Personnel assessment methods. Methods for assessing the work of personnel. Group methods of personnel assessment

Introduction

Mastering modern management methods for Russian enterprises is not only an important and urgent task, but also a difficult one. The difficulty lies in the imperfection of the conditions of our economic activity, as well as in the chronic and rapidly growing lag behind the highly developed countries of the world in the field of management. This is most clearly manifested in recent years as the so-called vertical of power has been strengthening, or, more simply, the unjustified bureaucratization of all levels of government and business. The fact is that the systems and methods of management currently applied in Russia are the approaches applied, at best in highly developed countries, 50-60 years ago, and the improvement in this situation began quite recently.

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

In this regard, in my work, I outlined the technology for conducting personnel assessment, as a key tool for managing human resources of an enterprise, planning a professional career., Considered the automation of personnel assessment, gave standard methodological documents for certification.

1. General characteristics of personnel assessment methods

Sooner or later, the HR manager is faced with the task of personnel certification. When choosing methods of personnel certification, it is important not to lose sight of its goals, namely: assessing the efficiency of employees' work and their compliance with their positions, as well as identifying promising employees for their training and promotion. From this understanding of the objectives of certification, it logically follows the division of certification procedures into two components:

o labor assessment

o personel assessment.

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

·amount

·quality

· labor intensity.

Personel assessmentaims to study the degree of preparedness of the employee to perform exactly the type of activity in which he is engaged, as well as to identify the level of his potential opportunities in order to assess the prospects for growth (rotation), as well as the development of personnel activities necessary to achieve the goals of personnel policy.

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

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

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

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

The most common personnel assessment methods are:

Questionnaire method.

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

Descriptive assessment method.

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

Classification method.

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

Pairwise comparison method.

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

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

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

Specified distribution method

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

% - unsatisfactory

% - satisfactory

% - quite satisfactory

% - Good

% - Great

total - 100%

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

Decisive Situation Method

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

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

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

Behavior Observation Scale Method

It is similar to the previous one, but instead of determining the employee's behavior in the decisive situation of the current time, the evaluator fixes on the scale the number of cases when the employee behaved in one or another specific way earlier. The method is laborious and requires significant material costs.

Method of questionnaires and comparative questionnaires

Includes a set of questions or descriptions of employee behavior. The appraiser puts a mark in front of the description of the character trait that, in his opinion, is inherent in the employee, otherwise it leaves an empty space. The sum of the marks gives the overall rating of the employee's questionnaire. Used for assessment by management, colleagues and subordinates.

Interview.

This technique is borrowed by HR departments from sociology.

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

intellectual sphere;

motivational sphere;

temperament, character;

professional and life experience;

health;

attitude to professional activity

early years;

kindergarten;

vocational training (primary, secondary, higher, vocational);

Military service;

attitude to work at the firm;

hobbies;

self-assessment of opportunities, health;

marital status, family relationships;

forms of leisure activities.

360 degree assessment method.

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

The method of independent judges.

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

Testing.

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

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

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

physiological, revealing the physiological characteristics of a person.

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

Committee method.

The assessment is carried out by a group of experts and is aimed at finding out the abilities of the candidate, giving him the right to apply for other positions, in particular for promotion.

This technique consists of the following steps:

activity is broken down into separate components;

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

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

o a final comprehensive assessment is made

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

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

using different methods of collecting information;

assessment information should give a comprehensive view of the person;

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

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

Assessment centers method.

This method solves two problems:

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

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

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

* Implementation of management actions. For the two hours allotted for the task, the subject must familiarize himself with some instructions, business papers, orders and other materials necessary for issuing orders on specific technological, production, and personnel issues. This is how the real activity of the company is imitated. After the completion of two hours of work on the assignment, an interview is conducted with the assessed person.

* Discussion of problems in a small group. This procedure allows you to identify the ability to work in a group. The members of the group are given material with which they need to familiarize themselves, independently make a decision on the question asked and during a group discussion (40-50 minutes) convince others that it is correct. At all these stages, the subject is evaluated by observers in points.

*Making decisions. The subjects are divided into several groups (representatives of competing firms). The work of firms is simulated for several years (2-5 years). Each hour counts as one year, during which a number of tasks are solved. The activities of each subject are evaluated by experts.

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

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

* Sometimes it is also practiced to compare the results of an employee's expert assessment with his self-assessment of his personal and business qualities. The results of such a comparison can be very indicative both for the management and for the employee himself.

The method of business games.

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

A method for assessing the achievement of goals.

The manager and the subordinate jointly determine the key goals of the employee's activity for a certain period (one-six months). Goals should be specific, achievable, but challenging, meaningful for both professional development employee, and to improve the activities of the organization. The established goals outline the sphere of responsibility of the employee and the scope of his duties for those specific terms that are necessary to achieve the intended result. These results should be measurable at least as a percentage. Evaluation of the results is carried out jointly by the manager and the employee on the basis of individual standards for achieving goals, but the manager has a decisive vote in summing up the results.

Assessment method based on competency models.

Competence models describe the intellectual and business qualities of an employee, his interpersonal communication skills, which are necessary for successful professional activity within the framework of the corporate culture existing in the organization. The gap between the required and the existing level of competence becomes the basis for the development of individual plans for professional development. The fulfillment of these plans, which is expressed in specific results of professional activity, is the subject of assessment and self-assessment, as well as independent expertise.

1.1 Balanced Scorecard

With a delay of 10 years in comparison with highly and medium-developed countries, we also began to promote the balanced scorecard (BSC), a truly modern management technology that has proven its effectiveness in various countries and industries. The Russian business was immediately convinced that this was exactly the technology that would allow our companies to "leap" to the heights of world management standards, to stand on a par with the leaders of world business in terms of efficiency and quality of management. It is impossible to count the number of consultants who, in the vastness of Russia, "huddle" business structures for the introduction of the BSC in them. It is even harder to count the number of Russian CEOs who have succumbed to promises of overwhelming success from this fashionable technology. But not everything is so simple.

BSC is really possible only in developing and learning organizations, in companies with flexible organizational management structures, within the framework of well-established procedures and regulations of organizational analysis, the formation of cross-functional teams and working groups. It makes sense to effectively apply the BSC only when all the progressive management technologies previously developed by mankind have been mastered. The BSC does not replace other management technologies, but is only one of the forms of increasing efficiency.

In essence, the BSC is a format for understanding the position of an organization in an increasingly complex external environment and internal conditions of activity, a format for linking long-term (strategic) and short-term (operational) results of activities of enterprises and firms, this is an approach to more effective use of previously developed and implemented management technologies, more their competent combination and the sequence of their use. I would especially like to emphasize the close relationship of the BSC with the quality and productivity management of all aspects of the enterprise or firm: the quality of products, services, productivity of operations, quality and efficiency of management, including personnel. As in the management of production efficiency and quality within the framework of the BSC, the main emphasis is placed on the correct determination of the system of priorities: the strategic parameters of the business, the achievement of which ensures the successful development of the business. The need for the emergence and implementation of the BSC was largely due to the growing role of intangible assets in ensuring the competitiveness of the business. Typically, intangible assets include the value of the intellectual property of a business (patents, licenses, etc.), well-known trademarks (brands) and the so-called "goodwill" - a very vague and not always clear set of everything that is usually called the value of a firm ( this may include long-term contracts, and the reputation of the company's top managers, and much more). In fact, 90% of the total value of intangible assets modern company constitutes its managerial potential (management systems, decision-making systems, forms of organization and stimulation of labor, organizational management structures, etc.), which today is the main factor in ensuring the company's competitiveness on a long-term basis. But if trademarks and intellectual property are somehow quantifiable, then the assessment of management potential 90% is a cadre of managers and specialists, their number and proportion, their professional composition and qualifications, skills and knowledge, experience, efficiency and quality of work. ... The most powerful management potential in the world today is in the hands of American companies.

