Coursework: Assessment of the results of personnel labor. Assessment levels and basic approaches. Assessment of the performance of managers and management specialists Assessment of the performance of the organization's personnel

Evaluation of labor results is one of the functions of personnel management, aimed at determining the level of efficiency of work performance. Evaluation of labor results is an integral part of the business assessment of personnel along with the assessment of his professional behavior and personal qualities and consists in determining the compliance of the employee's work results with the set goals, planned indicators, and regulatory requirements.

The indicators of the final results of workers' labor, as well as its content, are influenced by a set of various factors, the classification of which is given in table. 9.1. Taking these factors into account is mandatory when assessing the performance of specific officials in the specific conditions of place and time, as it increases the degree of validity, objectivity and reliability of the assessment conclusions.

Assessment of labor results different categories workers (managers, specialists, other employees, workers) differ in their tasks, significance, indicators or characteristics, the complexity of identifying results.

Quite simply, this problem is solved for the category of workers, especially pieceworkers, since the quantitative and qualitative results of their labor are expressed in the quantity of products produced and their quality. By comparing with the planned task, the result of their work is assessed.

Evaluation of the results of the work of managers and specialists is much more difficult, since it characterizes their ability to provide

Table 9.1. Classification of factors taken into account when assessing labor performance

Factors
Natural biological	Health status Mental capacity Physical abilities Geographic environment Seasonality, etc.
Socio-economic	The state of the economy State requirements, restrictions and laws in the field of labor and wages Qualification of workers Labor motivation Standard of living The level of social protection, etc.
Technical and organizational	The nature of the tasks to be solved Complexity of labor The state of the organization of production and labor Working conditions (sanitary and hygienic, ergonomic, aesthetic, etc.) The volume and quality of information received The level of use of scientific and technical achievements, etc.
Socio-psychological	Attitude to work The psychophysiological state of the employee The moral climate in the team, etc.
Market	Development of a mixed economy Entrepreneurship development Level and scope of privatization Corporatization of organizations Competition Independent choice of the remuneration system Liberalization of prices Inflation Bankruptcy Unemployment, etc.

call a direct impact on the activities of any production or management link. In the very general view the result of the work of an employee of the management apparatus is characterized by the level or degree of achievement of the management goal at the lowest cost. At the same time, the correct definition of quantitative or qualitative indicators that reflect the ultimate goals of an organization or department is of great practical importance.

The indicators by which employees are evaluated are varied. These include the quality of the work performed, its quantity,

value assessment of results. Evaluating performance requires a fairly large number of indicators that would cover both the volume of work (for example, the number of visits made by the sales agent) and its results (for example, the amount of revenue).

It is also necessary to highlight such a key concept as an assessment criterion - a kind of threshold beyond which the state of the indicator will meet or not meet the established (planned, standardized) requirements.

Therefore, when choosing assessment criteria, one should take into account, firstly, for the solution of what specific tasks the assessment results are used (increase in wages, career growth, dismissal, etc.), and, secondly, for which category and position of employees the criteria are established , given that they will be differentiated depending on the complexity, responsibility and nature of the employee's activities. When distinguishing three categories of managerial workers, it should be borne in mind that workers in each of these categories contribute to the management process: specialists develop and prepare a solution, other employees formalize them, and managers make decisions, assess their quality, control the deadlines.

In connection with the division of managerial labor, the result of the work of a manager, as a rule, is expressed through the results of production, economic and other activities of the organization or divisions (for example, the fulfillment of a profit plan, an increase in the number of clients, etc.), as well as through socio-economic conditions labor of employees subordinate to him (for example, the level of remuneration, satisfaction with the work of personnel, etc.).

The result of the work of specialists is determined on the basis of the volume, completeness, quality, timeliness of fulfilling the official duties assigned to them. When choosing indicators that characterize the key, main results of the work of managers and specialists, it should be borne in mind that they have a direct and decisive influence on the result of all activities of the organization; take up a significant part of the staff's working time; there are relatively few of them (4-6); make up at least 80% of all results; lead to the achievement of the goals of the organization or department.

Table 9.2 is given indicative list quantitative indicators for assessing the results of work for some positions of managers and specialists.

Table 9.2. List of indicators for assessing labor results

Position	List of indicators for assessing labor results
Head of the organization	Profit growth Capital turnover Market share
Bank manager	The volume of loans and their dynamics Profitability Quality of credit operations Number of new clients
Line managers (heads of production shops, foremen)	Execution of planned tasks in terms of volume and nomenclature Dynamics of production volume Labor productivity dynamics Reduced production costs The proportion of defective products and their dynamics Downtime Downtime losses Employee turnover rate
Chief Financial Officer gave	Turnover working capital The level of excess stocks of working capital
Human Resources Manager	Labor productivity and its dynamics Reducing the standard labor intensity of manufactured products The proportion of scientifically based norms The level of wages per unit of production and its dynamics Employee turnover rate and its dynamics Number of vacancies Indicators for training and advanced training of personnel Personnel costs in production costs (share and dynamics)
HR manager	Number of vacancies in the organization Number of applicants for one vacant place

In practice, when assessing the performance of managers and specialists, along with quantitative indicators, i.e. direct, indirect are also used, characterizing the factors influencing the achievement of results. Such factors of efficiency include: efficiency of work, tension, intensity of labor, complexity of labor, quality of labor, etc. In contrast to direct indicators of labor results, indirect assessments characterize the activities of an employee according to criteria corresponding to ideal ideas about how to perform job duties and the functions that form the basis of this position, and what qualities should be shown in connection with this.

