Human competence list. Professional and personal requirements for the manager. Achieving Outstanding Results Through People

Key competencies

Key competencies

Competence from Latin competo - “I strive, I match the approach”. Professional competence, in fact, it is the ability to fulfill their work obligations in accordance with accepted norms and standards, that is, successfully, without supervision and constant (unplanned) assistance from outside.

The purpose of the competence allocation is to increase the efficiency of the work (quality and quantity) of the company. If a person can demonstrate the necessary skills and results of work, he is suitable for us. Competencies are needed for a preliminary and tracking intermediate assessment of his capabilities, helping him in development and correcting mistakes, for understanding himself in the end.

There are many interpretations of the concept of "competence" and, accordingly, approaches to their identification and use.

1. Key competencies - qualities and personality traits of a professional, allowing them to fulfill the tasks assigned to the employee in accordance with the main business function of the organization and division.

1. Specific key business competence- at the level of the company's know-how, taking into account the peculiarities corporate culture.
2. A set of competencies for a position from an exhaustive set of competitions(will be presented below).
3. Competencies presented both personal and professionalhonors(see Attachment 4 ).

The presence of competencies in no way excludes the list naperformance evaluation parameters, which competencies can include, otherwise they only disorient managers and employees themselves, making the assessment too superficial and ineffective. How can, for example, replace quantitative indicators of employees' work or their assessment with competencies? appearance, discipline ?!

Competencies- these are simplified, reduced to absolute understanding and (or) synthesized, isolated from "folklore" definitions (preferably in the working language of managers and employees) of the professional and personal characteristics of successful employees, according to which it is easiest to operate quickly or in a set with other criteria (parameters) evaluate the work of the employees of a given company, subject to the presence of a common language of corporate culture.

Competence as skills and abilities. The differences are that a skill is a specific action with an expected result, and competence is usually not described in terms of an end result, but can and ultimately should be described or created based on it.

In practice, all these approaches intersect and complement each other. For example, in the framework of the annual performance assessment or appraisal, employees in most companies are also assessed by a set of competencies. Based on the latter, HR services can draw up profiles of success for each position and target levels of development of competencies for the year ahead in terms of career development and professionalism of the employee within the company. For any group of positions of a certain specialization, there can and should be its own hierarchy of competencies, possibly from a general exhaustive list. Within this hierarchy, there are 4-7 areas that are most valuable - key, or basic, competencies.

For the head of the sales department, the most important are:

■ communicative qualities;

■ organizational skills;

■ customer focus;

■ entrepreneurial and financial approaches. For a literary editor, the following are important:

■ patience;

■ attention;

■ ability to persuade;

■ "innate" literacy.

Below is an example prioritized by three occupational profiles (Table 1).

Practitioners within the company are almost always clear what they mean by "sociability" or "progressive views", but to prevent misunderstandings, it is still better to fix what it consists of and what it is in the activities of a certain group of employees. The secretary's sociability for the client may include:

■ positive self-attunement;

■ experience in telephone counseling;

■ attitude to help people;

■ personal sociability.

Sociability is “the ability, positively perceiving any client, any call, to be able to quickly understand its essence and focus and respond in accordance with certain cultural norms and in the information field of the specified parameters” (the wording of the competence “secretary's sociability” from one of the Internet companies. - Note. auth.).

The process of working with competencies is best carried out in a technological sequence similar to the one presented below. This will allow them to be used with the greatest impact and benefit for all stakeholders within the company.

Full cycle of work with competencies at the level of the entire organization.

1. Description an exhaustive list important for successful work competencies of a group of employees, experts.

1. Allocation of basic (core, core) competencies or, possibly, macro competencies. Macro competencies are unique combinations of professional knowledge, skills and experience expressed in technologies for creating and distributing products (management know-how, intellectual and organizational results) that are difficult to develop and useless to copy.
2. Achieving the required level of detail.

table 1. Priorities of the three professional profiles 1

Competencies	Position
trade representative active sales	Secretary	manager
Ability to quickly establish contact with strangers on their own initiative	Necessary	Indifferent	Desirable
Polite, supportive communication	Necessary	Necessary	Necessary
Ability to persuade	Necessary	Desirable	Necessary
Ability to speak publicly	Indifferent	Indifferent	Necessary
The need for communication	Necessary	Indifferent	Desirable
Well-delivered speech	Necessary	Desirable	Necessary
Grammatically correct speech	Necessary	Necessary	Necessary

1 Table 1 is based on the book Ivanova S. The art of recruiting: How to rate a person in an hour. - M .: Alpina Business Books, 2004 .-- P. 15.

1. Creation of profiles of the success of positions (possibly within the framework of job descriptions, requirements for positions and vacancies) - standards.
2. Description of target levels of development of competencies (using points or scales) in connection with the development and objectives of the company, as well as the individual development of employees.
3. Setting achievable goals and defining a set of developmental actions: internship, training, etc. Schedule subtasks to achieve the target level of competence development, for example, “become more influential”: be able to attract attention, be assertive, substantiate ideas, actively listen, gain support, encourage others to action, negotiate.

7. Allocation of indicators of achievement of the level (to enlist support from the subtask "become more influential": to achieve the support of all members of the board of directors).

An example of a level (scale) representation of a competence (scheduling the levels of one of the key competencies of the Leadership block in the Managerial competence block) can be found in Table. 2.

table 2. Leadership in anticipating the future, inspiring employees, strategic planning (as a “lookout” function) for evaluating top managers.

Level	Managerial competence
	Creates the future of the company. Develops and implements useful guidelines for employee engagement in effective planning for the future. Systematically and continuously evaluates the effectiveness of these standards and employee participation
	He actively participates in the creation of the future of the company. Polyvolume demonstrates the ability to create and articulate a vision of the future of the organization. Involves others in the process of forming a picture of the future. Strengthens faith in this future through behavior and demonstrated values ​​(by example)
	Able to assess the importance of developing a vision of the future for the company, participates in the development of ways to achieve it as free time becomes available or receiving direct instructions from shareholders
Fourth	Almost does not think about ways to achieve a picture of the future, is preoccupied with everyday affairs
	Uses rumors, “conjectures what is not,” not sure about the future, fixated on routine activities, drowning in everyday affairs, psychologically attached to them

The principles of identifying key competencies, drafting performance standards and customer service are best "seen" through the process of grading employees.