The role of management potential, efficiency, the final results of the work of managers and specialists, their increasing importance for increasing the competitiveness of enterprises and firms in modern conditions lead to the fact that the role of certification and assessment of personnel is constantly growing. For the successful application of the BSC, it is necessary, first of all, that companies use modern technologies for personnel certification and assessment, directing them in the right direction, and be able to link current efforts and long-term results. The reasons for this are as follows:

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

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

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

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

Human capital expenditures are becoming an increasingly important part of a company's investment activities.

Success in the competitive struggle today mainly depends not on the technical level of production and not on the size of investments or the level of technologies used, but on the management factor, on the perfection of those management systems and structures that the organization has. And the more perfect the organization's management system, the more successfully it operates in the most dynamic and harsh economic environment. It is not for nothing that in the leading companies of industrialized countries investments in fixed assets, in machinery and equipment are correlated with the cost of human capital as 1: 2. In our country, the opposite ratio was traditional.

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

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

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

The complexity of assessing the effectiveness of managerial work requires the development of appropriate procedures. The question is where the assessment efforts are directed and what are the criteria. In our country, the criteria in assessing a leader are most often the goals and objectives set by him, i.e. his intentions and promises, the ability to present the current state of affairs as real results, in other words, the main thing for our leader at almost any level is good public relations (PR). Of course, PR is important for any manager, but not only as one of the criteria.

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

The BSC arose due to the need to assess the return on the company's managerial work, from that part of intangible assets, the efficiency of use and development (growth) of which is most difficult to quantify. And the managerial potential of any company is, first of all, its managerial personnel in the broad sense of this concept, their qualifications, skills, experience and other parameters. The BSC emerged as a tool for assessing the role of intangible assets of various types in increasing the competitiveness of a company; as it developed, it organically came to the need to restructure the entire personnel assessment system based on new principles, new criteria and methods. But the essence of the BSC has remained largely unchanged: to quantify what, in principle, cannot be accurately quantified.

The problem is that with the illiterate use of the BSC (unjustified narrowing it to linking the strategy and tactics of increasing competitiveness), with a misunderstanding or underestimation of the fact that the entire BSC is needed primarily to assess the effectiveness of the company's management potential and its contribution to increasing competitiveness, in the most important end results that characterize the achievements of this highest competitiveness, neither the BSC as such, nor the system of personnel assessment in the company by themselves will not give the desired result.

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

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

2. The role of personnel assessment and certification systems

To understand the place of modern technologies for personnel assessment in the system of internal management, it is necessary, first of all, to take into account the changing role of the personnel service as a whole. In the highly developed countries of the world in recent decades, the work of personnel services and personnel management services has been intensively reorganized towards the creation of integrated personnel services, which is associated with a change in the set of functions, the status of the personnel service in the organizational structure of management and the role in the management decision-making process. Currently, such services are typical for companies with a high level of competitiveness.

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

You should not consider companies with a zero level of competitiveness, of which there are many in modern Russia. There, the role of the personnel service is reduced to purely accounting (maintaining personal affairs, personnel records, registration and implementation of personnel decisions). Opportunities for survival of such companies in the market conditions are associated not with management restructuring, but with the re-profiling or liquidation of these companies.

For employees of enterprises or firms of the first level of competitiveness, the management factor is, as it were, “internally neutral”. They believe that if regular management was once established in their companies, then management does not affect competitiveness in any way. These managers see their role only in ensuring the stability of production, to release products without any special undertakings, not worrying about improving production and management, or about "surprises" for competitors and consumers. They are confident that the quality of their products is sufficient for the consumer, and any additional effort in production or management is considered overkill. The functions of human resources services are the selection, training and professional development of personnel.

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

2.1 Characteristic features of personnel management of an enterprise of different levels of competitiveness.

personnel assessment attestation indicator

Characteristic features personnel management Russian enterprise first level of competitiveness are the following features:

A) understanding that the functions of the personnel department are not limited to accounting functions and can be expanded within the framework of the previous status and staffing of this service.

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

Insufficient attention is paid to the qualifications and motivation of employees, issues of personnel management in general. In this case, as a rule, we see high employee turnover. It is believed that if it is necessary to increase the volume of production, you can freely hire additional personnel, without thinking that such an approach is likely to negatively affect the quality of the product, and therefore its competitiveness. A very calm attitude to staff turnover comes from the belief that there are no irreplaceable people. Hence the limited investment in human capital. Why spend efforts and funds on the development of human resources, to train qualified personnel from the institute's bench, when you can recruit the necessary workers from outside?

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

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

At the same time, the issues of improving structures and systems, forms and methods of management are considered redundant. The focus is on what was appropriate or worked well in the past.

The dominance of companies of the first level of competitiveness is due, on the one hand, to the weakness of competition in the domestic market, and on the other hand, to the close ties of enterprises that survived on the market with local or federal authorities, budget money.

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

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

The features of enterprises of the second level of competitiveness include the following:

A) further expansion of the functions of the personnel service and an increase in its role in the preparation and justification of all personnel decisions.

B) the desire to create an integrated HR department, including by changing the status of HR management in the organization.

C) Changes in personnel policy. The stake is not placed on a manager or a specialist in general, but on taking into account his qualifications and ability to give a new impetus to the development of the company's business. Such firms seek, if necessary, to hire managers and specialists from the best companies in the same industry, relying mainly on their high qualifications and professional qualities, without taking into account the specifics of a particular enterprise or production.

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

E) the personnel appraisal and assessment systems are based on the analysis of the suitability of the position and the results of its performance for the individual employee in order to make the reduction of staff more justified, the movement of the employee within the company. Here the main form of work is the work of the certification commission.

It must be remembered that any copy is always worse than the original. At a certain stage, direct borrowing of best practices no longer adds competitiveness to the firm. The question for the management of such companies is: if their enterprises have different comparative advantages in competition in the market than their main rivals, then why should they necessarily adhere to the general standards of organization of production and management established in the industry? Those who find the right answers to this question usually "grow" to the enterprises of the third level of competitiveness and become on a par with industry leaders.

Production in companies that have reached third level of competitiveness , become, as it were, "supported from within." All other divisions of the organization are focused on its development. The focus is on the development of the organization, the continuous improvement of all management systems, including the personnel department. Here we are already talking about the formation of a full-fledged integrated personnel service, the main features of which are the following:

A) the set of functions of the personnel department is the widest. Moreover, the traditional areas of activity (accounting, personal affairs, registration) do not determine the main content of their work.

B) each employee, especially who has worked in the company for a long time, is considered a value for the company, the loss (leaving, dismissal) of which is not profitable from a purely economic point of view (the costs of his training and professional development, his competence, knowledge of the specifics of the company's business are extremely important). From here, staff turnover is kept to a minimum.

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

D) the systems of attestation and assessment of personnel are aimed at developing the potential of an individual employee, at planning his career, at helping to ensure that each employee of the organization can most fully reveal his personal and qualification potential.

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

There are very few companies in the Russian business that have actually reached the second level of competitiveness. Therefore, the task for the near future is to rise to the third level of competitiveness, i.e. try to build governance in Russia the way they do the best companies the world, and at the same time see the general direction of development of systems effective management.

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

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

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

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

.3 Approaches to personnel assessment

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

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

The traditional approach to personnel assessment has the following objectives:

promotion of company employees or making decisions to move them to another department;

informing employees about how the company's management evaluates their work;

assessment of the contribution of each employee individually, as well as structural divisions as a whole, to the achievement of the company's goals;

making decisions related to the level and conditions of remuneration;

verification and diagnostics of solutions related to personnel training and development.

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

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

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

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

periodic assessment of the degree of achievement of individual goals;

training and assistance to employees;

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

Personnel assessment, built on traditional management by goals, allows you to increase control over the work and its results, link the company's goals with the individual goals of employees, evaluate employees on an objective basis, and not on the subjective opinion of line managers, create an objective basis for determining remuneration for the results achieved and making decisions about promotion.

At the same time, the experience of using the traditional personnel appraisal system in many Western companies turned out to be ineffective or generally unsuccessful. The problem is that, although this system is quite logical and should bring results, it is built on a number of assumptions that are not always applicable in practice.

First, the traditional personnel appraisal system assumes that the company's performance is a simple sum of the performance of each employee in the company.