To assess the factors of performance, the scoring method is most often used. The interpretation of points in assessing the complexity and quality of labor is shown in table. 9.3.

Table 9.3. Example score complexity and quality of work

The degree of complexity and quality of work	Score in points
Completed work in terms of complexity: Significantly exceeds job description
Slightly exceeds the job description
Complies with the job description
Slightly lower than required in the job description
Significantly lower than required in the job description
Quality of the work performed: At a high level
At a good level
Satisfactorily
Below average
Unsatisfactory

The procedure for assessing labor results will be effective if the following mandatory conditions: establishment of clear "standards" of labor results for each position (workplace) and criteria for its assessment; development of a procedure for assessing labor results (when, how often and who conducts the assessment of assessment methods); providing complete and reliable information the appraiser about the results of the employee's work; discussion of the assessment results with the employee; making a decision on the results of the assessment and documenting the assessment.

To assess the results of work, apply different methods, the classification of which and a brief description of are presented in table. 9.4.

The most widely used method of management by goals (objectives) in organizations around the world to assess the performance of managers, engineers and clerical workers who are not directly related to the production of products. An example of the formulation of some goals (objectives) is presented in table. 9.5.

The greatest difficulty in assessing the results of labor of management employees through goals lies in the definition of a system of individual target indicators.

Table 9.4. The main methods for assessing the results of the work of management employees

Method name	Brief description of the method
Management by goals	Based on the assessment of the employee's achievement of the goals set jointly by the manager and his subordinates for a specific period of time. Provides for a systematic discussion of achieved and not achieved goals Requires a quantitative definition of goals and the timing of their achievement. An expensive method. Used to assess managers and professionals
	Based on the affixing of an appropriate grade (from 4 to 0) for each character trait of the evaluated employee: the amount of work, quality of work, initiative, cooperation, reliability, etc. The rating corresponds to the rating. To increase the effectiveness of the rating scale, more clearly delineated descriptions of the completeness of the manifestation of a particular character trait are drawn up.
Forced choice	Based on a selection of the most characteristic this employee characteristics (descriptions) corresponding to the effective and ineffective work(for example, "works a lot" "does not expect problems", etc.). An efficiency index is calculated on the basis of a point scale. Used by management, colleagues, subordinates to assess the performance of employees
Descriptive method	The appraiser describes the advantages and disadvantages of the employee's behavior according to the criteria of the amount of work, quality of work, knowledge of the work, personal qualities, initiative, etc. using a graphical rating scale, using pre-compiled labor performance standards
Decisive Situation Method	It is based on the use of a list of descriptions of "correct" and "incorrect" employee behavior in individual situations, the so-called decisive situations. The appraiser maintains a journal in which these descriptions are categorized according to the nature of the work. Used in management evaluations. not colleagues or subordinates
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 overall rating the employee's questionnaire. Used for assessment by management, colleagues and subordinates
	Based on the use of decisive situations (5-6). from which the characteristics of labor productivity are derived (from 6 to 10). The evaluator reads the description of any 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 to workers
Behavior Observation Scale Method	It is similar to the previous one, but instead of defining the employee's behavior in the decisive situation of the current time of assessments, it fixes on the scale the number of cases when the employee has been shaking himself in one or another specific way earlier. The method is laborious and requires material costs

Table 9.5. Examples of using the management method by goals (tasks)

Position	Organization type by size and industry	Formulation of the goal (objectives)
The factory director	Medium size refrigerator factory
Product manager	Large size, food production plant	Increase the sales market for foodstuffs by no less than 2.3% by September 1, increasing costs by no more than 1.5%
Sales agent	Medium size: petroleum product plant	Find at least five new buyers in the central area and conclude contracts with two within the next six months
	Large size, construction organization	Complete the development of the heat substation project 10 days before the deadline delivery of a set of documentation

The most popular form of performance measurement is KPI (Key Performance Indicators). They are developed, as a rule, for each position and are most often used in evaluating managers, less often in evaluating specialists, but few people have heard of the use of KPIs in evaluating the work of technical personnel. Often, KPIs are not based on either the profile or the specific requirements of the job. In addition, KPIs may not always be able to compare the contributions of employees in different positions due to the fact that different criteria have been developed for them.

An effective, albeit not very popular, alternative to KPI-based scoring is to evaluate jobs against standard criteria that are appropriate for any job. But when developing standard performance criteria, certain requirements must be met:

They must be defined in behavioral terms;

They must relate to persistent repetitive behaviors;

They should reflect quantitative and quality criteria performing work that does not relate to the content of the activity on a specific site;

They must be susceptible to direct observation.