Step-by-step process of grading and standardization of work of employees

1. Allocation of grades (large groups of employees, similar in managerial status, powers and, consequently, the level of payment) and within them categories of employees.

2. Allocation and description of the basic blocks of competencies or criteria for assessing employees. For example, management skills, sales skills, professional and specialized knowledge, personal qualities, etc.

3. Prescribing competencies within the basic blocks of competencies for the entire range of categories of employees in all divisions of the company. For example, in order to describe the block of "managerial skills", it is necessary to answer the question: what managerial skills are fundamentally necessary for various categories of employees? Ability to conduct meetings (can be broken down in more detail by meeting skills), ability to write a business plan (can be written in more detail - topics, volumes, tasks, etc.), etc. dr.

4. Allocation of key (most significant) and secondary competencies for different categories of employees and depending on the specifics of the work of specific departments and positions. For example, for call center operators, external data will have minimum value, and the skills of communication on the phone (undersigned in detail), the speed of printing on a PC and the amount of operational, that is, short-term memory, the speed of switching attention and personal "non-irritability" will have the maximum value.

If necessary, assignment of various weight (index) values ​​to key and secondary competencies by blocks of basic competencies and within basic blocks of competencies. Blocks of basic competencies are indexed relative to each other by different weights assigned to them. This allows you to highlight the main thing in the employee's activities, as well as to come to a comparative accounting of the effectiveness, usefulness of employees in different departments.

Some employees can be compared with others, as well as with point standards for compliance with a position, category across the holding or unit, since each employee in the certification process gains a certain total number of points.

6. Each level of development of an individual competence within the basic block of competencies and, if necessary, this entire basic block is assigned its own point value (for example, from 1 to 5), which is then verbally described in detail as a rank or standard of performance. When describing performance standards, depending on the need, other approaches can be applied, in addition to describing competencies: personal and professional qualities, skills, knowledge and the level of their development:

■ process requirements - a description of business processes or algorithms of activity, or interaction with employees and departments;

■ requirements for the quality of work;

■ accounting of quantitative (volume of work done and (or) commodity, assortment and economic indicators, etc.) and time indicators of achievements (terms), indicators of labor productivity;

■ taking into account innovations, intracorporate, intradivisional and external image consequences of the employee's activities.

7. Further, in addition to being used in attestation, work performance standards find their rightful place in job descriptions, annexes to them, requirements for positions and vacancies, descriptions of employee categories and other personnel and system-wide documents.

If they are already registered, the preparation of personnel certification is greatly simplified.

Stages of creating work performance standards, which should be tied to positions and jobs.

1. Allocation of general (detailed list or specific competencies for the organization as a whole) competencies of the organization's employees.

1. Allocation of key competencies for employees of a certain type and level. For example, for all warehouse employees and managers of a certain level.
   1. Granting competencies with weight values, if necessary.
   2. Description of reference levels of work performance for each key competency, indicator, parameter) \ ', criterion at specific workplaces or for typical positions - creating standards of work performance, customer service for groups of employees, a specific category of employees, etc.

The following criteria are applied to assess the success of the employee, the so-called digital standard:

"1" - initial level (unsatisfactory);

"2" - below the required level;

"3" - quite satisfies (average level) - the standard for the position;

"4" - better than average;

"5" - exceeds expectations.

(Attention is primarily drawn to extreme values ​​- "risk zones" due to obvious non-compliance or increased compliance. - Note. auth.)

In determining level reference Behaviorally anchored rating scales (BARS) are used, which combine rating and descriptive methods. The employee is assessed by the manager from the point of view of compliance of his behavior with predetermined scale behavioral values ​​(as necessary, as not necessary). If this technique is converted into a test, then the employees themselves can evaluate themselves. If the test is "open" for the employee, then the methodology is already a self-study aid.

A customer focus assessment might look like this:

■ an employee can ignore a waiting client if he thinks that he is not promising;

■ spends with the client as much time as necessary, additionally advises the client by phone and e-noah mail;

T may refuse to consult a client if he does not have the necessary information;

■ perceives an annoyed client as natural phenomenon, works calmly and respectfully with that;

and in the absence of the necessary knowledge, the independent receives thembut also uses in his work;

■ makes fair remarks to the client if the client is annoyed. (Correct choices are in italics .-- Note. auth.)

The principles of client-orientation can otherwise be called a manifestation of "teamwork" in relation to the client (client— part of the businessfamilies, member of our team) and the ideological basis for the development of service standards.

Table 3 shows an example of assigning different weights to the criteria based on expert assessments the importance of this or that criterion for the successful work.

table 3. Assessment of an employee using the rating method and highlighting the weighting components of the assessment criteria (coefficients)

	Assessment criterion, competence	Specific gravity (coefficient)	Points	Final grade, in points
	Execution speed, performance			3 × 4 = 12
	Appearance
	Discipline, presence in the workplace
	Communication skills within the team (support of team spirit)
	Communication with external agents
The amount of points for significant criteria: 24
Total points for secondary criteria: 6
Overall final score 30 (for comparison with other operators)

Note. Key, most significant evaluation criteria are highlighted in italics. They are used to compare this employee with others or with a score standard of compliance.

In the above table, there are three key assessment dimensions in italics. They are most significant. According to them, first of all, one can judge the suitability of a specialist, comparing him with other employees or with a point standard of conformity.

The point standard of compliance is adopted in advance. It may not be lower than any certain amount of points for significant (key) criteria or the overall final score, etc.

The total final score is equal to the sum scores according to criteria multiplied in advance by specific weights (coefficients).

The norm is when 70-80% of employees meet the specified criteria for success. The remaining employees are divided approximately equally: below and above the bar of the given criteria. If an employee is 30% above the set standards, then you need to think about transferring him to a higher position or expanding his powers. For those whose indicator is below the bar of the specified criteria or standards, you need to do the opposite.