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

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

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

But in fact, the definition of goals by the employees themselves is far from effective in all cases. Modern theory and practice of human resource management show that simply involving employees in setting individual goals is not enough. This is because employees are not involved in the process of defining the overall goals of the organization, on the basis of which the individual goals of employees should be formed.

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

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

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

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

setting goals and standards for monitoring their implementation;

an overview of the work done;

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

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

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

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

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

The assessment process itself can be both formal and informal. In any case, the assessment of personnel directly affects the increase in wages, promotion or promotion, dismissal, training and career development of employees.

Personnel appraisal and comprehensive assessment is an integral part of a well-established HR function in any modern organization. This is a kind of criterion and guarantee of its competitiveness and stability in the market, an indicator of the quality of management - the most important factor for success in the competitive struggle today. A properly constructed personnel appraisal and appraisal system is the first indicator of the level and quality personnel work in company.

In the West, according to management theory, CERTIFICATION is a summing up of the results of an employee's work at the end of the term of his labor contract, assessment of the results of his work for the entire period of the contract, determining the degree of compliance of the employee with the requirements established by his position, the requirements of the job description, which were the basis of the employment contract.

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

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

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

2.5 Objectives of Personnel Qualification and Assessment

Basic goals This:

determination of staff performance;

change in wages and incentives based on performance;

employee development;

Additional goalsinclude:

checking the compatibility of the employee with the team;

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

determination of the employee's career development prospects.

General goals:

improving personnel management and increasing the efficiency of personnel work;

increased responsibility and performance discipline.

Specific:

determination of the range of employees and the list of positions subject to dismissal or reduction;

improving the moral and psychological climate of the organization.

It should be noted that the use of attestation as a tool for downsizing is considered unacceptable.

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

Determination of staff performance.

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

A condescending attitude towards an incorrect personnel appraisal system "results" in a long-term problem. High-performing employees want their work to be noticed and rewarded. To motivate personnel to work effectively, it is necessary to select the most promising employees, and their work should be paid in accordance with their contribution. The increase in salary should not be the same, but should vary depending on the results achieved by a particular employee. The effectiveness of remuneration as a motivating factor depends entirely on how accurately the performance of the work performed can be measured, as well as on the ability to distinguish between effective and ineffective employees.

Change in wages and incentives based on performance.

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

Employee development.

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

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

3. Personnel assessment technologies

Personnel certification can be carried out in various ways, based on the specifics and traditions, and on the characteristics of the management culture in the organization. The selection of a rating system is a function of top management. It is largely determined by the level of organization of personnel work in the organization: the higher the level, the greater the need for objective indicators and formal procedures for assessing personnel, the more time and resources the company is ready to spend on these purposes.

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

Performance evaluation.

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

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

Assessment of professional skills and approaches to work performance.

As a rule, the work is judged by the result obtained. But it is inappropriate to rely only on the results of work or only on them. It is necessary to evaluate the contribution of each employee to the achievement of the set goals, i.e. determine how he solves the problem. It is necessary to assess the approach to work performance, the level of proficiency in certain skills and establish performance standards in this area. In the theory of human resource management, the term "competence" is used to define such skills. More precisely, competence is a model of work behavior, approach, knowledge and skills that are necessary to perform work in an acceptable or high level and for the successful achievement of objectives for the period being assessed.

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

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

Assessment of the possession of a skill or approaches to the performance of work has another fundamental advantage over the assessment of the final results of labor, which is not always possible and appropriate. Even if the end results are easy to measure and observe, their assessment will not determine why certain results were achieved. That is, if an employee could not achieve the planned value of the estimated indicator, then it is not clear why this happened and what exactly this employee needs to be corrected in his work. At the same time, the assessment of skills and approaches to performing work focuses on the reasons for achieving a particular result and, accordingly, makes it possible to determine the directions of development and training of personnel.

Modern assessment technologies are based on a systematic approach that takes into account the action of many interrelated factors.

3.1 Methods of obtaining information about an employee's work

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

Observation.

This method is the most reliable way of obtaining information about the work of company personnel, but also the most difficult to use. Moreover, the complexity arises not only from the possibility of misunderstanding the actions of the evaluated employee. The biggest problem with the performance observation method is the lack of time for the assessor to constantly observe how each of the subordinates is performing. But it should be noted that due to the fact that the manager himself observes the work of his employees, this method is one of the most reliable. The evaluator receives information about good (or bad) work directly, and not from third parties, often based on hearsay or misunderstanding.

The negative aspects of this method include the fact that the assessment of the work may be distorted or biased. To avoid this, it is necessary to evaluate the work of personnel based solely on real facts, i.e. when determining the assessment, justify it with specific examples of the employee's correct or incorrect working behavior.

Information from colleagues at work.

Employees of the same department or members of the same team who work together on a daily basis, as a rule, have more information about each other's work than their immediate supervisor. This is information about the employee's work with clients, about relationships within the work team and with other departments of the company. Using this method can help the manager uncover problems that are not visible at first glance and obstacles that prevent the achievement of company goals. Employees' opinions about the work of their colleagues may be based on biases or misunderstandings, so it is imperative that employees provide evidence or examples of the right or wrong approach to doing the work.

Information from consumers.

To obtain objective information, it is necessary to evaluate the work not only from the point of view of the employee performing it, but also from the point of view of the consumer. Moreover, the consumer is understood not only the company's clients (external consumers), but also the personnel (internal consumers). Conducting research and surveys among the company's internal consumers will provide information about the problems that arise between employees. Such surveys can be carried out using questionnaires, which contain questions about the work of certain employees with whom they have to deal with in their work.

For surveys of the company's customers, you can use special questionnaires in which you are asked to answer a number of questions about the quality of the services provided. Clients, unlike company employees, are not at all required to fill out questionnaires. Therefore, all questions should be specific, and their number should not be large. The use of this method for surveys is limited, but the information obtained from customers is more significant than the opinion of employees, and in certain cases, than the opinion of the line manager.

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

Reports.

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

3.2 Methods for assessing the organization's personnel

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

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

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

General methods.

Written characteristics method- one of the simplest methods of personnel assessment. The leader can assess the work of the subordinate, describing his work in his own words. Such an assessment can be given to the results of the employee's work (revenue, volume products sold, its quality), business qualities, approaches to the performance of certain duties. Also, the evaluator can give recommendations for the development of the employee.

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

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

The ranking is only suitable for a small number of employees being assessed, provided that their job responsibilities are substantially the same. Even so, the use of ranking in personnel assessment can be highly subjective and can lead to great difficulties in assessing employees with average results.

Graduation.

The grading system provides for the presence of specific levels of labor efficiency, for example, highly effective, efficient, acceptable, ineffective, unacceptable. The performance of each assessed employee is compared with the descriptions of each of the levels, and then the employee is assigned the level that best describes his work.

This system can be improved by pre-allocation, i.e. each level is predetermined by a corresponding fixed percentage of employees. This method is called the "method of a given distribution".

There are several very strong arguments in favor of using this method, because it allows you to overcome the problem of overestimating or underestimating the manager of his subordinates, as well as assigning average marks to each subordinate. Moreover, this technology forces managers to take the personnel assessment process more seriously, which greatly increases the likelihood of identifying those employees who are doing well in their duties and those who do not meet the necessary criteria.

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

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

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

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

.3 Organization of the Periodic Personnel Appraisal Process

The process of periodic personnel assessment (certification) serves to successfully achieve the goals of the company. It allows you to link the business plan of the company with the work and development plans of its employees. The duration of the assessment process (personnel assessment cycle) is usually 1 year, although it can be longer (up to 18 months). The periodic assessment process is a cyclical process, i.e. the end of the evaluation cycle, the process is repeated again.

An important requirement during certification is strict adherence to the stages of organizing this work. The complexity and quality of certification procedures should correspond to the status, qualifications and experience in conducting certification of HR specialists. That is why the introduction of complex schemes and procedures into the practice of working with personnel from the very beginning is unjustified. The first steps in certification should be simple, understandable for employees of the organization and easy to use for heads of structural divisions and HR specialists.

