On improving the assessment of personnel. New personnel appraisal system at JSC "Russian Railways" Assessment test business profile of Russian Railways

The competence of managers is a key factor for the development of any business, especially for those companies that enter new markets, change their business model and improve their organizational structure. This is the situation in which Russian Railways is today, transforming from a carrier company into a global transport and logistics holding. And in many respects it depends on the holding's managers how successfully Russian Railways will solve operational problems, respond to market challenges, and achieve strategic goals. Today, the Corporate University of JSC Russian Railways, established in 2010, is engaged in the development of the competencies of the company's employees, their training and certification.

The most important functions of the Corporate University are the formation and specification of the competencies of employees, as well as their assessment. Since it is on the basis of such an assessment that it is possible to bring current and advanced training into the system.

First of all, it should be noted that the creation of the Corporate University allowed the company to start working with personnel at a completely new level. Of course, the company, which is responsible for the safety and continuity of rail transport on a national scale, has always had high requirements for professional and managerial knowledge and skills, business and personal qualities of employees. However, these requirements have not been consolidated into one system. In different structural divisions of Russian Railways, there were many separate requirements. The personnel assessment carried out on some railways took the form of psychological personality testing, the results of which did not allow assessing the extent to which the business and personal qualities of the employee corresponded to the requirements of the position and corporate competencies. In addition, the variety of assessment methods used made it difficult to set training goals, select the necessary development programs for managers, since there were no criteria against which the current level of management training was assessed and the target level was set.

Over the past five years, the specialists of the Corporate University, together with the Human Resources Department, have developed and implemented uniform criteria and methods for personnel assessment into the holding's practice, centralized quality control and monitoring of the effectiveness of assessment processes are in place. In June 2010, a corporate competence model of Russian Railways was approved, which contains a system of requirements for the knowledge, skills and behavior of specialists and managers of various job levels.

Assessment Center

The assessment center technology is used as the main tool for assessing corporate competencies in the company, as the most reliable way of assessing due to the following features:

• Assessment center exercises simulate typical work situations in which the competencies necessary for managers and specialists are manifested;
• the assessment procedure is based on comparing the employee's reactions with exemplary behavior (behavioral indicators that make up competence), and not comparing the behavior of employees with each other;
• the assessment for each competence is based on observation materials of two or more experts who have undergone special training;
• each assessment is agreed upon during joint discussion by expert observers;
• The assessment center is a complex assessment procedure, since it includes not only simulated exercises, but also questionnaires, interviews, tests.

In 2014, the Personnel Assessment Federation, which includes representatives of the leading Russian consulting companies, conducted a study "Assessment Center: Modern Application Practice in Russia", dedicated to the practice of using an assessment center in our country. More than 300 organizations took part in the study. It should be noted that, according to almost all comparative criteria, the assessment technology used by the Russian Railways holding company complies with the best practices, namely:

• the number and configuration of simulated exercises of various
• types, as well as the ratio of observers and participants in the assessment procedure is optimal (5 assessors and a moderator participate in the assessment of 10 managers);
• observers use both statistical methods and discussion when agreeing estimates;
• the assessment is carried out by specialists who have undergone long-term specialized training.

The first to assess corporate competencies at the Corporate University of JSCo Russian Railways were managers of the 1st level of positions, including vice presidents - individual in-depth interviews, the rest of the managers - the assessment center. In the period from 2010 to 2014, the number of assessed managers of the 1st level of positions amounted to more than 4,000 people. In order to systematically improve their managerial skills and have up-to-date results of competency assessment, managers are recommended to go through an assessment center at least once every three years.

In 2011, in order to spread a unified assessment methodology to the regional level, the Corporate University developed materials for an assessment center for managers of the 2nd level of positions and created a specialized training program (120 academic hours) for training expert observers in road assessment centers, personnel monitoring and youth monitoring. politicians (DTSOMP) at 15 railway landfills. More than 100 specialists from the ICMC were trained in the skills of assessing using the assessment center method. The Corporate University annually implements various forms of improving their skills in the field of personnel assessment: it conducts round tables and internships, organizes the exchange of experience in the course of network schools, and ensures the transfer of new assessment tools. By the end of 2015, it is planned to set labor standards for the specialists involved in assessing the personnel in the ICPC, which will make it possible to systematize and optimize their work, as well as to form a correct system for assessing their activities. Thanks to constant professional development, considerable experience and high personal involvement in the work, most of the specialists in the assessment of DCMC have become real professionals in their field. To date, more than 13,000 managers of the 2nd level of positions have been assessed by the assessment center method in the road centers for assessment, personnel monitoring and youth policy.

Assessment results

The results of the competence assessment make it possible to determine the main areas of development for managers: those knowledge, skills and abilities that need to be improved. Based on the assessment of competencies, an individual development plan (IDP) is drawn up, which allows developing competencies without interrupting production activities.

The personnel management department and personnel management services use the assessment results in the formation of a single talent pool and for its training, as well as in the management of appointments to vacant positions. Thus, in the Human Resources Department, a rule has been introduced that no manager can be appointed to a position of the 1st level of management according to the corporate competence model, if there are no results of an assessment using the assessment center technology.