In order to combine at the semantic level numerous terminological and practical differences in approaches to the allocation and use of competencies for personnel assessment, we will create a simple sequence of "dependencies".

■ For a person to be able to do clay pot(for example, a hotel claims to be original and uses such pots as free souvenirs for guests), he needs to understand his mentor, have a certain natural skill and desire (motivation), take a course (get useful experience in the right amount). Then he will have the necessary knowledge of a practical and theoretical nature - he will be competent.

■ In order for us to hire him, we need to find out if he wants to work with us and in this direction further, what is the motivation (to determine the nature and duration of possible relationships, methods of control and motivation), whether he has not lost work skills and communication skills while he has not worked.

How to start highlighting key competencies? From the analysis of the content of the work in relation to the main business function of the organization.

1. Analysis of the work of the entire sales apparatus and the coordination of the responsibilities of all employees, as well as determining how all jobs are related to each other.

1. Selection of specific jobs for analysis.
   1. Collecting the necessary information by observing the actual progress of employees, interviewing people at workplaces and interviewing employees using questionnaires "1.

1 Fatrell C. Sales management. - SPb .: Neva, 2004 .-- P. 220.

Based on the analysis of the content of the work, many important documents can be drawn up:

■ a list of key and additional competencies, the requirement of standards;

■ job description, qualifications, etc.

Highlighting key competencies and other assessment criteria

Recruitment agency "For family reasons", Moscow. Main business function: connecting qualified personnel with worthy parents and children. Mission: the best tutors and nannies for the active personal development of children. Competitive advantage: really high-quality staff, real terms of selection, verification of the proposed employees.

The agent's work (main actions, functions) to connect the two partner parties consists in interviewing nannies and tutors, assessing their personal and professional capabilities, maintaining databases on a PC, clarifying the needs of parents and children, introducing the parties to each other, concluding agreements of mutual obligations , tracking the success of employees in families, participating in solving difficult situations.

Based on all the above information, key computerstendencies for employees will be:

■ discernment (understanding people);

■ Ability to conduct multi-stage negotiations (in person and by phone);

■ sociability and natural goodwill;

■ analytical skills to make accurate calculations;

■ self-organization and organization of time;

■ ability to work in a team.

These formulations are understandable for all employees of the recruiting agency without summing up the scientific base - at the level of a common language of communication.

Additional qualities: excellent memory for events and faces, skills in resolving conflict situations.

Additional requirements: own successful experience in working with children and adolescents as a nanny, tutor, teacher and psychologist; natural inclination to work with children - love for children, commitment to family values; good physical health.

Special requirements: high speed of printing on a PC, good switching of attention, knowledge of the basics of drafting contracts for the provision of services.

It can be seen that key competencies have flowed smoothly and additional requirements, etc. This once again emphasizes that these competencies are key, but not unique. The secret is that the properties of our attention and memory force us to resort to various kinds of structuring, because there is no way to immediately cover the list of 40 required items. But this does not mean that the approach to identifying key competencies is random and temporary. On the contrary, it is quite natural: first we single out the main thing, then the thing without which the main thing will not make sense, and finally - the desirable. (See the section on drafting a staffing proposal and other sections.)

But that's not all, we can add some personal qualities and characteristics to the above assessment criteria.

C. Fatrell in the book already mentioned above gives an even more classical approach, historically and logically preceding the above, namely, qualification requirements.

“Most sales managers define the next minimum required salesperson characteristics.

1. Intelligence is the mental ability required to perform tasks of a high level of difficulty.
2. Education - graduation educational institution with above average academic performance.
3. Strong personality - focus on achieving success, self-confidence, initiative, a positive outlook on life, tact, maturity, and having a ready-made realistic career advancement plan.

4. Experience - doing your job diligently, going beyond simple job responsibilities; if a person has just recently completed his studies, then his Active participation in activities educational organizations and above-average project development.

1. Physical data - creation good first impressions, good looks, neat clothes and good physical shape "\ '.

1 Fatrell C. Sales management. - SPb .: Neva, 2004 .-- P. 222.

Why can the Western society afford such high standards in relation to a seemingly ordinary sales agent, but we in Russia cannot? This will become possible when we pay the worthy really worthy. There are clearly not enough of them. As a result of improper upbringing with threats and intimidation, our children do not properly develop logical abilities, the ability to think independently and the desire for all-round development of the personality is lost, lack of will is formed, namely, the will and a very strong desire to achieve the goals set are distinguished by a leader * and any successful person. Thus, for the seller in the service sector, particular importance will be have a developed logical ability in a harmonious combination and with the development of figurative, sensual, sensory (right-hemispheric thinking) plus his volitional qualities in achieving goals and the ability to convince yourself and others. Appendix 9 provides a simple but very effective test for determining the thinking patterns of others and oneself. It can also be used as a test for understanding one's own personality, if you guess, without using a key, which of the three questions in each paragraph relates to a particular style of learning and thinking: right-brain, left-brain, or equal-hemisphere.

Before conducting more complex tests (multifactorial, multimodal), evaluate yourself and others on this simple and forgotten: is your employee, the applicant more process-oriented (right-brain) or result (left-brain) oriented or is he a mixed type? For different types activity requires different people: some concentrate on the details, missing the main thing, others, seeing the main thing, forget about the specifics.

This test does not measure the level of personality development, even if it turns out that the tested personality is equal hemispheric, this requires a separate conversation. The test can be used to train in the construction of compact questionnaires, which are used for rapid assessment of someone. 10-15 questions followed by a discussion of the selected answers, a few questions from a standard structured interview - and you already understand how a person will build his strategy for achieving goals, how he will process information, what he wants to achieve, what is his map of ideas about work, etc. ...

There are only three factors in the test, and, therefore, you can quite easily understand the reality behind the three psychological directions of the questions: left hemispheric information processing and the way to achieve the goal, right hemispheric, mixed. If you are lucky "through the prism of the test", you will see an image, a model of a developed, integrated personality, who thinks well logically and figuratively, with well-formed analytical and intuitive capabilities, feels good both in the process of work and in the time pressure of achieving business goals.