The most preferable stages of building a comprehensive system of attestation and assessment of employees, aimed at significantly increasing the efficiency of personnel management, are at least the following:

) the introduction of periodic (usually 2 times a year) certification (assessment) of personnel based on interviews (interviews) and questionnaires (filling out specially designed forms) of employees of the enterprise in order to check their business and personal qualities. Stage duration: 1 - 2 years;

) supplementing interviewing and questioning with a system of attestation and assessment sheets, used no more than once a year, in order to increase the objectivity of assessment and verification, along with other results of the employee's work in this position, the degree of compliance with his job requirements. Stage duration: 2 - 3 years;

) transition to a personnel management system by goals with the most objective assessment of the contribution of each employee of the enterprise to the results of the work of his structural unit and the organization as a whole. Stage duration: at least 2 years;

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

The procedure for organizing and conducting certification assumes a clear prescription: the timing (frequency) of certification of the certification technology, its forms (procedures), the distribution of areas of responsibility for the development and implementation of certification activities, the procedure for implementing the certification results (results).

The introduction of the personnel assessment and certification system should be preceded by a preliminary stage, the content of which is as follows: the top management of the organization, by a special order, must notify the heads of structural divisions and employees of the enterprise about the time frame and for what purpose the personnel certification is carried out, what goals and objectives it pursues, what conclusions for the organization as a whole and for each employee individually it will bring.

At its disposal, management should:

to announce who will prepare the methodological support of certification, i.e. develop goals, objectives, certification procedures, etc.

determine the list of documents that must be developed before the start of certification;

determine the approximate timeframe for the first certification and the period during which all certification participants must familiarize themselves with the certification procedures and documents, express motivated comments and suggestions.

3.4 Stages of Periodic Personnel Assessment

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

* Determination of individual work plans for employees of the organization for the coming period;

* Establishment within the framework of the work plan, by mutual agreement with the employee, individual key goals and objectives;

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

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

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

* Determination of the amount of remuneration and changes in remuneration depending on the employee's performance and contribution to the achievement of the company's goals.

The main stages of the periodic staff assessment:

Work planning;

setting goals, developing evaluation criteria and ratings;

system of individual target indicators;

action plan;

identification of key goals and skills;

mid-term interview or mini-interview;

appraisal interview;

determination of the assessment;

work planning.

The cycle of periodic personnel assessment begins with the definition and discussion of the work plan of each employee and manager for the coming period. The main purpose of such a discussion is to draw up a work plan that identifies key individual goals and objectives for the coming year, as well as a small number of less significant goals.

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

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

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

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

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

Also, the assessment of personnel reinforces the traditional mechanism of personnel management according to a rigid system of individual responsibility and incentives for managers. It will allow you to maximize the potential of each employee in the organization.

The choice of forms for evaluating the results. Evaluation of results, i.e. the actual assessment of the employee upon achieving the goals, consists in comparing the actual results with a given level.

After such a comparison, it is not difficult for a manager to determine overall assessment the results of the work of the evaluated employee for the considered period of time. In this case, the assessment may slightly deviate from the arithmetic mean due to the fact that one or another goal is somewhat different in importance. In addition, the manager may take into account special external circumstances that influenced the results and were beyond the control of the evaluated employee. In this case, these circumstances should be explained in detail in the comments section.

Criteria for choosing an evaluation form. The development of assessment criteria is the process of selecting a system of factors that influenced the achievement of goals in terms of how they influenced the employee's activities and reflected on its results in a given period of time. Moreover, it is not the capabilities (potential) of the employee that are assessed, but the real manifestations of professional qualities in the period of time considered during the assessment.

The criteria that are most important and most applicable to a specific position or a group of positions of the same name should be selected.

The system of factors consists of three main groups:

Technical knowledge and skills;

Problem solving skills;

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

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

Problem solving skills refer to the ability to identify what data an employee needs to solve problems, to identify the source of it, and from this to come to logical conclusions. Each of the main groups can be assessed in its simplest form by a single assessment, however, in most cases, a more meaningful analysis is assumed within each of the main groups.

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

Management skills can be described as "communication skills", "coordination of efforts", "representation". As well as being "considerate of subordinates" to characterize leaders, they are an integral part of the knowledge and skills of an effective leader.

Conclusion

Evaluating the personnel of a company with 30-50 people (not to mention corporations with thousands of employees) can be a rather painstaking and time-consuming process. And this is not only due to the technical complexity of the analysis of the entire set of assessments for each of the employees and the preparation of all the necessary assessment documents. It is practically impossible to calculate “manually” various scenarios of personnel assessment, ie. determination of the general integrated assessment of the company's employees at different values ​​of the weighting coefficients of the assessment indicators, although this task is relevant when making management decisions.

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

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

automated compilation of appraisal documents;

determination of various weights for the evaluated indicators.

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

In Russia at the moment, there is not only a deficit software tools staff assessment, but also a complete lack of computer programs support for making managerial decisions in the field of human resource management. Programs such as "1C - Personnel", "BOSS - Personnel", etc. in fact, they are aimed at solving purely accounting and legal problems, but not management issues. A possible reason for this problem is a strong underestimation in our country of the importance of human capital as the most important factor of production and competitiveness of an enterprise in a post-industrial society.

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

Bibliography

1. E.V. Maslov. Enterprise personnel management. - M .: Infra-M, 1999, 295 p.
2. The basics scientific organization labor at the enterprise: Tutorial for high school. Ed. ON THE. Polyakova. - M .: Profizdat, 1987, 2875 p.
3. Personel assessment. / V.E. Khrutsky, R.A. Tolmachev. - 2nd ed., Rev. And add. - M .: Finance and statistics, 2007 .-- 224 p., Ill.
4. Management of the organization's personnel. V.P. Perachev. - Moscow, 1998, 447 p.
5. Shekshnya S.V. Personnel management of a modern organization - M .: 2002, 355 pages.
6. Travin V.V., Dyatlov V.A. Fundamentals of personnel management - M .: 1995 205 p.
7. Organization personnel management. Textbook / edited by A.Ya. Kibanov 2nd edition, supplemented and revised - M .: - INFRA - M. 2002 636 pp.

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Introduction

The assessment begins with the hiring of a person. At present, there are often cases when a person is hired, guided solely by intuition, advice from friends, directions of employment and employment offices, external data of the applicant. The lack of proven recruitment methods leads to the fact that some firms cannot find suitable candidates for a particular job for a long time. vacant post for fear of hiring the wrong person.

For the correct selection of a candidate for a job, you should first establish a circle functional responsibilities, which a future employee will have to carry out when taking up a position, as well as determine what qualities, knowledge and skills an applicant for the specified job must have in order to successfully perform it. Only after that should a competition be appointed to fill the vacant position. The result of the selection will be positive if the administration of the enterprise has correctly built the model of the future employee, and competently conducted a study of all candidates for this position, choosing the most worthy one.

Responsibility for the selection of employees falls entirely on the shoulders of employees of the personnel departments, or HR managers. The process of studying and enrolling employees is quite complicated, due to the fact that it is one of the components management activities... At this stage, it is especially important to fully and correctly define and explain to the applicant the essence of his future work, otherwise there is a possibility that the interviews with the candidates for the vacant position will be just conversations with no visible results.

As a result of this, it can be concluded that for the correct and fruitful selection of personnel, an expert assessment is needed, which is formed as a result of the application of various theoretical methods of study and analysis used in management activities. However, their use is advisable not only at the stage of personnel formation, but also already in a formed and efficient team to assess the activities of each of its employees, which is necessary for the correct management of the personnel policy of the enterprise.

Types of personnel assessments

On the modern enterprise assessment of personnel performance is carried out in two directions:

• accounting of labor results (direct assessment);
• analysis of the business and personal qualities of the employee that affect these results (indirect assessment).

Direct types of assessments require that the manager and the subordinate together define agreed specific goals, which will then be used as a standard for future assessments.

Indirect assessments are traditional, they are focused on such traits of the employee's character as initiative, ability to work with the team, reliability, attitude towards people, i.e. the personal qualities of the employee are considered in comparison with the assigned job responsibilities.

Let us consider direct and indirect assessments of activities in more detail.