Below is an example of a questionnaire designed to periodically assess an employee of any level and profile. It is designed based on models that use three main parameters for performing tasks:

Scope of tasks and job responsibilities;

Deadline - scope of tasks and functions;

Quality of execution - the scope of tasks and functions.

For the norm of the volume of tasks, the volume of job duties (tasks and functions) prescribed in the job description was taken. For some reason, the volume of completed tasks may be less than the norm. These reasons can be "valid" (illness, vacation) and "disrespectful" (absenteeism, decreased performance, etc.). The volume of tasks exceeding the norm is possible when replacing an employee who was absent due to illness, business trip, vacation. Another reason is the assignment to an employee by his manager of tasks that go beyond the scope of job descriptions, urgent and unscheduled tasks.

So, there are three levels of task scope:

Minimum;

In the scope of official duties;

Additional to job responsibilities.

Job performance questionnaire

I. General information ____________________

FULL NAME. assessed by ____________________

Position ____________________

Division ____________________

Company ____________________

Assessment date ____________________

II. Questionnaire

1. Scope of tasks (functions and duties).

The tasks completed in the period under consideration are evaluated. At the end of the month, functions and the progress of tasks are assessed. In one of the points, select the required mark.

1. The permissible minimum of completed tasks, including due to the absence of the evaluated work due to illness, vacation, etc. (0-4).

2. The usual, routine amount of tasks in accordance with the job description (5-8).

3. Tasks additional to those provided by the job description (assignments, projects, temporary replacement of an absent colleague) (9-12).

1. Timing of tasks.

The timing of the completion of a particular volume of tasks is estimated. Choose one answer.

1. All tasks are overdue.

2. A smaller part of the tasks was completed without violating the deadlines, most of the tasks:

a) completed ahead of schedule;

b) expired.

3. Half of the tasks were completed without violating the deadlines, the other half:

a) completed ahead of schedule;

b) expired.

4. Most of the tasks were completed without violating the deadlines, the smaller part of the tasks:

a) completed ahead of schedule;

b) expired.

5. All tasks were completed on time.

6. All tasks were completed ahead of schedule.

2. The quality of the tasks performed.

The quality of the tasks is assessed in accordance with the existing criteria and standards, requirements. Errors, complaints or gratitude of customers, etc., the achieved positive effect of the solved problem are also taken into account. Choose one answer.

1. The quality of performance of all tasks is lower than expected.

2. The quality of the performance of a smaller part of the tasks is not lower than the expected, most of the tasks:

a) higher than expected;

b) lower than expected.

3. The quality of completing half of the tasks is not lower than expected, the second half:

a) higher than expected;

b) lower than expected.

4. The quality of performance of most of the tasks is not lower than the expected, a minor part of the tasks:

a) higher than expected;

b) lower than expected.

5. The quality of performance of all tasks is equal to the expected,

6. The quality of performance of all tasks is higher than expected.

III. Final score.

IV. Keys and norms.

The volume of tasks.

A universal key to the criteria "Timing" and "Quality of tasks execution"

Questionnaire item	Grade

Interpretation of results

29-36 Performance is above normal

21-28 Performance is normal

13-20 Performance below normal

8-12 No or minimal performance

When developing a scale for assessing the deadline and quality of tasks, it should be assumed that during the assessment period, some tasks are completed ahead of schedule, and some with a delay. The same is with quality - not all tasks are performed equally well. If you look at the matrix, which can be used to display different volumes of overdue and early tasks, or different volumes of tasks of different quality, you get a table with rather complex combinations (Table 9.6).

At the intersection of columns and rows, points are awarded for possible combinations. For the questionnaire, the most typical combinations were selected, which are easier to evaluate.

Table 9.6. Two-factor assessment scale "Scope of tasks - Quality / timeliness of tasks"

Employee performance evaluators can be:

Superior leader;

Direct manager;

A person involved in the same business process; curator, methodological leader or mentor; all these people together;

Any employees who interact with the assessed and are able to evaluate his performance.

METHODOLOGICAL APPROACHES: GENERAL CHARACTERISTICS An employee's performance assessment can be most successfully carried out only in relation to the category of workers, moreover, piecework workers, because the determination of the quantitative and qualitative result of labor (the volume of products produced and their quality) for this group of workers is not difficult.