Take your time to use the key to the test. Sort the answers yourself and only then compare with the key - and you will have the opportunity to start a career as a psychodiagnostician, if you have not started it yet. In this regard, we present a quote from an excellent book, which can be recommended as a rite of initiation into professional psychodiagnostics.

“With a correct approach to the development and interpretation of multidimensional test questionnaires, the following psychometric maxim must be taken into account: it is possible (with more or less difficulty) to come up with a question (and therefore a lot of questions) that, in a multidimensional matrix analysis, will give a vector passing in the vicinity of any a predetermined point of the multidimensional space of traits. It follows from this that any locus of the space of traits (including a sparse one - one that does not give a grouping of items on a given specific list, does not give a scale) can be filled with a group of correlated questions and a new scale can be obtained that measures something in between what the questionnaire measured. in its original version.

The choice of one or another system of scales (features) is largely determined by the developer's intention or the initial list that he has at his disposal ”1.

As a result of the above considerations, some “corrective touches” are added to other criteria for assessing employees of the recruiting agency “For family reasons”, since the previously identified key competencies are a consequence of these qualities and personality traits: strong will, development of logicalabilities and imaginative-sensory thinking(sensual, emotional intelligence).

Until the 90s, the term “professionally important qualities” was popular in the Russian-speaking space, after which the term “competence” came from the Western tradition. There were many definitions of this concept, as well as disputes around it. We have compiled a “guide” on competencies - for those who are just starting to deal with them in their work.

Nikolai and Konstantin studied in the same specialty at a prestigious Moscow university. The academic success of young people was on the same level, and even the topic theses turned out to be similar. After graduation, both went to work in their specialty at the same starting positions in large Western companies.

A year later, they met and decided to compare their successes. Nikolay quickly established himself at work and within a year grew from a specialist to an acting head of a small department. Nikolai's manager believes that he is very lucky that such an employee came to the company.

Konstantin works as a specialist. He does his job well enough, the manager has complaints about the quality of performance, but this does not happen often. Konstantin himself understands that it is "not his." But "the market is empty, although they pay a little, but it is stable."

Could Konstantin have been able to achieve the same success in the place of Nicholas? And is it possible at the very start to somehow determine that Konstantin will not be so much interested in the work? These are the issues that directly affect the success of companies - attracting the right people to the right positions.

But who are they, these people who are right for the company? The criteria that managers often use - "to make their eyes shine" or "to have people follow him" - are not very suitable for these purposes. They can be interpreted in different ways, and this leads to inaccuracies in the assessment and, as a result, to selection errors. To avoid this, the criteria must be transparent and understandable to everyone - both HR managers and executives. In the world and in Russian practice, competencies have become such criteria.

What are competencies

Competencies are the set of behaviors that enable some people to meet job demands better than others. In simpler terms, this is what helps the employee achieve greater efficiency in the workplace: competence is the benchmark that allows you to distinguish effective employees from ineffective ones.

The manager can say that the difference is always noticeable, and so: those same "burning eyes" - why not a criterion? But the sensation of burning eyes in a person is primarily influenced by mood and behavior. And this is just the tip of the iceberg, what we can observe. Everything is made up of a whole layer of invisible components, namely personality traits, abilities, knowledge and, of course, motivation.

The competence can include all 4 listed blocks, or maybe only one. What is the use of motivation if you don't have the skills you need to work? Or from extensive knowledge, if you do not apply it in practice?

Competencies can be grouped in different ways, but most often they are divided into technical or professional (hard skills) and behavioral (soft skills).

Technical competence

Technical competencies describe specific knowledge and skills that are required in certain positions (for example, knowledge of the Labor Code of the Russian Federation or the ability to work in Excel). It is easier to assess such competencies, but the scope of their application is rather narrow: it can be working with equipment that a certain enterprise has, or knowledge of problem solving methods.

You can assess the degree of mastery of technical skills using tests of professional knowledge, exams, test tasks.

Behavioral competencies

Behavioral competencies describe preferred and rewarding behaviors at work. They can be corporate-wide — the behavior expected of all employees in the organization — managerial or functional — the behavior expected of employees in a particular function of the company.

It is more difficult to evaluate them, but a big plus is that they are universal, since they are associated with the effectiveness of employees in all functions of the business and at different levels in the company. It doesn't matter in which department and region your leaders work, they all need to lead people and make decisions. All specialists in the organization must be result-oriented and successfully interact with colleagues. A competency-based approach allows you to formulate these requirements and expectations in the language of specific, transparent criteria, and then use them both for evaluating employees and external candidates.

How do competencies help with selection?

Lead recruiting manager Polina came to a meeting with the director of the analytics department to discuss several newly opened vacancies in the company. Daniel is a very busy person and does not like long conversations. “Do you see Kolya? The guy is great, he came to us and is growing fast, smart, responsible, will never let you down. A born leader. I need three more people like Kolya. " “Daniil, the market is not the best now, it’s hard to find good young specialists for a starting position, and experienced ones cost very different money.” “Pauline, this is your job, you are our picker. There is a description of the vacancy, I have explained to you who I want, it's up to you. " Polina returns to her workplace and wonders how she can find "three like Kolya". Polina will have to answer the questions: what will determine "similarity" besides education and technical skills?

Competency assessment will help you cope with such tasks. "Such as Kolya" is a certain set of competencies that helps Kolya to cope with his work. The set and severity of such competencies can be identified, for example, during a behavioral interview or using the professional personality questionnaire OPQ.

Ideally, Polina needs to conduct interviews and test all Kohls who work in the company in order to find the connection between competencies and success. And then it will become clear which set of competencies needs to be assessed in newbies. If you want to save time and not conduct interviews on competencies with each of the candidates, use "": this is an opportunity to objectively and professionally evaluate applicants and employees, compare the results and select those who will be successful and useful for your company.

One of the most important tasks of the employer and the head of the enterprise is to assess the competencies of the personnel - it allows you to identify employees not only having work experience recorded in and other theoretical skills, but also real experience that directly affects labor activity. Despite the fact that the assessment of the competencies of workers has practically no legal regulation, knowledge of the mechanisms of its implementation is key for personnel specialists and responsible persons in the organization.