A direct type of personnel performance assessment can be provided as a system of performance assessment and management by goals. The procedure for assessing the performance of personnel is rather complicated and in many ways resembles the procedure for conducting a qualitative assessment of work. The difference lies in the fact that in the second case, the work itself is taken as the basis for the assessment, and in the first case, its performance and the business qualities of the personnel. With the help of performance assessment, it is determined how effectively the employee performs his work in comparison with the ultimate goals of the organization (this procedure is applicable only to permanent (full-time) employees).

In order for the procedure for assessing labor results to be effective, it must:

• to establish "standards" of labor productivity for each workplace;
• establish a procedure for assessing work performance (when, how often and who conducts the assessment, criteria and methods of assessment);
• encourage evaluators to collect information on employee performance;
• discuss the results of the assessment with the employee;
• make a decision and document the assessment.

Accounting for labor results in one form or another is practiced in relation to almost all personnel, since it is the basis of remuneration. For workers and part of employees, the results of labor are expressed in the establishment of clear and precise target indicators, which the employee must reach after a certain period of time. For those categories of personnel whose work cannot be strictly normalized, the main criteria for the effectiveness of their work can be:

• labor productivity;
• compliance with pre-set goals for a certain period.

In this context, productivity refers to the quantitative and qualitative results of the work of the personnel for a certain period.

Works of a certain type and quality can be measured in terms of the number of services provided per unit of time. Commensurability different types labor results and their quality can be ensured by comparison with the standard.

The result of labor, in principle, depends on the productivity of the employee, the productivity of the factors used and the working conditions.

Objective factors of productivity include means of labor (machines), auxiliary and production materials, methods and organization of production, organization of the workplace and working conditions, time and structure of labor.

Subjective performance factors can be rooted in the employee (ability and desire for productivity) or social structure enterprises (relations between superiors and subordinates, industrial climate, climate groups). Performance is determined by abilities (physique, giftedness, education, experience) and productive capabilities at a given time (health, fatigue, biorhythm). The desire for productivity constantly depends on the subjective assessment of the incentives for activity (job satisfaction), and factors of labor remuneration, development opportunities, participation in decision-making, working conditions, safety, etc. play an important role.

For a simple assessment of productivity, performance metrics can be used (for example, for piece rates). When performing a differentiated assessment of an employee's performance, the assessment should include, first of all, his productivity (the quantity and quality of labor results or the fulfillment of the goal of the Work, achievements as a person), his behavior when performing work (in relation to the collective of the enterprise and outsiders, observance of instructions and instructions , reliability, handling of objects) and its suitability for use in work (independence, flexibility). Individual criteria can be assessed using a weighted point scale.

The criteria by which you can measure the participation of employees as a result are:

• work performed by the employee (hours, quantity of products, quality);
• social status and affiliation of the employee to the enterprise;
• participation in value creation;
• position with orders;
• turnover development;
• the result of the enterprise;
• distribution of profits.

The criteria can be relatively objectively defined using the accounting system in the organization (for example, the annual balance sheet).

Management by Objectives (MPM) is a well-known management process that relies on achieving set goals for the enterprise as a whole, for each department, for each manager within each department, and for each employee. The UOC is not a measure of the performance of employees, it is a measure of the contribution of each employee to the success of the organization.

Management by Objectives is a planning and control system. Evaluation of personnel performance in achieving goals is effective only if individual and organizational goals are compatible and integrated into a single system, which involves the creation of a mechanism for the interaction of the formal corporate planning process with a system of individual responsibility and incentives for employees.

Objective assessment consists of the following steps:

1. Determination of several main duties (functions) of the employee.
2. Concretization of each of these functions in certain economic performance(profit, costs, volume, timing, quality, etc.).
3. Establishment of units of measurement (percent, days, tenge) and a system of indicators reflecting the results of activities (reduction of terms, reduction of rejects, growth of profit as a percentage of the last year - for managers, etc.)
4. Establishing minimum and maximum "performance standards" for each indicator.
5. Correlation of the maximum and minimum performance results with the accepted standards (above the maximum, at its level, below the minimum) and deriving an estimated score.
6. Average score across all metrics.

Since the position of an employee in the enterprise is determined by his workplace or position, his contribution to the hotel should be based on how well he copes with his duties.

An analysis of job requirements and job content in the workplace is essential for setting goals. It should be done in this order:

1. Consider the need or feasibility of a particular type of work and its contribution to the results of the unit (or organization).
2. Identify the key aspects of this activity, on which the success of achieving the final goals depends, and rank them in order of priority. If the objectives of the activity are varied and numerous, they should be ranked in such a way that it is clear to the employee what requires priority efforts and special attention.
3. Substantiate labor standards that reflect the desired outcome. It must be acceptable to the organization, i.e. meet her requirements for the performance of official duties at certain workplaces.
4. Choose a system of units of measure for evaluating workers. (Indicators should be developed to quantify even those aspects of the performance or quality of workers that are difficult to measure).
5. Determine what is required to improve the work and the way it is done and how this can be achieved by the employee in a given period.

Analysis of the activities of employees, based on the quality of performance of functional duties, allows you to establish the reasons or "bottlenecks" that caused the failure to meet the planned goals. In this case, the possibility is justified. Distributing responsibility between managers and subordinates appears in the event that, despite the effective work of the performers, the general tasks of the organization are not fulfilled.

To control the progress of achieving goals, it is necessary to be guided by the standards. As normative, such a level of performance of duties is accepted, which is considered an acceptable stalemate or other workplace as agreed between managers and subordinates. In relation to the normative, the actual results can be assessed by differentiation in the form of the level of achievement of goals.

When forming standards, you can be guided by the following shared attitudes on the:

• analysis of performance results for a number of previous periods;
• assessment of the feasibility of the proposed standards;
• determination of differences in the levels of labor activity in the form of deviations from the standards of one side or the other;
• assessment of the impact of the content of functional responsibilities on the standards and the elimination of unnecessary, unproductive elements of work or methods of all execution.

The content and structure of the requirements for workers in the workplace affect the standards of labor activity. Fixing the wrong methods of performing work as normative can lead to a distortion of the expected results, therefore, the rationing of labor operations should be preceded by an analysis of the content of the functions performed. The participation of employees in the development of proposals for improving the functions performed, simplifying them, combining or dividing them is an indispensable condition for increasing work efficiency.

Currently, the assessment of the performance results is becoming one of the main tools for the formation and development of the workforce. Deep knowledge in this area is one of the main components of the modern manager's leadership style. Speaking about the assessment methodology, HR specialists emphasize the importance of the so-called feedback, i.e. communicating its results to the workers themselves, so that they can compare their successes with the results of others. Publicity is one of the most important conditions for enhancing the effectiveness of any assessment system. Performance appraisal requires managers to collect information on how effectively each employee is performing delegated responsibilities. By communicating this information to his subordinates, the manager gives them the opportunity to correct their behavior if it does not correspond to the accepted one. At the same time, performance assessment allows management to identify the most outstanding employees and actually raise the level of their achievements, transferring them to more attractive positions.

In addition to the immediate supervisor and the personnel department, the assessed themselves and their colleagues are increasingly involved in the assessment. Self-assessment must be taken into account, since the information provided by workers not only gives a more accurate picture, but also significantly improves intra-industrial relations. In addition, individual self-esteem contributes to the development of the employee.

To achieve maximum accuracy in assessing the results of work, it is desirable that the interview be two-way.

Finally, the manager should try to perceive the work of subordinates as objectively as possible.

When, for example, a manager is asked to assess his subordinates according to some properties of their character (reliability, relationships with people, etc.), then the “halo” effect appears in the ratings, i.e. some person receives the same assessments for all character traits, although some of his features are more pronounced, and some are not.

It is now recognized that performance assessment is a necessary, but clearly insufficient, condition for making personnel decisions. The assessment of business and personal qualities revealed in the labor process itself has acquired no less importance. This type of assessment characterizes the performance of an employee according to criteria that correspond to ideal ideas about the performance of their duties and about the necessary qualities to achieve maximum performance. These qualities include, first of all, professional skills, as well as psychological abilities.