Much harder to implement this approach to managers, specialists and employees. The assessment of the work of managers and specialists can be approached using the indicator of labor productivity and the indicator of labor efficiency. The latter indicator seems to be more acceptable, but, as you know, the effect can be economic and social character, and they are difficult to bring together. Thus, there remains an approach based on the commensuration of the costs of time and the results of activities. As for the cost of working time, their quantitative measurement methodologically is not difficult, although the collection of information on the actual cost of time to perform certain work in itself is laborious. The situation is more complicated with determining the Result of the activities of managers and specialists. Indeed, when assessing the activities of employees of the Department, many problems arise: - how to assess the results (efficiency) of production; - how to assess the contribution of the management function to these outcomes (management efficiency); - how to assess the share of a particular employee in this contribution. For example, the department of the chief technologist at the enterprise has developed several dozen new technological processes manufacture of already mastered products and several dozen technological processes for the manufacture of new types of products. What should be considered the result of the department's activities: the amount of profit received by the enterprise from the introduction of these new technological processes (production results at the enterprise level), or the number of new technological processes developed and their increase (or decrease) in comparison with the previous period? As a rule, due to difficulties in calculating the impact management activities on the results of production, the assessment of the work of managers and specialists began to be carried out through the direct results of their work. With regard to those specialists and employees who, in the context of a deep division of labor, specialize in performing a specific type of work, and the results of their work can be expressed quantitatively (for example, those engaged in information processing, its formal logical transformation, etc.), the implementation of such an approach seems to be sufficient a simple task, the solution of which provides the necessary linkage of results and remuneration. For workers who do not belong to this group, they began to use an indirect approach, in accordance with which it is assessed how the employee performs his functional responsibilities(efficiency of implementation, timeliness, completeness, etc.), i.e. it is believed that the external side of the performance of work cannot but have a positive effect on the results of work. Another way of indirectly assessing the labor of workers is associated with the assessment of the labor process, namely, with the study of labor costs (time). In this case, the classification of work is carried out, their division into those characteristic and unusual for a given employee (according to their compliance with job duties) - The use of time indicators in the assessment of labor is especially useful if it is possible to develop standards for the time spent on performing individual work. With the help of photographs and self-photographs of the working day of managers and specialists, the actual time spent on performing various works is studied. The structure of the time spent in the context of the functions performed is evaluated, with the allocation of the share of costs for creative, organizational and technical work, the share of costs for performing work inherent and unusual for job duties, the share of losses of working time (due to the fault of the employee and for reasons beyond his control) in the total amount of time worked, etc. In this case, again, it is assumed that the more rationally the fund of working time is used, the higher the results of the employee's work. There is such a connection, but not always direct, so that the study of the time spent by the manager and the specialist characterizes the labor process itself in many respects from the formal side, and this should be borne in mind when evaluating workers. In addition, the time spent characterizes the extensive side of labor and therefore should be supplemented, if not by a characteristic of the intensity of labor, then at least by a characteristic of its complexity. The following are considered as signs (factors) of the complexity of labor: - functions that make up the content of labor; - variety of works, their repetition, complexity: - degree of independence of work performance; - the scope and complexity of the leadership; - the nature and degree of responsibility; - the degree of novelty in work and the element of creativity, etc. OBJECTIVES OF ASSESSMENT The objective of assessing managers and specialists according to the results of their work is: - to identify the employee's compliance with the position; - in determining the labor contribution in terms of collective wages in order to link the overall performance of the Employee and the level of his official salary; - in ensuring an increase in the individual return from the Employees, their clear focus on the final result, linking the activities of specialists and managers to the main goal of the department, enterprise (firm). Distinguish between the final grade at the end of a rather long inter-certification period (3 - 5 years) and the current one - after certain time within the inter-certification period. The step-by-step calculation of indicators according to individual assessment criteria makes it possible to identify trends in changes in various aspects of employees' activities (primarily in the results of labor and professional growth of the employee), to take timely measures to improve skills, to predict changes in the results of activities. The results of the current assessment are also taken into account when summing up the results of the work for the entire inter-certification period... Consider the practical issues of assessment in relation to specialists and managers. ESTIMATION OF LABOR OF SPECIALISTS Evaluation of specialists is carried out according to different directions(Figure 11.1). The main ones are related to the assessment of the results of the employee's activity (main and accompanying), which is complemented by a socio-psychological assessment of the employee's behavior in the team.

