(for each achievement, the staff receives a predetermined number of points, which are summed up at the end of the period)
• Free point score(Each quality of an employee is assessed by experts for a certain number of points, which are summed up and an overall rating is displayed).

Manage pers.

Evaluation criteria for applicants and employees.

To obtain reliable information, it is necessary to accurately and objectively select the indicators for which the assessment is made. In this case, it is important to establish clear and well thought out criteria for evaluating personnel.

Personnel assessment criteria - these are indicators that represent the most significant labor, behavioral, personal characteristics of employees, as well as characteristics of the results of their professional activities, which can serve as objective grounds for determining the degree of suitability for the position.

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

1. Professional criteria personnel assessments contain characteristics of professional knowledge, skills, skills, professional experience of a person, his qualifications, labor results;

2. Business criteria personnel assessments include criteria such as responsibility, organization, initiative, efficiency;

3. Moral and psychological personnel assessment criteria, which include the ability to self-esteem, honesty, fairness, psychological stability;

4. Specific criteria staff assessments, which are formed on the basis of the inherent qualities of a person and characterize his state of health, authority, personality traits.

Applicant Evaluation Criteria:

• The amount of labor - the volume, efficiency, labor intensity, use of time is determined;
• Labor quality - the share of errors in work, product quality and its compliance with the best world standards are established;
• Attitude to work - the employee's initiative, his ability to withstand heavy workloads, the ability to adapt to various situations, especially new ones;
• Thorough work - attitude to the means of production, their use, the optimal use of raw materials and materials, the degree of accounting for material costs in the workplace;
• Willingness to cooperate within the enterprise - participation of an employee in solving joint problems, relationships in a team, the ability to participate in teamwork, reaction to comments from the outside, other personal qualities.

What are the methods for assessing personnel in the organization?

Personnel assessment tools.

Observation and research are important means of assessing personality. Having the opportunity to directly observe a person, how he behaves at work and in his free time, “family, among friends and acquaintances, in a narrow circle and in a larger society, it is powerful to make a judgment about his personality. much can be established only through long and close communication.

In order to select personnel assessment tools based on a competency-based approach, you need to understand what the subject of assessment is, i.e. what competencies are to be assessed.

To assess the personnel of the enterprise, several methods are used: analysis of personal data, interview, competitive exams, expert assessments, testing, evaluation of work results.

Applicant assessment tools are often classified as personal or technical.

1. Personal means of personnel assessment:

- analysis and evaluation of documents (analysis of the application, biography, academic performance, photographs, verification of personal profiles, reviews);

- testing (test for academic performance, intelligence, character);

- interview-interview (analysis of the ability to express one's thoughts, attitude to work, communication skills, language skills);

Technical means of personnel assessment:

- working experiment (trial work in laboratory conditions, trial movements, assessment of the most significant elements of the labor process);

- graphological conclusion (analysis of personality: personal image, picture of academic performance, industrial relations).

Managing person.

Conditions for the qualitative assessment of personnel.

Necessary conditions and requirements for a qualitative assessment of personnel:

• Objectively - regardless of any private opinion or individual judgments;
• Reliable - relatively free from the influence of situational factors (mood, weather, past successes and failures, possibly accidental);
• Reliable in relation to activities - the real level of proficiency in skills should be assessed - how successfully a person copes with his job;
• With the possibility of forecasting - the assessment should provide data on what types of activities and at what level a person is potentially capable;
• Complex - not only each of the members of the organization is assessed, but also connections and relationships within the organization, as well as the capabilities of the organization as a whole;
• Process assessment and assessment criteria d.b.

are not accessible to a narrow circle of specialists, but are understandable to appraisers, observers, and the assessed themselves (i.e., have the property of internal evidence);

• Conducting assessment activities should not disorganize the work of the team, but be built into the general system of personnel work in the organization in such a way as to really contribute to its development and improvement.

Necessity, tasks, and methods of personnel development.

Staff development - carrying out activities that contribute to the full disclosure of the personal potential of employees and the growth of their ability to contribute to the activities of the organization.

Development opportunities d.b. provided to everyone, because it increases not only the efficiency of work, but also the flexibility of management, improves the moral climate, facilitates the delegation of authority, and ignoring the need for development, new knowledge and skills increases staff turnover.