What is personnel competency assessment?

As legal requirements and the procedures that an employer can apply in relation to applicants for certain job vacancies in the organization provide insufficient opportunities, employers often practice the use of special techniques to improve efficiency in the use of labor resources, reduce enterprise costs and increase profits. The assessment of personnel competencies is not regulated in any way from the point of view of legislation, however, it is an effective tool, to one degree or another, used by almost every employer.

Assessment of the competence of employees - conducting a test for the professional suitability of an employee to conduct labor activity... It is carried out at a separate enterprise in accordance with the criteria established in the organization in question and approved by its local regulations. In particular - on the compliance of the employee's activities with the standards of production, making calls, attracting customers or selling products.

It should be distinguished from the assessment of the competence of employees, since it is possible to assess the competence of an employee in conducting activities at a particular enterprise only after a certain period of his activity, while testing during employment is carried out even before the moment of imprisonment employment contract with an employee.

Why do you need an assessment of the competence of employees

The fundamental goal of assessing the competencies of employees can be called the maximization of the personnel potential of the organization, taking into account the specifics of labor activity. As a result, personnel optimization leads to:

• reducing costs;
• reduction of direct and indirect costs;
• reducing the cost of working time of workers;
• creating a comfortable microclimate for employees from a psychological point of view;
• the overall increase in the company's income.

So, considering this issue more specifically, the goals of assessing the competence of personnel can be called:

Accordingly, an assessment of the level of an employee's competence can become the basis for - both within the framework of promotion or demotion, and in the form of retraining or transfer to a job where he can develop better or bring more benefit to the company, taking into account his personal characteristics.

Advantages and Disadvantages of Personnel Competency Assessment

The method of assessing competencies, as a personnel tool, helps to effectively solve not only directly personnel issues, but also the economic problems of the enterprise. Its advantages include the following features:

• The ability to create individual profiles of ideal specialists, taking into account all the features and nuances of the activities of a particular organization.
• Availability of the organization of differentiated selection of employees. Application different methods assessing the competencies of workers and managers makes it possible to separate different profiles of work.
• The simplicity and accessibility of the method after the stage of defining and developing tools for assessing competencies.
• Regularity. Competency assessments can be carried out on a regular and ongoing basis, and the organization's current performance can be used for it.

However, despite the sufficient number of advantages, this technique has certain disadvantages that may be relevant for many employees and employers. Namely, they include:

• The subjectivity of the assessment. A human resources employee of an enterprise conducting a competency assessment may have a biased opinion in relation to individual employees. Level this disadvantage can implementation automatic systems evaluating or inviting independent specialists using the outsourcing method.
• The need to develop an assessment tool. At the enterprise, it is necessary to take into account the individual characteristics of its specifics, as well as draw up an ideal employee profile for each specific position. Moreover, this disadvantage can be eliminated by using ready-made professional standards, however, in this case, the disadvantage will be that the ideal standard does not correspond to the specifics of a particular enterprise.

The procedure for creating methods for assessing personnel by competence

First of all, in order to apply methods for assessing the competencies of personnel, it is necessary to form a direct model of competencies at the enterprise. It should be borne in mind that this model is based on, as well as direct corporate requirements - a combination of these three sources will create an effective and balanced personnel tool.

The very procedure for developing this model implies the following actions:

• Creation of the ideal profile for each specific position in the company. In this case, both the personal qualities necessary for the employee to solve the tasks assigned to him, and directly professional knowledge should be taken into account.
• Development of an assessment system. Good system assessment includes both point indicators, which provide a numerical assessment of various competencies of an employee in various fields of activity, and additional tools that allow taking into account the opinion of a team of employees about him, as well as feedback from direct managers and clients.
• Testing the created profiles and the assessment system in practice in order to implement subsequent adjustments to create optimal model competencies for each specific position.

The point of the competency assessment system should pay attention to the following parameters:

1. Professional skills. WITH from this point of view, the overall performance of the employee in the position held, his qualifications and the results of passing specialized professional tests affecting precisely his position.
2. Extra skills. Among them, the presence of various additional skills that are not mandatory for the performance of direct labor duties should be assessed. In particular, knowledge foreign languages, the ability to program and other aspects of the activity.
3. Personal characteristics. They have a great impact on activities, depending on the specific position and its characteristics. In particular, if the employee has a higher financial education, high intellectual performance, but low communication skills, it would be much more logical to send him to the enterprise development department, and not to the customer service department.
4. Health level. In many cases, the physical performance of an employee can directly affect the efficiency of his work. In addition, even in the absence of direct contraindications, it will be irrational to appoint a sick employee to managerial and responsible positions that require constant personal presence.
5. Enterprise loyalty level... The employee's involvement in the corporate culture, his stability and the frequency of job changes are also important for the selection of specialists for certain personnel positions.
6. Development potential. Even a highly qualified specialist in a certain position can reach the limit of his development, while a less effective employee with a high potential will perform better with due career growth, therefore, the assessment of the competence of employees should include these indicators.

Tools for assessing the competence of enterprise personnel

Personnel competence assessment is a complex personnel methodology that includes various tools. In particular, these include:

The procedure for assessing the competence of personnel

Assessment of the competence of the personnel of an enterprise requires the creation of an appropriate procedure according to which it will be carried out. In general, a step-by-step assessment of personnel competencies may look like this:

• System development stage. This stage was described earlier and implies the creation of general tools that will be used during the assessment, as well as the assessment criteria.
• Creation of a legal framework. The employer needs to secure the assessment of the competence of personnel at the enterprise with the help of the relevant local regulations.
• Development of an assessment schedule... The company should have a schedule, according to which the competence of employees will be assessed.
• Direct assessment.
• Formation of results and making a final decision on the results of the assessment of each individual employee.
• Analysis of evaluation results competencies of the employees of the enterprise after a certain period after the procedure.