Evaluation of the results of the activities of specialists is carried out using a system of indicators. Depending on the content and nature of the work of specialists and, above all, on how clearly it is possible to characterize the results of work quantitatively, whether there are time norms for the performance of certain work, whether the workers are given a standardized task in terms of the volume of work to be performed during a certain period, apply various indicators: the complexity of labor, its productivity, quality. In some cases, the entire set of indicators is used to assess, in others, only a part of it. The complexity of the work of specialists can be characterized by a point assessment of the factors that determine the complexity of the work of a given category of workers (responsibility, independence, variety of work, etc.). In practice, the method of indirect assessment is often used, when the job description serves as a comparison standard. The complexity of a specialist's work is determined as a result of correlating the work actually performed by him and the work provided for in the instruction. However, an employee can also perform work that is not related to his direct duties, and their complexity can be both higher and lower. Another indirect approach to assessing the complexity of labor is the calculation of the ratio of the average salary of employees of a unit engaged in similar work to the salary of a particular specialist. (It is necessary to compare the constant part of the wages of workers, since the variable part depends not only on factors related to the complexity of labor or qualifications.) The productivity of specialists is characterized by the volume of work per unit of time worked. Naturally, the calculation of the indicator can be performed in cases where the direct results of the work of specialists can be estimated in value terms or if there are standards for the time spent on the performance of a unit of work. Then the level of labor productivity of specialists (PTS) using the so-called labor method its measurement is
The calculation can be made both for a team of employees (for a structural unit) and for a specific specialist. The standards themselves should be systematically revised taking into account changes in the conditions for performing work.In addition to the labor method, in the conditions of issuing normative tasks of a production nature to workers in calculating the coefficient of labor productivity (Kpt), the following approach is also possible:
If the results of the work of specialists are characterized by the parameters of the serviced object or their number (meaning, first of all, their quantitative characteristics), for the analysis it is possible to use the labor intensity indicator, which is the ratio of the actual volume of serviced objects to the rate of service. Assessment of the quality of work of specialists also presupposes the presence of clear, quantitatively expressed requirements for its results. The coefficient of quality of labor of specialists is determined according to the methods operating at enterprises within the framework of an integrated system of management of efficiency and quality of work. So, the quality of work of specialists in research institutes and design bureaus is determined by the quality of the developed developments, which is assessed by an expert method when handing over to the customer or during the defense of the developments at the academic council. Based on the results of calculations of indicators for assessing the main activity of specialists, a generalized coefficient of labor efficiency can be calculated in relation to a specific work (developments), and then for the entire set of works performed over a long calendar period. For this purpose, the following methodology for calculating such a generalizing indicator can be used. The coefficient of the efficiency of the work of a specialist when performing i-th work calculated by the formula where Kpr, Ksp, Kk are the coefficients of productivity, complexity and quality of labor when performing the i-th job. In general, for the inter-certification period, the labor efficiency coefficient Kef is determined as follows: where Ti is the duration the i-th work, days; n is the number of works in the inter-certification period. As can be seen from Scheme 11.1, in addition to the results of the main activities of specialists, creative activity, work related to advanced training, and social activity are also assessed. The creative activity of an employee is characterized by such indicators as the number of copyright certificates, certificates of rationalization developments and their implementation, the total economic effect of the work performed, the number of awards, prizes, taking into account their importance, etc. The activities of employees in relation to advanced training can be expressed by the total number of years of on-the-job and on-the-job training, facts of internship, replacement of an employee at a higher position, etc. Indicators of creative activity and advanced training of an employee are compared with the average values ​​of the corresponding indicator for the whole enterprise for a certain job category. If the individual value of the indicator falls within the range of ± 30% of the average value, the specialist's activity is recognized as average, with a greater excess (more than 30%) - successful, otherwise - unsatisfactory. Assessment of the socio-psychological aspects of a specialist's activity allows us to determine his authority in the team, the impact on the socio-psychological climate, the merits and demerits of character. The assessment is carried out both by colleagues (anonymous questioning), who have worked with the certified specialist for at least a year, and by the manager (upper assessment), and the assessment given by the manager should not be anonymous. Such an assessment (in points) is carried out only for those qualities of an employee that are manifested directly in relations with higher management (diligence, discipline, initiative, etc.). If a specialist has a negative impact on the team, on the results of the work of his colleagues, certifying commission may decide to transfer him to another position (as a rule, without demotion) or to another team. EVALUATION OF THE LABOR OF MANAGERS The general methodology of such an assessment (Figure 11.2) proceeds from the fact that the work of managers is assessed primarily by the results of the work of the subordinate unit. The specific set of criteria (indicators) for this kind of assessment is quite diverse and depends on the position of the head, the nature of the unit's activities ( production unit, functional department, design work, etc.). So, as the main indicators characterizing the results production activities subdivisions can be recommended: - fulfillment of the planned assignment in terms of volume and the most important nomenclature; - labor productivity; - product quality (work performed). For structural unit busy, for example, design work as criteria for assessing the results of the work of the supervised team, the following are taken: the number of planned and unscheduled work performed, the quality of work performed, compliance with deadlines, etc. The characteristics of labor results using the above indicators are complemented by an assessment of the complexity of the functions performed. To assess the results of the work of managers and specialists, a methodology developed at the Research Institute of Labor can be used, which makes it possible to determine the size of the employee's salary, taking into account his individual merits and business qualities within one position or during his official promotion.