The assessment of business and personal qualities for all categories (from skilled workers to managers) can be carried out according to the following factors:

• knowledge of the job, whether the employee has a clear understanding of the content of the job and its goals;
• the need for control over his actions by the boss (how diligent he is when performing tasks, whether he observes labor discipline - lunch time, breaks, etc.);
• style of work (does he always make deliberate decisions, does he have a tendency to introspection, is he able to bring the matter to the end);
• initiative (does he have a desire to take on additional responsibility, how he perceives new tasks, is he ready to take risks);
• a tendency to cooperation (does he show a willingness and ability to work together with colleagues and subordinates, does he know how to maintain a favorable psychological mood in the team).

Each factor is rated on a 5-point scale. Moreover, the manager is required to confirm the assessment - to disclose in writing the specific actions of the Employee, the attitude to the performance of duties in a particular situation, and also indicate the specific results of the employee's activities that would confirm the assessment.

Assessment of business and personal qualities is practically not applied to low-skilled workers and a number of office workers, i.e. those categories that can be easily replaced in the labor market. In other words, "quality assessment" is directly related to the duration of the employee's use.

Personnel assessment methods

The assessment of the business and personal qualities of an employee can be carried out using rating methods focused on comparing the behavior and labor achievements of employees with each other (relative rating system) or comparing the performance of each with a standard (absolute rating system). Other rating methods focus on assessing employee performance (performance-based systems).

The simplest type of absolute rating system is a narrative essay, in which the evaluator describes the strengths, weaknesses, potential of the employee, and offers suggestions for improvement. This approach assumes a direct statement from the evaluator whose knowledge of the employee's performance is well founded.

If essays are well prepared, they provide detailed feedback from subordinates regarding their execution. On the other hand, comparisons between people, groups or departments are nearly impossible, as different essays deal with different aspects of each employee's performance. This makes it difficult to use this information for personnel decisions, since subordinates are not compared objectively. The methods that compare workers to each other require only one thing: that the evaluator considers all workers, from the highest to the lowest, from the best to the worst. An alternative classification requires the evaluator to first compile a list of all employees on a piece of paper. From this list, he chooses the best employee, then the worst employee, then the second best, then the second worst, and so on, moving down the list until all employees are classified.

The final method for comparing workers with each other is “force” distribution. As the name suggests, the overall distribution of ratings is enforced by force from normal to the assumption that a relatively small group of workers are truly outstanding, a relatively small fraction are unsatisfactory, and everyone else is in between.

This approach is used when many workers need to be assessed. One of the most popular rating methods is the behavioral checklist. The evaluator collects information that describes work-related behavior. Its purpose is simply to "check" this information. With this approach, appraisers do not so much assess as describe: labor behavior. Descriptive ratings seem to be more acceptable than evaluative (good or bad) ratings. With this method, the declarative statement is evaluated according to categories such as "always", "very often", "quite often", "sometimes" and "never". Each category “weighs”, for example, from 5 (“always”) to 1 (“never”), if the statement describes the desired behavior. In general, digital ratings (or scores) for each employee give an amount, which is then checked for each item.

A special type of behavioral checklist is known as a power selection system. This technology has been developed specifically to reduce the leniency of evaluators and provide an objective assessment to standards for comparing individuals. To do this, checklist items are arranged in groups, from which evaluators select statements that most or least describe each employee. Overall rating for each employee are obtained using a special key of points to the description of the evaluator.

The forceful choice method is little used (and can even have a negative effect) in assessment interviews for assessors who do not know the level of performance. Critical case techniques can be used to overcome these difficulties.

Critical cases are short reports on the effectiveness of the work performed. They focus on the big picture, not the details.

Critical cases are also attractive in evaluative interviews because supervisors may target current work behavior more than vague emphasis.

Like other rating methods, critical cases have their drawbacks. First, evaluators may find it too burdensome to record incidents from employees' work on a daily or even weekly basis. Second, appraisers set the standards by which subordinates are assessed; however, the motivation will be greater if subordinates can participate in setting the standards by which they will be judged. And thirdly, the narrative form does not allow comparing the employee and the organization. Graphical rating scales can be used to overcome these problems.

Graphical rating scales can match the depth of essays or critical case reports, and results can be accurately quantified, and since the scales are standardized, comparisons between workers can be made. Graphical rating scales are often criticized, but when compared with more falsified power choice scales, the graphical scale is convincing and more acceptable to evaluators.

Unsatisfactory

Conditional

Satisfactory

Outstanding

Presence

Appearance

Addiction

Quality of work

Number of work

Relationship with people

Knowledge of work

Today, four main methods of comprehensive assessment of work performance are used: points, systems for comparing the characteristics of workers,

the most widespread are the last two methods.

Scoring methods for assessing work performance involve the comparison of work performance and business characteristics of workers with pre-developed standards. For these purposes, the assessment factors and the number of degrees of each factor, as well as their assessment in points, are carefully selected. There are two large varieties of scoring systems in use - graphical scales and multi-level scales. Both varieties are characterized by the use of rating scales as a means of technical calculations. If, with the method of graphic scales, the number of degrees is predetermined (as a rule, 4-5 in the form of numbers - quantitative scales, in the form of alphabetic letters - alphabetic scales, in the form of percentages - percentage or in descriptive form - poor, satisfactory, normal, good and excellent , then with the method of multi-degree scales the number of degrees is differentiated and is not defined on the diagram.

The checklist method is used alone and in conjunction with graphical scale methods. In this method, detailed questions about various factors for assessing the performance of work and the business qualities of workers are recorded in special checklists, to which the assessor must provide answers and conclusions.

The purpose of such checklists is not only to find out in which group according to the amount of additional payments for merit a particular job or employee should be attributed, but also to determine the strengths and weaknesses of the employee in order to achieve greater efficiency of his work.

The nature of the work performed can vary significantly compared to the same innovative structures. Consequently, completely new qualities (for example, innovation, enterprise, etc.) will be needed, the presence of which can only be assumed. As a result, a well-established employee will be unsuitable for a new job. At the same time, the best way to identify the potential of an employee is to monitor (and evaluate) him in a new production environment, in a new place. This refers to a probationary period, the rotation of young personnel by divisions of the company, temporary replacement, which allows them to develop the ability for specific types of work. For the same purposes, a short-term involvement of young workers in the work of the target innovation group is practiced. For managers of different levels, it is extremely useful to temporarily work at small enterprises located in the "zone of interest" of the company, where the ability to make independent decisions in critical situations increases dramatically. True, there is a danger that the necessary qualities will not have time to manifest themselves. The same lower target structures, like quality circles, make it possible to identify the potential of an employee without changing labor functions, since innovative activity is carried out in parallel with the main one.

A basic requirement for any evaluator is the ability to monitor the performance of work over a specified period (eg 6 months). The following categories of personnel can be used as potential evaluators:

1. An immediate supervisor who is more familiar with individual performance and is better placed to assess the current performance of work by staff. In addition, he can best link individual performance to organizational goals. Since he is also responsible for the reward (censure), it seems only logical to make the line manager responsible for the assessment of performance.

2. Equal status (colleagues). In some types of work, such as overseas sales, legal activities and training, the manager is rarely able to observe the specific activities of the employee. Sometimes obvious metrics, such as quantity sold, can provide useful information for assessing performance, but in other circumstances, the opinions of colleagues are even better. Colleagues can store performance perspectives that distinguish them from line managers.

3. Subordinates. Evaluation by subordinates can be used in the development of a direct supervisor. Subordinates know the amount of authority they actually have, how good their connections are, their type of leadership style, their ability to plan and organize.

4. Self-assessment. The following arguments support the widespread use of self-esteem: the ability to participate in the performance assessment process, especially if the assessment is combined with goal setting, improves motivation and reduces resistance during the assessment interview. On the other hand, self-esteem leads to more indulgence, less variety, more exposure to influence, less agreement with the opinions of others. Since employees tend to give themselves a higher rating than their manager, self-assessment is more applicable for consultation and development than for personnel decisions.