Personnel development has traditionally been based on training processes that are managed and financed by the enterprise for which these training processes are intended. The purpose of the training is to develop the intellectual potential of employees.

Personnel development objectives:

1. Professional development in order to release new products, correct use, maintenance and repair of means of production; training and retraining of personnel, training in modern technologies.

2. Ability to communicate, work in a group.

3. Awareness of the importance of the increasing role of labor, financial, production work discipline in the sense of the exact implementation of actions that ensure the error-free operation of a machine, installation, department or enterprise.

4. Formation of responsibility as a systemic quality of an employee and the development of its types.

5. Self-development by the staff of their professional skills and knowledge.

Among methods personnel can be distinguished:

but) methods of formation and development of the organization's human resources:

• methods of organizational development, staffing;
• improvement methods corporate identity management;
• conflict management methods that promote interpersonal communication and create a favorable microclimate;
• the technique of group work of the manager.

b) methods of developing the potential of each employee:

• methods of training and retraining of workers, specialists and managers;
• methods of continuing education outside the organization;
• branded one-day or weekly seminars;
• conferences, group discussions;
• a system of methods for promoting the development of creativity (heuristic methods, business games)
• management trainings.

Manage pers.

Purpose, principles, forms and essence of a new approach to personnel retraining in market conditions.

Retraining of personnel refers to additional education, ensures the acquisition of a new qualification of the corresponding profile of education at the levels of higher and secondary specialized education and is confirmed by a retraining diploma of the established sample.

The purpose professional retraining for specialists is their acquisition of additional knowledge, skills and abilities in educational programs that provide for the study of individual disciplines, sections of science, technology and technology necessary to perform a new type of professional activity.

Retraining is built on principles consistency, obligation, differentiated approach, prospects.

Retraining should be purposeful, i.e. be specific workplace and an employee willing to take it.

The volume of retraining and the specification of its forms depend on the availability of an appropriate training base at the enterprise, material support, and on the enterprise's capabilities to carry out this work on a contractual basis with special educational institutions.

Retraining of personnel is carried out at the expense of funds attributed to the cost of production. In addition, the funding source is the funds specially created in the employment services, some of which can be transferred to enterprises for retraining of personnel within the framework of employment programs in the given territory.

Manage pers.

Professional development of personnel.

Professional development of personnel - This is training after employees have received basic education, aimed at consistently maintaining and improving their professional and economic knowledge (deepening, increasing, bringing them into line with the requirements of a higher position), skills, and increasing skill in the employee's profession. For this, production and economic courses, management schools, special purpose courses, schools of advanced techniques and methods of labor, etc. are organized.

Modern advanced training programs are aimed at teaching employees to think independently (including economically), to solve complex problems, take an entrepreneurial approach to business, work in a team.

They provide knowledge that goes beyond the position, and encourages the desire to study further. However, the prospect of continuing education will only activate those employees who have not yet reached their ceiling.

In order to increase the responsibility and interest of personnel in the continuous improvement of their qualifications, it is necessary to ensure the relationship between the results of advanced training, certification, job transfers and remuneration of employees with the quality of knowledge and the effectiveness of their practical use.

Work on advanced training is an integral part of the training of the personnel reserve and therefore is provided for by collective agreements between the administration and the employees of the enterprise, and the measures for advanced training themselves are reflected in the planning system at the enterprise.

Professional development of the personnel d.b. comprehensive in coverage, differentiated by individual categories of workers, continuous, focused on promising professions.

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MODERN TECHNOLOGIES FOR ASSESSING PROFESSIONAL QUALITIES AND PERSONNEL PERFORMANCE RESULTS

Stepkina N.S., Tretyakova L.A.

The study and systematization of modern methods of personnel assessment are relevant, since the strategic task of the personnel manager is the formation of a competitive staff organization, which determines the efficiency of production. Sooner or later, the HR manager is faced with the task of conducting a personnel assessment. When choosing methods for conducting an assessment, it is important not to lose sight of its purpose, namely: assessing the performance of employees, their contribution and suitability to their positions, as well as identifying promising employees for their training and promotion.

Personnel assessment is a system that allows you to measure the results of work and the level of professional competence of employees, as well as their potential in the context of the company's strategic objectives.