Assessment of the productivity of the team when assessing the work of a manager is not always possible. If the work performed by the team is standardized, then, as in assessing the productivity of specialists, it is possible to use the labor method. The quality of the department's work is assessed using direct indicators of the quality of performance of individual works, taking into account their share in the total volume of work (in kind, in value terms or in terms of labor intensity). Evaluation of the work of the head according to objective indicators characterizing the activities of the subdivision's team is complemented by an assessment of his contribution to the work of the subdivision, to increasing the efficiency of the work of individual performers. For this, a number of functions are allocated (see Figure 11.2), the assessment of the work of the Manager for which is carried out by anonymous questioning of the opinions of subordinates. As a rule, the experts are employees who have permanent, stable business ties with the manager; who know his work well and have worked with him for at least a year. WAYS TO IMPROVE EMPLOYEE LABOR ASSESSMENT First of all, it should be noted here the development of professional qualification models for workers of certain categories, including a list of qualities, knowledge, abilities and skills that employees must have in order to perform tasks to ensure production efficiency. The basis of such models is the requirements determined by the tariff and qualification handbook of employees. The development of models allows practitioners to orient themselves in a large number of qualities of an employee, contributes to the choice of criteria for evaluating the work of managers, specialists and employees. A classification of qualities with a detailed description of the way through which each quality is manifested will also be more useful. This will allow different experts to interpret the qualities in the same way (in practice, they are not only specialists, but also employees who know the person being certified well). A great help in obtaining a generalized characteristics of an employee, his integrated business portrait can be provided by the use of computers and, in particular, the system of automated certification of managers and specialists (CAAPS), which provides for a certain algorithm for compiling a generalized portrait of the person being certified based on the opinions of experts, which eliminates subjectivity and makes it possible to obtain unambiguous understandable by all the text, reduce the time for its compilation. Experts do not rate the presence of this or that quality in points, but choose a judgment. The objectivity of the compiled characteristics is checked by a special procedure - the identification of a part of those certified by characteristics. The list of qualities is not arbitrary, but subordinated to the need to solve a number management tasks... Anonymity is ensured expert assessments, the ability to save and accumulate information on employees, which allows you to track changes in certification characteristics over time. It is also advisable not to be limited to one certification in 3 - 5 years, but to carry them out systematically. More frequent assessments (once or twice a year) will make it possible to use attestation as a personnel management tool to influence the performance of an employee, to ensure a closer connection between attestation results and job and qualification promotion, work results and remuneration.

The assessment of the work of managers and specialists can be approached using the indicator of labor productivity and the indicator of labor efficiency. The latter indicator seems to be more acceptable, but, as you know, the effect can be of an economic and social nature, and it is difficult to bring them together. Thus, the most appropriate approach is based on the comparison of time costs and performance results. The quantitative measurement of the expenditure of working time is methodologically not difficult, although the collection of information on the actual expenditure of time for the performance of certain works is laborious in itself; the procedure for determining the results of the activity of managers and specialists is difficult.

Tasks of assessing managers and specialists based on labor results:

Revealing the employee's compliance with the position;

Determination of labor contribution in terms of collective wages in order to link the overall efficiency of labor and the level of the employee's salary;

Ensuring an increase in the individual return from employees, their clear orientation towards the final result, towards achieving the main goal of the department, enterprise

Distinguish between the final assessment at the end of a rather long inter-certification period (3-5 years) and the current one - after a certain time within the inter-certification period. A step-by-step calculation of indicators for individual assessment criteria allows:

Identify trends in changes in various aspects of the activities of employees (primarily in the results of labor and professional growth of the employee);

Timely take measures to improve the qualifications of employees;

Predict changes in the performance of employees

The results of the current assessment are also taken into account when summing up the results of the work for the entire inter-certification period

Consider the practical issues of assessment in relation to specialists and managers of the enterprise

The assessment of the company's specialists is carried out in three directions (Fig. 95). The main ones are related to the assessment of the results of the employee's activity (the main one and the accompanying one), which is complemented by social and psychological testing of the employee's behavior in the team.

Evaluation of the results of the activities of specialists is carried out using a system of indicators. Depending on the content and nature of the work of specialists and, first of all, on how clearly it is possible to characterize the results of work quantitatively, there are norms of time for the performance of certain work, a standardized task is issued to workers for the volume of work to be performed during the period , various indicators are used:

The complexity of labor;

Labor productivity;

Labor quality

In some cases, the entire set of indicators is used to assess, in others, only a part of it.

the complexity of the work of specialists can be characterized by a point assessment of the factors that determine the complexity of the work of a given category of workers (responsibility, independence, variety of work, etc.). In practice, the method of indirect assessment is often used, when the job description is used as a comparison standard; the complexity of the erasable specialist is determined as a result of correlating the actual work performed by him and the work provided for by the instruction. However, an employee can also perform work that is not related to his direct duties, and their complexity is both higher and lower.

Another indirect approach to assessing the complexity of labor is to calculate the ratio of the average salary of employees of a division engaged in similar work to the salary of a particular specialist (it is worth comparing the constant part of the salary of employees, since the variable part depends not only on factors related to the complexity of labor or qualifications ...

The labor productivity of specialists is characterized by the volume of work per unit of time worked

The calculation of the indicator is possible in cases where the direct results of the work of specialists can be estimated in value terms or if there are standards for the time spent on performing a unit of work.

If the results of the work of specialists are characterized by the parameters of the object serviced or by their number (meaning, first of all, their quantitative characteristics), it is possible for analysis. Use an indicator of labor intensity, which is the ratio of the actual volume of serviced facilities to service standards.

Assessment of the quality of work of specialists assumes the presence of clear, quantitatively expressed requirements for its results

The coefficient of quality of labor of specialists is determined according to the methods operating at enterprises within the framework of an integrated system of management of efficiency and quality of work. Thus, the quality of the work of specialists in a research institute is determined by the quality of the developed developments, is assessed by an expert method when handing over to the customer or during the defense of the developments at the scientific councils.