Examples of assessing the competence of personnel at the enterprise

It is best to consider the possibility of using a personnel competency assessment system using a few simple examples:

An employee of the company holds the position of a sales consultant. Testing against him revealed that he has a satisfactory level of qualifications - in terms of professional ability, he has 4 points out of five possible. However, among personal characteristics, he is distinguished by low sociability - 2 points, and a high level of intelligence - 5 points. At the same time, his performance in the position was estimated at only 3 points, while loyalty to the enterprise is also high, as is intelligence - 5 points.

Accordingly, taking into account personal and professional qualities, a logical decision in this example using the assessment of the competence of personnel will be the direction of this employee for training or direct appointment to a managerial position, excluding contact with clients or a large number of employees.

An employee of the enterprise has the position of the chief secretary. The assessment of competencies has shown that this employee has a wide range of additional skills, and also high performance in this position. However, the company also identified employees among ordinary employees who fit the ideal profile of a manager's secretary.

Accordingly, it would be logical to raise this secretary to a position that requires the use of his existing additional skills with his replacement by one of the ordinary workers, or - offering him a part-time job to maximize his labor potential.

"Competencies are the characteristics necessary for successful management."

McCleland.

When considering the qualities of a person that contribute to the formation of certain work skills and the performance of certain official duties, professional and individual (personal) competencies are usually distinguished. As a rule, professional ones include those that relate to the performance of his work, his official activities, are enhanced with the professional specialization of a person, and also reflect predominantly rational in human behavior. In contrast to this, it is believed that individual (personal) competencies are those that manifest themselves outside the service relationship, in everyday life, in the family, in everyday communication with friends, family members, relatives and other people. The most important personal qualities leaders are considered: benevolence, justice, collectivism, the ability to keep the word, responsiveness, poise, modesty, external attractiveness, cheerfulness, breadth of outlook. The business qualities of a manager include diligence, initiative, accuracy, professionalism, organization, diligence, energy, responsibility, ability to work, discipline.

At the same time, practice shows that this division is not only conditional, but often does not fully reflect the reality. The fact is that the effectiveness of management and the success of the organization are directly related not only to purely professional, but also to all other qualities of a leader. In particular, there are managerial situations, the successful resolution of which depends, in a decisive way, on the moral qualities of the leader.

Not by chance whole line sources among the qualities of the leader, which are important for the effectiveness of the organization's management, does not distinguish between professional and individual (personal). So, among essential qualities decision-makers in business, special attention is paid to the following (Fig. 1):

Qualities of decision makers in business:

self-esteem motivation

and the level of claims

In the course of his activities, the leader inevitably projects his inner world, their qualities, all their advantages and disadvantages for emerging management situations, for the activities of the team and the development of the organization. Depending on these qualities, situations are harmonized and resolved positively, contribute to the development and strengthening of the team headed by him and the organization as a whole, or vice versa, they are aggravated, contribute to the emergence of new problems and lead to the decomposition of the team, degradation, destruction and, ultimately, to the liquidation of the organization. ...

Thus, no less important for the success of the manager's work general attitude to life and work and his moral qualities, including respect for people, a sense of duty, loyalty to word and deed, honesty to oneself and to others, enthusiasm for work, optimism, openness, curiosity, creativity, independence of judgment, flexibility of behavior , impartiality, the ability to criticize and self-criticism, benevolence, sensitivity, responsiveness, exactingness, generosity, modesty, a sense of the new.

It is difficult to overestimate the importance for leadership and management of the communicative qualities of a manager, and, above all, sociability, tact, the ability to listen and understand the interlocutor, the ability to get along with people, politeness, the ability to psychologically correctly influence people, the ability to maintain distance.

Very necessary for a manager his volitional qualities - perseverance, patience, self-control, the ability to long-term concentration of attention.

Of great importance for the effectiveness of a manager's work are also his emotional manifestations: natural behavior, ease, sincerity in communication, resistance to stress, emotional stability, the ability to empathize.

Other qualities that are often forgotten should be noted, such as alertness (relaxed concentration, instant readiness for adequate action without fuss and overexertion) and sobriety (an approach to life and situations in it, in which an objective, true assessment of the events and actions of all those involved) takes place. in them persons, including himself).

On the other hand, for various areas of a manager's activity - scientific, practical, consulting - some qualities can be identified that are of particular importance for these areas (Fig. 2).

Manager qualities

Communication skills are extremely important for the activities of a practical leader and consultant in the field of management, they are less important for a scientist specializing in the problems of management science.

It should be borne in mind that in professional activity, especially in its early stages, it is difficult to be successful in everything. Not all types of activities inherent in a manager, a novice leader shows the same inclinations and abilities. Not all forms and methods inherent in the field of management are mastered equally successfully. In this regard, it is important for a novice manager to purposefully form his own individual leadership style, which would take into account, on the one hand, his inclinations and abilities, various kinds of individual characteristics, and on the other, the need to develop professional qualities and self-improvement. In this regard, it is important for a novice manager to have adequate self-esteem, to be aware of their individual characteristics, abilities and inclinations, strong and weaknesses character, as well as ways and methods of compensation for their own shortcomings. Negative qualities of a manager are absolutely unacceptable as excluding effective social management: perfidy, conceit, inertia (slavish adherence to obsolete habits and traditions, inability to perceive and support new things dictated by the needs of life), dogmatism, formalism, authoritarianism.

This kind of knowledge of their qualities helps the manager to form an individual management style, contributes to an increase in the efficiency of his activities, and therefore the success of the actions of the team headed by him, the stable development of the organization.

For self-assessment of their qualities, in particular thinking, managerial abilities, volitional factor, moral qualities of a manager, one should take into account the opinions of others, use self-observation, as well as psychological tests.

At the same time, it should be borne in mind that the desire to engage in organizational activities and communicate with people largely depends on the content of the corresponding forms of activity and on the characteristics of the person himself. To a large extent, this desire is determined by the subjective value and significance for a particular person of the future results of his activity and the attitude towards the persons with whom he interacts. Often, inclinations appear in the course of such activities and communication, which at first are indifferent to a person, but as he is included in them, they become significant. It is very important here that a person sets goals for his own development, as well as the efforts made by a person to achieve this goal.