Personnel assessment is a purposeful process of determining whether the qualitative characteristics of personnel correspond to the requirements of a position or workplace.

During the assessment, the employer compares the employee in a given position with a specialist who would be ideally suited for the position.

Various methods are used to assess the performance of personnel. In Russia traditional method grades are considered attestation. Modern valuation methods in Russia appeared recently, when Western companies entered the Russian market. The number of firms that use the Assessment Center, Management by Objectives, "360 degrees", Performance management is increasing, but not at a very fast pace. The main obstacle is the Russian mentality of the continuity of Western technologies, distrust of them, as well as the desire for conservatism and stability.

1) Certification. The certification procedure is set out in the officially approved documents. In their absence, the company must have a duly approved "Regulation on certification" of the company's personnel. All regulations and procedures are approved and agreed by the heads of the company. By decision of the administration of the organization, certification can be regular or extraordinary.

Certification evaluates the results of the employee's work (according to recommendations from the manager or according to the assessment sheet), personal and business qualities, practical skills and level of knowledge (in the form of a standard exam), qualifications.

The attestation commission is created from personnel services workers, trade union members, and middle-level representatives. The number is usually determined by an odd number of participants ranging from 5 to 11 people. The commission, in the presence of the employee, examines all the data and decides on the future fate of the employee in the company.

The results of the certification may be the basis for the dismissal of the employee in accordance with Art. 81 of the Labor Code of the Russian Federation. If the employee does not agree with the decision of the certification commission, then he can appeal to the labor dispute commission in the organization or go to court. The Commission must provide reasons for its decision.

Benefits: This method is familiar and well established. Based on the certification results, it is possible to make personnel decisions (transfer to another position, training, salary increase or decrease, dismissal, re-certification). Collegial decision-making by the commission.

Disadvantages: The method is perceived by the staff negatively, accompanied by great stress. It may not apply to all categories of personnel. It requires a lot of time and labor. Employees don't get feedback.

2) Management by Objectives (MBO). The essence of this method is for the manager and the employee to set tasks together and also jointly evaluate the results of their implementation at the end of the reporting period (usually this is the end of the financial year).

1. First, a list of tasks is drawn up:

a) the leader himself formulates the tasks, and then brings them to the subordinates. Further, they are adjusted taking into account the proposals of employees;

b) the manager and the subordinate set tasks separately from each other, and then agree on them during the interview.

2. Then the criteria for the fulfillment of tasks (weight as a percentage of the total success for each task, coefficient) are determined in accordance with the strategic direction of the company.

4. Then, measures are planned to improve the quality of work.

Benefits: The employee understands the criteria for the success of his work even before starting to perform tasks. Elements of the translation of the firm's strategy appear. Feedback elements are present. Appears intangible motivation: awarding diplomas, awarding honorary titles, awarding distinctive signs, etc. The method is optimal in terms of time.

Disadvantages: The method is not devoid of subjectivity, since the performance of tasks is mainly assessed by one person (leader). Focus on the employee's past merits, not on his future development.

3) Performance management (PM). Using this method, they evaluate the results and competencies of personnel, plan an employee's career, and identify areas of development. Attention is focused on the manager's feedback with the employee in the form of regular contacts once a year (formally) and more often (as needed, informally).

Interviews for defining tasks and a final interview (held jointly by the manager and the employee) are held once a year, where the subordinate is provided with feedback on his work and ways of developing the quality of work and his success are developed. The results of work are assessed by tasks and competencies, areas are identified and plans are drawn up for training the employee and developing his career.

Advantages: The method gives a clear understanding of the criteria for evaluating a subordinate and his place in the company. This method makes it possible to establish a close relationship with the firm's strategy and KPIs. Promotes the transmission of corporate culture through competencies. The method is focused on long-term personnel training and development. The employee receives feedback throughout the year, not just at the beginning and at the end. Career movement is carried out both horizontally and vertically. An individual development plan for a subordinate is drawn up.

Disadvantages: This method is time consuming. this method can be applied only in those organizations in which the corporate culture is very developed - very transparent, with a high level of management and aspiring to the future. In addition, a lot of preliminary work of the HR department and line managers is required - sometimes even over several years.

4) "360 degrees" is a competency assessment performed by people who constantly work with an employee. The employee himself can initiate this assessment method in order to identify their areas of development.