5. Customers. In some situations, “buyers” of individual or organized services may have a unique perspective on how to get the job done. IN modern business customer evaluation is a very important aspect. While customer and hotel goals cannot be expected to match, customer input can be helpful in making personnel decisions such as promotion, relocation and training needs, and as a basis for self-development.

Thus, several different sources of estimation information can be used, as shown in Table 2.

Table 2 Sources of use of the estimates

Sources of

Supervisor

Subordinates

Personnel solution

Self-development

Personnel research

The quantitative and qualitative results of labor, on the one hand, and business and personal qualities, on the other, are assessed separately in the current plan. Together they (as well as personal data) are brought together on the basis of a single point assessment - certification, which also has the common name "assessment of merit". In most cases, certification is carried out once a year; in individual companies if they apply very simplified assessment procedures, every six months.

Attestation of an employee of an organization is understood as a determination of his qualifications, level of knowledge, or a review of his abilities, business and other qualities. Certification is a form of human assessment that can only be given by another person (as opposed to a technical device, the parameters and technical characteristics of which can be measured by technical means). Therefore, the result of attestation of a person by a person is always subjective, since it bears the imprint of the personality of the person who attests. Obviously, there is a contradiction: the desire to objectively evaluate what cannot be objectively assessed.

However, the evolution of the certification procedure is obvious, and its implementation in developed firms is not a formal event, but the basis of personnel dynamics.

In world practice, the most widespread certification of "white collars". The peculiarities of the work of managers and specialists, firstly, are associated with the subject of their work - information; secondly, their labor contains a creative component; thirdly, the result of labor may not depend on the duration of the performance; fourthly, there is a "delayed result" - the prolongation in time of the concrete implementation of the generated ideas.

The development of certification systems follows the path of greater validity of the employee's expert assessment. The easiest way to assess the contribution of one or another manager or specialist to his immediate superior. Only he knows what the employee was entrusted with, in what conditions he works, how his work was supervised, stimulated, what kind of assistance he received or what obstacles he had to overcome. However, close interaction between the boss and the subordinate may not lead to the emergence of negative relations between them, which makes the boss's affairs more or less biased.

Research shows that the longer an employee works in the same job, the lower their grade. One of the reasons is the expectation that the employee will do his job faster and better over the years. If this does not happen, then the frustrated manager underestimates the employee's assessment. Often the reason for underreporting is the manager's irritation at the lack of enthusiasm among veterans for innovation.

The certification procedure should in some way limit this subjectivity. The evolution of the development of the procedure shows how it happened in practice: from the personal subjective assessment of the boss to expert group assessment methods (there are many technologies, the most often used technique is the “memorial group”), to the fully automated certification of managers and specialists.

Of undoubted interest is the experience of German firms, which allows, on the basis of regular certification of personnel, not only to motivate personnel, to determine their salaries, but also to visually plan the career of employees.

The essence of the methodology consists in determining those priority qualities of employees that are most valuable from the standpoint of achieving the ultimate goal of the company.

World practice does not give an unambiguous answer to the question of what personal character traits of workers should be assessed when analyzing their activities. Often, such traits of employees as interest in work, initiative, attentiveness, tact, loyalty, the ability to adapt to changing working conditions, diligence and even appearance were often offered for attestation assessments.

In the methodology under consideration, all employees, specialists and managers are assessed in terms of certain criteria (requirements) necessary in a particular field of activity. The criteria are ranked according to their importance by the expert group, as a result of which each criterion is assigned a weight of significance and a corresponding score in points.

To develop the types of criteria and the corresponding features, the expert group compiles a vocabulary of business characteristics covering all specializations (or the one whose specialists are certified). The features are ranked within the limits corresponding to each criterion.

Conclusion

From all of the above, it can be concluded that the assessment of personnel is carried out to determine the suitability of an employee to a vacant or occupied position, which is carried out in three ways:

1. Assessment of the potential of the employee. When filling a vacant job, it is important to establish professional skills, knowledge, production experience, moral and business qualities of the candidate, his psychological characteristics and outlook.

2. Assessment of individual contributions. When using specially developed methods, it allows you to establish the quality, complexity and efficiency of the work of a particular employee, which makes it possible to draw a conclusion regarding his suitability for the position held.

3. Attestation of personnel. This method is a kind of complex assessment, taking into account both the potential business opportunities available to a person and his actual contribution to the final result.

The above evaluation methods are widely used by employees of personnel departments of various enterprises and organizations to optimize management and working personnel. Thus, their application is justified in the hotel industry, and, as a result, in OJSC “Akmo-laturist”, as a subject of this industry.

The management of the organization, along with a competent and well-organized system of recruiting qualified personnel who can further lead the company to prosperity and universal recognition, must first of all take care of their employees, making working conditions comfortable and convenient, which has a positive effect on the results of the work. However, the selection of employees for work is the primary task of forming a labor collective, and the future of the company depends on how correctly the specified work is carried out.

List of sources used

1. G.A. Papiryan "Management in the hospitality industry" -M .: Economics, 2000

2. MV Kaming "Theory and practice of personnel management" -M .: Novosti, 1995

3. Voil P. "The Art of Management. New Ideas for the World of Chaotic Change" Translated from English -M .: News, 1993

4. N. I. Kabushkin, G. A. Bondarenko "Management of hotels and restaurants" Minsk: New knowledge, 2000

5. John R. Walker "An Introduction to Hospitality" Translated from English M .: Unity, 1999

6. A.D. Chudnovsky "Tourism and hotel industry" -M .: Ekmos, 2000

7. I. V. Bizyukova I. V. "Personnel. Selection and evaluation" -M .: Moskovsky rabochiy, 1984

8. IASkopylatov, O.Yu. Efremov "Personnel management" Reference publishing house of Smolny University, 2000

9. Yu.G. Odegov, M.F. Zhuravlev M .: Finstatinform, 1997

10. Ya.Kibinov "Personnel management in the organization" M .: Economics, 1994

11. R. Marr, G. Schmidt "Personnel management in a social market economy" -M .: Moscow State University, 1997

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

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

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

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

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

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

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

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

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

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

Attestation

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

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

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

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

Evaluation criterion - professional standard specialties and positions.

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

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

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

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

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

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

"360 degrees"

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

It is used for individual personnel tasks, and as an addition to the main system. The employee himself can initiate this assessment method in order to determine their areas of development.

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

Competencies assessed:

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

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

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

Assessment Center

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

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

3) conducting the Assessment Center:

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

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

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

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

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

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

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

At the stage of the end of the probationary period, assessment interviews and tests for knowledge of the subject of activity are used.

Benefits of Conducting an Assessment

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

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

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

Implementation of the personnel appraisal system in the company

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

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

2) Creation of a working group, which will include representatives of middle management, HR department, legal and PR services, possibly external consultants and company employees. The group provides senior management detailed plan actions to create and implement the system, and a budget, if necessary.

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

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

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

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

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

7) Conducting training for staff.

8) Conducting an assessment.

9) Summing up, analysis of successes and failures.

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

• Personnel assessment, assessment

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Today, in conditions of tough competition, the heads of enterprises pay special attention to checking personnel. The success of the company directly depends on the criteria by which the staff is formed and how effectively their potential is used. And good leaders understand this very well. Due to the demand dictated by the realities of the time, the highest schools began to produce specialists of a new level - personnel managers. Courses in this specialty are also very popular. They enable middle managers to quickly master the new skills necessary for effective work.

At first glance, it may seem that HR specialists are not needed in every enterprise and firm. However, in reality they are doing very important work that cannot be delegated to other employees. Highly qualified management personnel owns a wide arsenal of methods and methods for assessing professional performance. Moreover, in this process, the experience gained is very important, and often the managers' own achievements also show themselves to be effective. Today we will describe the process of conducting a personnel assessment and touch on all its stages.

Staff assessment: some general information

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

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

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

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

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

Above, we have listed the main functions of managers, but this does not reveal much about their relationship with valuation activities. But this question is very important in the topic we are studying. We will talk about this later.

Personnel management functions and employee performance assessment

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

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

Recruiting new hires is a daunting process for any HR manager. Through the use of different types of personnel assessment, specialists determine how effectively the company uses its resources to attract highly qualified personnel.