For effective leadership at any level of management, two groups of individual qualities of a manager are important:

1. qualities, knowledge, skills and abilities determined by the field of activity of the organization (economics, science, culture, military affairs, etc.). Here great importance have an education in the field of activity, experience in this area, as well as the presence of personal connections in the field of activity of the organization;

2. qualities and skills related to the field of people management and, in their essence, do not depend on the sphere of activity of the organization (leadership qualities and skills, the degree of development of the volitional, intellectual and emotional sphere, moral qualities of a person). In this regard, it is important that knowledge is acquired as a result of possibly very intensive training sessions, full immersion in work situations, is acquired and consolidated relatively quickly in the presence of the Teacher and sources of information (books, documentation, etc.), as well as practice. work in specific life situations.

At the same time, the will, the emotional and intellectual spheres, the moral qualities of the leader (like any person) are formed throughout his life. The development of these qualities requires hard work on oneself, awareness and moral assessment. life situations, specific events, their role and place in them. This is a long-term process, sharp jumps in it are extremely rare and unlikely.

The essence of most problems in the activities of any organization, complex management situations are various kinds of ethical conflicts. Conflicts of this kind arise from differences in the interests of different parts of the organization, different workers, the interests of the individual employee and labor collective or the entire organization, the interests of the organization and the consumer or society as a whole, etc. For an adequate response to unique management situations and a successful, harmonious resolution of emerging problems in the activities of an organization, first of all, the moral qualities of a leader, as well as developed emotional, volitional and intellectual spheres, are required.

Thus, the structure of the manager's personality is projected onto the activities of the organization he controls; therefore, all the qualities of a manager are important for the success of management. They cannot be divided into professional and individual qualities that are important for the effectiveness of management. This is one of the features of the manager's profession.

Some human qualities are of particular importance for different areas of a manager's activity (practical guidance, management consulting, scientific activity in the area of social management), including: leadership, organizational skills, communicative qualities.

The profession of a manager not only requires certain qualities in a person for effective management, but also forms these qualities over time.

In conditions modern governance organization, the manager must have a number of necessary qualities, both personal and professional.

The professional include those that characterize any competent specialist. Possession of them is only a prerequisite for the successful performance of official duties.

These qualities are:

1.high level of education, production experience, competence in the relevant profession;

2. breadth of views, erudition, deep knowledge not only of their own, but also of related fields of activity;

3. striving for constant self-improvement, critical perception and rethinking of the surrounding reality;

4. search for new forms and methods of work, help others in mastering them, their training;

5. ability to use time rationally, plan your work.

The personal qualities of a manager should also not differ much from the qualities of other employees who want to be respected and reckoned with. Mention may be made here:

1. high moral standards;

2. physical and psychological health;

3. internal and external culture, justice, honesty;

4. responsiveness, solicitude, benevolence towards people;

5. optimism, self-confidence.

But the possession of them is also just a prerequisite for successful leadership, because a manager is made by a person not professional or personal, but business qualities to which it is necessary to include:

1.the ability to organize the activities of subordinates, provide it with everything necessary, set and distribute tasks, coordinate and control their implementation;

2. dominance, ambition, high level of aspirations, striving for independence, power, leadership in any circumstances, and sometimes at any cost, courage, determination, assertiveness, will, uncompromising;

3. contact, sociability, the ability to win over people, to convince them of the correctness of their point of view (experts believe that 80 percent of a manager's knowledge should be knowledge about a person);

4. initiative, efficiency in solving problems, the ability to concentrate on the main thing;

5. the ability to manage yourself, your behavior, relationships with others;

6. desire for change, innovation, willingness to take risks and entice subordinates.

Requirements for managers in relation to these qualities at different levels controls are not the same.

At low levels, decisiveness, sociability, some aggressiveness are valued; in the middle - mostly the ability to communicate, partly conceptual skills; on the higher levels the first place is given to the ability to think strategically, assess the situation, set new goals, carry out transformations, and organize the creative process of subordinates.

Since a manager of any level not only organizes and directs the work of employees, but also, if necessary, influences their behavior, including off-duty, he must be sufficiently well prepared pedagogically.

1. Corporate competencies are competencies that are accepted in the company. They are the same for any job.

For example:

- Ability to work effectively in a team.

2. Management competencies are competencies that managers need to successfully solve business problems.

For example:

- Ability to plan their work and the work of their subordinates;
- Ability to organize and control the workflow;
- Ability to motivate, inspire to achieve the set results;
- Ability to make decisions independently;
- Ability to see the situation as a whole, without missing out on details;
- Ability to generate new ideas, think outside the box;
- A high degree of reaction to changes in the situation;
- Ability to effectively solve problems.

3. Professional competencies are competencies that can be applied to a specific group of positions.

For example:

- Knowledge of the laws of retail business (market segment);
- Sales skills;
- Product knowledge.

4. Personal competencies are personal aspects that may include achievements, results, attitudes towards them, and so on.

For example:

- High self-organization;
- Leadership;
- High adaptability;
- High communication data;
- Ability to bring the work started to the end;
- Ability to work with a large amount of information;
- Analytic skills;
- Ability to quickly learn and master everything new;
- Initiative;
- Manageability;
- Activity;
- Discipline;
- Ability to work in time trouble.

According to the degree of occurrence, three types are distinguished:

1. Acquired (speak for themselves) - this is the knowledge and skills that the applicant was able to acquire based on previous experience. For example, the ability to plan.
2. Natural are those basic qualities, which are given to a person from birth. For example, charisma, isolation, openness, increased anxiety, etc.
3. Adaptive - these are qualities that allow a new employee to achieve the assigned tasks as quickly as possible in a new working environment. Rather, they are emotional abilities of a person that are not innate, but develop or acquired over time.

According to the degree of complexity, four types are distinguished:

1. Simple (contain a single list of knowledge, abilities, skills observed in the actions of a person who has this or that competence);
2. Threshold (this is the minimum of knowledge, abilities, skills and behavioral characteristics that is necessary to obtain admission to work);
3. Detailed (consist of three to five levels, the number of which is determined by the goals of using the competency model);
4. Differentiating (contain knowledge, abilities, skills and behavioral characteristics that make it possible to distinguish best employees from outsider employees).