As can be seen from Fig. 95, in addition to the results of the main activities of specialists, creative activity, work related to professional development and social activity are also assessed. Raik's creative activity is characterized by such indicators as: the number of copyright certificates, certificates of rationalization development and their implementation, the total economic effect of the work performed, the number of cities, prizes, taking into account their significance, etc.

The activities of employees in relation to professional development can be expressed total years of on-the-job and on-the-job training, facts of internship, replacement of an employee at a higher position, etc.

Indicators of creative activity and professional development of an employee are compared with the average values ​​of the corresponding indicator for the whole enterprise for a certain job category. If the individual e value of the indicator falls within the range of ± 30% of the average value, the specialist's activity is recognized as average, with a greater excess (more than 30%) - successful, otherwise - not satisfactory.

Assessment of the socio-psychological aspects of a specialist's activity allows us to determine his authority in the team, the impact on the socio-psychological climate, the merits and demerits of character. Evaluation with is carried out both by colleagues (anonymous questioning), who have worked with the evaluated specialist for at least a year, and by the manager (evaluation "from above"). At the same time, the assessment given by the manager should not be anonymous. Such an assessment (in points) is carried out only for those qualities of an employee that are directly in relations with higher management (thoroughness, discipline, initiative, etc.).

The general methodology for assessing the work of managers (Figure 96) is based on the fact that the work of managers is assessed, first of all, according to the results of the work of the subordinate unit

The specific set of criteria (indicators) for this kind of assessment is quite diverse and depends on the position of the head, the nature of the unit's activities (production unit, functional department, projects of work, etc.).

As the main indicators characterizing the results of the production activity of the unit, the following can be used:

Implementation of the planned assignment;

Labor productivity;

Product quality (work performed)

For a structural unit engaged, for example, with design work, as criteria for assessing the results of the work of the team under management, the following are accepted: the number of completed planned and unplanned work, the quality of work performed, compliance with deadlines, etc. functions performed.

The quality of the unit's work is assessed using direct indicators of the quality of the performance of individual works, taking into account their share in the total volume of work (in kind, in value terms or by labor and weariness.

Evaluation of the work of the head according to objective indicators that characterize the activities of the subdivision's team is complemented by an assessment of his contribution to the work of the subdivision, to increasing the efficiency of the work of the environment of remix performers. For this, a number of functions are distinguished (Fig. 96), according to which the assessment of the head's work is carried out by anonymous questioning of the opinions of subordinates. As a rule, the experts are employees of nicknames who have permanent, stable business ties with the manager, they know his work well and those who have worked with him no less than rockrock.

There are a number of reasons why a performance assessment is needed: 1) it provides information that can be used to make decisions about promotion and salary issues; 2) allows you to consider the behavior of a subordinate at work and develop a plan for correcting shortcomings, revising career plans.

Performance assessment - one of the functions of human resource management - is aimed at determining the level of performance of work by a manager or specialist. It characterizes their ability to directly influence the activities of any production or management link.

In the most general form, the result of the work of an employee of the management apparatus is characterized by the level or degree of achievement of the management goal at the lowest cost. The indicators by which employees are evaluated are called evaluation criteria.

These include:

The quality of the work performed;

Its amount;

Valuable assessment of results.

To assess the performance of work, a fairly large number of criteria are required that would cover both the amount of work and its results (for example, the amount of revenue).

Therefore, when selecting assessment criteria, one should take into account, firstly, for the solution of which specific tasks the assessment results are used (increase in wages, career growth, dismissal, etc.) and, secondly, for which category and position of employees the criteria are established, considering that they will be differentiated depending on the complexity, responsibility and nature of the employee's activities. As you know, there are three categories of management workers (employees): managers, specialists and other employees. Specialists develop and prepare decisions, other employees formulate them, managers make decisions, evaluate them, and monitor implementation. Table 17 presents indicators and criteria for assessing labor productivity.

Table 17

Approximate indicators and criteria for assessing labor performance

Positions	List of indicators-criteria for assessing labor productivity (approximate)
Bank manager	Profit Profitability Profit growth Capital turnover Market share
Branch manager	The volume of loans and their dynamics The quality of lending operations The number of new customers (dynamics of growth and its quality)
Heads of additional offices (heads of departments)	Fulfillment of planned targets for lending / attracting loans Volume dynamics Dynamics of personnel labor productivity Reduction of the cost of services and products Number of complaints and their dynamics Amount of overdue loans Personnel turnover rate
Human Resources Manager (for hire)	Number of vacancies in the organization Number of applicants for a vacancy rate Turnover rate by category of personnel and departments

In connection with the division of managerial labor, the result of the work of a manager, as a rule, is expressed through the results of production, economic and other activities of the organization or divisions (for example, the fulfillment of the profit plan, the growth of the number of clients, etc.), as well as through the socio-economic conditions labor of subordinate employees (for example, the level of remuneration of employees, motivation of staff).

The result of the work of specialists is determined on the basis of their volume, completeness, quality, timeliness of fulfilling the official duties assigned to them.