The opinion about the employee is made by four parties: the manager, subordinates, clients, colleagues in the amount of 7-12 people. It is desirable that others evaluate the employee not only positively, but also negatively.

Competencies assessed:

Teamwork;

Professionalism;

Organizational skills;

Sociability;

People management;

Ability to make decisions;

Self-management;

Leadership;

Ability to adapt;

Initiative.

All received data are summarized and sent for processing to an independent expert or processed automatically (online). The results of the assessment (usually on a 5-point scale) are obtained by the employee himself and his manager.

Benefits: Getting a versatile assessment for one employee individually. That is, an employee is able to compare his self-assessment of competencies with how his colleagues assess his competencies and his behavior. Another advantage lies in the democratic method (not only the manager evaluates his subordinates, but also the subordinates can evaluate him, this increases the loyalty of the staff to the company, for them it is an indicator that their opinion is listened to). Building and strengthening trusting relationships with customers (an opportunity to show that the company is working to improve customer service). The most effective use of this method is to create individual development plans and identify training needs.

Disadvantages: Not used directly for key personnel decisions: salary increases, transfer to another position, dismissal. Assesses only the competence, not the achievements of the employee. Requires a high degree of confidentiality. It is difficult to obtain reliable information from employees in the assessment (especially the opinion of subordinates about the manager).

5) Assessment Center - This is a method that consists in a specially selected set of test tasks for participants in the form of discussions, business and role-playing games, individual exercises and other tasks in which participants can demonstrate their professional competencies to the maximum extent. It is these professional competencies that are assessed during the Assessment Center. The topic can be anything, and does not have to reflect the content of the subordinate's work. Each situation (case) allows you to evaluate several competencies in various combinations. The exercises are performed in pairs or in a group. The behavior of employees is monitored by specially trained observers - these are external consultants, employees of the personnel department.

Advantages: This procedure can be applied at any stage of work with personnel, starting with the selection of candidates and ending with summing up the results of the talent pool development program. The effectiveness and reliability of the method varies from 68 to 80%. The accuracy of the Assessment Center method is explained by the fact that it can be used to observe real manifestations of behavior and the fact that these behavioral characteristics are tested in more than one way.

Disadvantages: The only drawback is that the traditional holding of the Assessment Center can only be carried out by specialists in this field, and since there are still not enough of them, the quality of the Assessment Center in small and medium-sized companies leaves much to be desired.

The best option for carrying out the Assessment is to attract experts from outside. The degree of objectivity in assessing the work of subordinates will increase, but this can be very costly for the organization. To solve this problem, it is more expedient to train specialists in the Assessment Center within the company. Such specialists, periodically improving their qualifications, would be able to assess employees at a high level.

Each assessment method has its pros and cons. And in order to reliably evaluate personnel from all sides, it is necessary to use a certain set of methods that will be optimal in terms of time and financial costs for a given organization.

Thus, the assessment of personnel is a procedure that is carried out in order to identify the degree to which the qualitative and quantitative results of the subordinate's activities, his personal qualities, meet certain requirements. The task of assessing the work of personnel is to identify their labor potential, the degree of use of this potential, the suitability of the employee to the position held or his readiness to take a specific position, in order to characterize the effectiveness of his work, and, consequently, the value of the employee for the organization.

Literature

Bukhalkov, M.I. Personnel management / M.I. Bukhalkov. - M .: INFRA-M, 2005 .-- 368 p.

Egorshin, A.P. Personnel management / A.P. Egorshin. - N. Novgorod: NIMB, 2003 .-- 720 p.

Ivantsevich, D.M. Human resources management: fundamentals of personnel management / D.M. Ivantsevich, A.A. Lobanov. - M .: Delo, 2006 .-- 317 p.

Malinovsky P.D. Personnel assessment methods / P.D. Malinovsky. - M.: 2007 .-- 197 p.

Official site of the "HR-Portal" magazine. Url: http://hr-portal.ru/

Khrutsky, V.E. Personnel assessment / V.E.

Personnel assessment methods. Personnel certification and assessment

Khrutsky. - M .: Finance and statistics, 2004 .-- 172 p.

Shkatulla, V.I. Personnel manager handbook / V.I. Casket. - M .: NORMA - INFRA-M, 2004 .-- 426 p.