When assessing competencies, one should not forget how it will manifest itself not only at the present time, but also in a year or two.

The requirements for a future employee are most conveniently combined into a single system of criteria, which will take into account, among other things, corporate attitudes, and the specifics of the work process, and personnel policy, and the company's development strategy.

So, when compiling a profile, always keep in mind that:

- you want to get out;
- how the employee will achieve the goal set for him;
- thanks to what qualities he will be able to achieve positive results.

The competencies indicated in the profile are best specified and prioritized as much as possible, for example:

- major - minor;
- important - desirable.

In addition, each of the competencies specified in the profile must be:

- formalized;
- measurable;
- understandable (uniformly interpreted);
- structured;
- relevant;
- flexible (take into account all possible changes);
- contain non-overlapping behavior indicators. (Standards of behavior observed in the actions of the employee).

The compilation of the profile is carried out, as a rule, collegially, consisting of the immediate supervisor of the future employee and the HR manager. If necessary, the composition can be expanded to include additional staff, for example, top managers, business technologist. Each of the participants has his own task, so the immediate manager needs to clearly define the goals of the position and the necessary competencies, HR-ru to display trends in the labor market, as well as all the nuances of corporate culture, the business technologist to perform the technical part of the work, maximally structuring and linking the received data. I note that not every company has a specialist who would deal with the description of business processes, therefore, most often the technical part of compiling a profile falls on the shoulders of a personal engineer.

The task of the HR-rar, in addition to competencies, also reflects corporate values ​​and behavioral norms adopted in the company. It will be positive if most of the tops can take part in the compilation of the profile, then you will be able to accurately reflect the expectations for the preferred leadership style, motivation, prioritization, loyalty, etc. organize a written survey, the purpose of which is to select and rank from the proposed list of competencies that need to be included in the profile.

For a clearer and more accurate understanding, it is best to concretize the competence, for example, if we are talking about sociability, then indicate what exactly is invested in this concept, for example, this ability to win over the interlocutor or the ability to speak in public, the ability to quickly establish new communications or desire all the time communicate with different people, etc.

When drawing up a competency model, it is necessary to decide whether this competence will be the same for all employees of the company (and only the corporate model can act as such), or whether its own models will be used in each separate division. It is natural that universal model competencies suitable for everyone and everything do not exist in nature, therefore, each model will contain its own characteristics.

If you create a model that lists a huge number of competencies, it is highly likely that it will turn out to be cumbersome and difficult to implement, and it is difficult to evaluate the applicant for it. From practice, I can say that when selecting a candidate for the position of store director, it is quite enough to prescribe 5-7 core competencies and 3 additional ones.

Do not forget that the competency model is a fairly universal thing and can be used not only in the process of recruiting and assessing personnel, but also to identify the need for training, determine the development zones of already working employees. The created competency model also streamlines certification procedures to a large extent, provided that it is adapted to the specifics of the company, its goals and objectives.

A correctly developed competency model will contain groups (blocks) consisting of competencies united by common features.

The standard competency model consists of the following elements:

1. Cluster of competences (a set of interrelated competencies, united by a certain homogeneity);
2. Specific competence;
3. Level of competence;
4. Indicators of behavior.

As you have already noticed, each competency given is a set behavioral indicators, combined into blocks (levels), depending on the semantic volume. The number of levels can be different, based on the competence (usually from 2 to 5).

The name of the competence should be simple and capacious at the same time, for example:

- personal development,
– relationship management,
- decision making, etc.

All existing clusters, relatively speaking, can be divided into four components (directions) that affect:

- interactions (work with people),
- actions (achievement of results),
- intellectual activity (work with information: analysis, statistics, consolidation, etc.),
- business development (strategy).

When starting the formation of a competency model, it is necessary to take into account a number of conditions, as well as maintain a certain logical sequence.

And she is as follows:

- defining the goal of creating a competency model (The competency model can be used not only at the stage of assessing applicants, but also to determine the growth zones of already working employees, etc.);
- determination of the project participants for the creation of the model (determination of the project manager and approval of the members of the working group, usually 3–7 people);
- determination of the competency development methodology (the head of the working group prepares information for all project participants, which includes step by step algorithm actions with detailed comments on the number of competencies included in the model (with their full details), the number of levels, etc.);
- determination of methods for collecting information (The main sources are: interviews, brainstorming documented goals and values ​​of the company, corporate code, job descriptions, accepted standards of conduct, etc.);
- analysis of the information received (These are answers to the questions: are the selected competencies really important for working in this position; what qualities should new employee in order to be successful; how the selected competencies will manifest themselves on behavior patterns, etc.);
- development of a competency model (The acquired competencies are grouped according to the degree of importance and by clusters, all inaccuracies in definitions and understanding are removed, duplications are eliminated);
- checking the compliance of the methodology with the assessment results (Checking and assessing compliance is carried out in two ways: by obtaining feedback from company employees on a number of issues that have arisen and checking how competencies will differentiate effective and effective work);
- launching into operation (After successful completion of the check and elimination of all identified deficiencies, the model is launched into operation).

If the competency model was developed to assess existing employees, it is necessary to inform the staff about the innovations. In particular, comment on the reasons for creating a model, the principles of their compilation and implementation, the forms of support that will be provided to users in the development of competency models.

When choosing methods, it must be remembered that none of them by itself is sufficient to collect all the necessary information, therefore, most often a combination of methods that complement each other is used.

The formation of a profile of a position in retail is, to some extent, a gratifying thing. This is due to the fact that once having drawn up a profile for a certain position, you can simply replicate it throughout the network, and as requirements change, make adjustments.

However, it is always worth remembering the location of the store (geographically (city / village)), its area and service format, all of this can ultimately be reflected in the profile.

Let me explain: if you are looking for a director of a store in a large city, the area of ​​which is 5000 sq. these two candidates will be identical. Of course, the key basic requirements for both candidates will be common, but the requirements for a director whose store is located in a large city, in the end, will still be an order of magnitude higher than for a director of a store located in a village.