When choosing indicators characterizing the key, main results of the work of managers and specialists, it should be borne in mind that they must meet the following requirements:

Have a direct and decisive influence on the result of all activities of the organization;

Take up a significant part of the staff's working time;

There are relatively few of them (4-6);

Make up at least 80% of all results;

Lead to the achievement of the goals of the organization or department.

In practice, when assessing the performance of managers and specialists, along with quantitative indicators, i.e. direct, indirect are also used, characterizing factors affecting the achievement of results (efficiency, intensity, intensity of labor, complexity of labor, quality of labor). In contrast to direct indicators, indirect assessments characterize the activities of an employee according to criteria corresponding to "ideal" ideas about how to perform the duties and functions that form the basis of this position and what qualities should be shown in this regard.

To assess performance factors, the scoring method is most often used (Table 18).

Table 18

An example of a scoring of the complexity of labor

The labor performance assessment procedure will be effective if the following prerequisites are met:

Establishment of clear "standards" of labor productivity for each position (workplace) and criteria for its assessment;

Elaboration of a procedure for assessing labor performance (assessment methods - goal-based management, rating behavioral attitudes scale method, decisive situation assessment method, behavior observation scale method);

Providing complete and reliable information to the appraiser about the performance of the employee;

Discussion of the assessment results with the employee;

Decide on the results and document the assessment.

The greatest difficulty in assessing the performance of management workers through goals is to define individual targets.

A list of the main duties of the employee is established, including the functions regularly performed by the employee and targeted activities of a one-time nature for the planned period.

The area of ​​responsibility of the manager is established, i.e. each function of their number entered in the target indicators is specified in certain economic or other criteria (profit, volume, timing, quality).

The units of measurement for each category (%, days, monetary measurements) and a system of indicators reflecting the results of activities (profit growth, etc.) are established.

For each indicator, individual performance standards are established. They should take into account all the reserves of the employee, but proceed from real assumptions. Chase Manhattan sets a double standard for every metric. The first characterizes "good performance", the second - "outstanding".

· Performance appraisal should be carried out for all categories of workers, but, as noted above, it is easier to assess the results for the category of workers and much more difficult for managers and specialists.

Two groups of indicators used in assessing labor productivity:

· Direct indicators (or quantitative) are easily measurable, amenable to fairly objective quantitative assessment and are always set in advance; on their basis, the degree of achievement of the set goals is determined;

· Indirect indicators characterizing factors that indirectly affect the achievement of results; they cannot be quantified, since they "characterize the employee according to criteria corresponding to the" ideal "ideas about how to perform the job duties and functions that form the basis of this position."

Assessment stages:

1. description of functions;

2. definition of requirements;

3. assessment of the factors of a particular contractor;

4.calculation overall assessment;

5. comparison with the standard;

6. assessment of the level of the employee;

7. communicating the results of the assessment to the subordinate.

The necessary conditions and requirements for personnel assessment technology:

§ objectively- regardless of any private opinion or individual judgments;

§ reliably- relatively free from the influence of situational factors (mood, weather, past successes and failures, possibly accidental);

§ reliably 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;

§ comprehensively- not only each of the members of the organization is assessed, but also the connections and relationships within the organization, as well as the capabilities of the organization as a whole;

§ process grading and evaluation criteria must be available not to a narrow circle of specialists, but are understandable to appraisers, observers, and the assessed themselves (that is, to have the property of internal evidence);

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

Assessment methods are divided into traditional and unconventional... The former are focused on the individual employee outside the organizational context and are based on the subjective opinion of the manager or others. Today, more and more unconventional methods are being introduced, based on the fact that employees are assessed within the framework of group interaction, where, as a result of imitation specific activities they can fully reveal themselves and their abilities. This takes into account the achievements of the group as a whole, as well as the degree of development and mastering of new skills by the subject.

At the same time, these methods have a number of disadvantages that make them inadequate for today's dynamic companies that operate in a global competitive environment. Traditional methods:

· Focused on the individual employee, evaluating him outside the organizational context. An employee of a unit that failed strategically important project, can get the highest attestation mark.

· Based solely on the assessment of the employee by the manager. In fact, the leader is in the position of "king and god" in relation to the subordinate - he defines his tasks, controls and evaluates at the end of the year. The opinion of other counterparties of the certified person is completely ignored - colleagues in the organization, subordinates, managers, more high level, customers, suppliers.

· Oriented to the past and do not take into account the long-term development prospects of the organization and the employee.

Dissatisfaction with many organizations traditional methods certification prompted them to begin an active search for new approaches to personnel assessment, more consistent with the realities of today. There are several directions in development unconventional methods .

· New certification methods consider the working group (department, brigade, temporary team) as the main unit of the organization, emphasize the assessment of the employee by his colleagues and the ability to work in a group.

Individual employee assessment and working group is made taking into account the results of the work of the entire organization.

· Not only (and in many cases, not so much) the successful performance of today's functions is taken into account, but the ability to professional development and mastering new professions and skills.