Without training its personnel, any company is doomed. She will not be able to keep up with the times and will quickly surrender her positions to business competitors. Therefore, the assessment activity will make it possible to draw the correct conclusions about how high the need of employees for training is. Also, with the help of an assessment of the company's personnel, it is found out whether the existing training programs correspond to the spirit of the times and what result they give in reality.

The personnel reserve can be called without exaggeration the "gold" reserve of the enterprise. This database is replenished based on the results of assessing the performance of employees and their effectiveness in various work processes.

Personnel training and development are very close, but still not identical functions. in this area determines not only the levels of qualifications of personnel, but also its not yet uncovered potential. But for its one hundred percent disclosure, training will be needed, which we have already written about earlier.

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

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

Employee Assessment Objectives

The management personnel primarily cares about improving the performance of each individual employee and the entire enterprise as a whole. But this is a kind of generalized formulation of the goals that the manager pursues by introducing an assessment procedure into the working day. The scientific rationale for the goal-setting of this process covers it more broadly. It is believed that the main goals in the appraisal activity of the company's employees are three:

• Identifying the benefits of keeping an employee. It is done by determining the ratio of costs for each specific employee and the quality volume of work performed by him. After receiving the results of the analysis of the personnel assessment, the manager can decide whether to continue to keep the employee in his place or to reduce the staff.
• Identifying the potential of an employee. Personnel assessment according to this direction important when it comes to finding a candidate for promotion. The head of the company must clearly understand whether there is a person among his employees who is able to take responsibility and take the vacant seat. Otherwise, the enterprise will have the costs of finding, attracting and training a person from outside.
• Identification of the functional role. Each employee plays a role in the company. Moreover, she often has no connection with his position and professional skills. The functional role is a consequence of the totality of personal qualities and characteristics. Assessment of employees allows you to determine the categories of personnel: a team player, a bright personality, a potential leader, and so on.

Interestingly, in many Asian countries, staff assessment is an integral part of the workflow. And often it is completely based on it. This is most relevant for Japan. There, HR managers conduct a thorough and multifaceted assessment of the employee, determining his ability, and only on the basis of the results of the work performed, they appoint him to this or that position. Thus, any enterprise uses its personnel as efficiently as possible, which increases its competitiveness and brings it to a new level of development.

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

Criteria for evaluation

How can you evaluate the performance of your employees? First of all, according to a set of criteria. Specialists understand them as a number of characteristics: personal, professional, behavioral, and so on. They must individually answer the manager's question about how the employee will perform his duties. As a result, it becomes clear whether the employee's capabilities meet the employer's personal and corporate ethics requirements.

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

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

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

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

Primary requirements

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

First of all, it is necessary that the criteria are achievable. For example, if a company concludes ten to fifteen contracts per year with major partners by the joint efforts of the entire management team, then you should not set the same ten contracts as the main task for each of them and then conduct an assessment of activities based on these criteria.

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

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

In the process of developing criteria, it is necessary to take into account such requirements as motivation and compliance job responsibilities... That is, appraisal activity should be combined with a motivational component. It should be borne in mind that the requirements cannot be wider than the range of duties that the employee fulfills while in his position.

Also, the criteria should be consistent with terms such as "comprehensibility" and "dynamism". The last requirement for the criteria is very important, since in modern realities the operating conditions of companies are changing very quickly. And this means that employees of the enterprise must also comply with them.

Types of employee performance assessment

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

Today, there are three types of assessment. They are classified according to their focus:

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

Descriptive assessment of employees

HR managers are also very often called given view qualitative, since it completely excludes the use of quantitative characteristics. It allows you to describe the employee as fully as possible, using several simple techniques in work:

• Matrix method. It consists in creating the ideal employee model for every position available in the company. In the future, the personnel will be compared exactly with this matrix.
• System of arbitrary characteristics. For such an assessment, it is required from all the employee's work activities to isolate his most significant achievements and failures. Further, the head or the specialist in charge of personnel management conducts personnel assessment based on the data obtained.
• Assessment of the performance of tasks. This approach considered the simplest of all. It is often used by novice professionals when the goals of personnel assessment do not affect employee promotion issues. In this case, the assessment requires data on the entire work of a particular person, which makes it possible to understand how well he copes with his direct responsibilities.
• "Three hundred and sixty degrees." To get the material needed for analysis production activities employee, information is required from his colleagues, superiors and subordinates.
• Group discussion. Each employee individually conducts a conversation with his manager and invited experts in the same field in order to find out the effectiveness of his work and further prospects in this industry.

Quantitative evaluation type

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

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

Combined assessment

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

• Summation of points. Each employee is thoroughly reviewed and a score is assigned to their characteristics. As a result, they are summed up, and then compared with the ideal indicator derived using the matrix.
• Grouping. Here, the result of the assessment excludes individuality, since all personnel are to be divided into groups. They can have different purposes and focus. For example, the manager singles out impeccable employees into one group, the initiative ones, but without sufficient experience, into the second, and the most hopeless ones in the third. There are quite a few variations in the use of this method.

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

Personnel Assessment Indicators Format: Possible Options

The result of a personnel audit usually ends up on the manager's desk in the form of a scorecard. Its most convenient design is a table. Moreover, it can be of different formats.

For example, a quantitative format assumes that scores are matched for each employee. In this case, all the criteria stated at the initial stage of verification are important. But an individual format based on an assessment of personal and professional qualities gives the manager information about what types of work an employee can perform and what skills he possesses.

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

Why do we need personnel assessment, and how HR services can most effectively carry out personnel policy. The article talks about systems, methods and criteria for personnel assessment. An algorithm for constructing an employee assessment system is described. What methods of personnel assessment exist, in what cases they are applied. This article will help you understand the rather complex structure of the personnel assessment system, and will allow you to understand how you can get valuable information about a person for making decisions aimed at increasing the performance of subordinates.

Assessment system structure

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

Personnel assessment enables managers or personnel services to more effectively pursue personnel policy, improve, attract new employees instead of those who do not cope with their responsibilities and, thereby, make work of higher quality.

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

Typically, personnel assessment is carried out in three areas:

• employee qualification assessment - when the characteristics of the standard are identified and compared with a specific person;
• analysis of work results - here the quality of the work performed is assessed;
• assessment of the employee as a person - are identified personal characteristics and are compared with the ideal for the location.

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

First, the assessment must be carried out regularly.

Second, it must have a clearly defined purpose.

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

The personnel appraisal system itself is whole line actions and activities aimed at assessing employees and are ongoing.

This system, to be effective, should be based on a basic and universal scheme for carrying out this assessment.

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

The second step is to determine the subject of assessment, that is, who to assess. Depending on the goals, that the target audience, the information about which the company needs in the first place.

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

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

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

The next stage of the personnel assessment system is called the preparatory stage. There are a number of steps that need to be taken to assist in the assessment itself.

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

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

Then it is necessary to analyze all the information collected as a result of the assessment in terms of its relevance and the quality of the system itself.

The final stage in the implementation of the assessment system is action - making management decisions in relation to those people who were assessed - promotion, demotion, training.

Personnel assessment methods

Let us now consider the methods themselves that can be used in personnel assessment.

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

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

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

Combination methods are a collection of descriptive methods using quantitative aspects.

• testing is an assessment based on the results of the solution in advance of the assigned tasks;
• method of the sum of estimates. Each characteristic of a person is assessed on a certain scale, and then an average indicator is displayed that is comparable to the ideal;
• a grouping system in which all employees are divided into several groups - from those who work perfectly, and to those whose work is unsatisfactory against the background of the rest;

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

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

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

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

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

Among them: the ability to learn, the ability to make oral and written generalizations, contact, perception of the opinions of others, flexibility in behavior, internal standards, creative characteristics, self-esteem, the need for approval by superiors and colleagues, careerist motives, reality of thoughts, reliability, variety of interests, sustainability stressful situations, energy, organization, organizational and management skills.

Main evaluation criteria

All criteria for assessing personnel are usually divided into two main categories - performance criteria and competency criteria.

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

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

One of the most effective ways of such an assessment is solving situational problems, taking into account the position that the employee occupies or for which he applies.

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

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