New assessment tools

The Corporate University develops and implements new methods for assessing and developing corporate competencies of railway workers. Today, for example, the Russian Railways Business Profile test is actively used to assess the competencies of managers of the 2nd and 3rd level of positions, and an assessment conference is used for young managers and specialists included in the talent pool. These methods allow, covering a large number of employees, to spend less financial and human resources on the assessment of competencies, while, of course, their results are less accurate and reliable, but sufficient for a person to understand the direction of his development.

Currently, the main trend in the global practice of personnel assessment is the more and more active use of information technology, which significantly saves resources. The Corporate University is also developing an automated version of the assessment of corporate competencies, during which the participants of the assessment procedure will perform tasks on a computer based on the exercises of the assessment center. This format does not imply the participation of expert observers, estimates and reports are generated automatically. The new tool is planned to be used to develop the competencies of managers.

A number of new assessment tools are being developed, including for solving urgent business problems. So, in 2014, at the initiative of the Department of Labor Protection, Industrial Safety and Environmental Control, specialists of the personnel assessment department of the Corporate University began to develop a fundamentally new methodology for assessing the level of development of the competencies of managers on labor protection issues, which makes it possible to identify shortcomings in management approaches to ensuring labor protection at JSC "RUSSIAN RAILWAYS". Especially for these purposes, the corporate competence "Ensuring the safety of production processes" was detailed, taking into account the specifics of the request, and a strategic session was developed, which allows observers to assess this competence, and managers - participants in the assessment - exchange experiences and find new solutions when discussing topical problems of improving industrial safety processes in the subdivisions of Russian Railways.

The results of the assessment of competencies, both corporate and professional, are an integral part of the system of uniform corporate requirements (UCT), which is being actively implemented at Russian Railways. Currently, professional competencies and tools for their assessment have been developed for managers and specialists of the Traction Directorate, and pilot testing of the assessment of professional competencies of managers and specialists of the Central Traffic Control Directorate has begun.

Thus, the assessment in its various modifications is steadily entering the life of the Russian Railways holding as a familiar working tool that allows for more efficient and effective personnel management. That is why managers need to understand the essence of assessment tools and see the opportunities they open for the self-development of experienced and nurturing young managers, for the creation of successful teams and effective work teams.

To effectively manage a company, it is important for management to know the capabilities of their employees. The traditional approach to personnel assessment - based on the performance of job duties - does not allow full use of the potential of each employee. Personnel assessment is part of several processes that can significantly improve their efficiency. Let's list these processes:

• personnel development management;
• formation of a single personnel reserve;
• formation of brand-oriented behavior of employees;
• change in corporate culture.

Nowadays, in the conditions of crisis and sanctions, it is simply necessary to evaluate the personnel. After all, each enterprise must work efficiently and profitably, which can only be provided by highly qualified personnel. In order to ensure the company's competitiveness in a dynamically changing market environment, strategic changes in approaches to management are required - from the management of functional subsystems and individual business processes to management based on a competency-based approach

The unified corporate system of personnel requirements includes four blocks:

• -corporate competence(company requirements for managerial behavior and style of a manager of any level).
• -professional competence(reflect the knowledge, skills and abilities of a person to perform his functional duties and professional tasks).
• -potential to development(focus on further development. Employees want to actively develop, see prospects in moving up the career ladder, and for this they are ready to make efforts and spend their own resources).
• -effectiveness and work experience(development of a specific employee from the moment of joining the company: where he worked, what position, what team was under the leadership, what tasks and with what results were solved).

Evaluation in the EKT system is carried out through a centralized automated system. Each ECT block has its own assessment methods.

Assessment methods

The following assessment methods exist:

Details about each assessment method:

Assessment Center(abbreviated AC) is a comprehensive methodology for assessing the personal and business qualities and skills of managers, which is carried out in conditions that simulate the real activities of the leader.

The assessment center method is carried out by employees of the DTSOC for managers of the 2nd level of positions.

AC is used: in the selection of candidates for appointment to the positions of managers of the 1st and 2nd levels of positions; when selecting the managers of the 1st and 2nd levels of positions in a single personnel reserve; when carrying out complex appraisal activities; when determining the development priorities for managers of the 1st and 2nd level of positions.

An assessment center is a specially organized procedure for assessing corporate competencies of employees (in groups of 6-10 people), which includes various assessment methods (business games, tests and interviews) that complement each other; specially trained experts act as evaluators in the assessment center [!]

The assessment center identifies the strengths and risks associated with the personal and managerial effectiveness of the leader (responsibility, skills in working with people, decision-making, leadership, etc.). Held in two days.

Executives are assessed for 7 corporate competencies:

Advantages and disadvantages of the assessment center method.

The assessment center method has unconditional advantages, which include the following:

• - carries the elements of the company's strategy, which allows the employee to clearly understand the standards to which she aspires;
• - allows you to get the most objective assessment of the degree of development of skills in comparison with tests and interviews, because they show only the aspirations and inclinations of the employee, but not the presence of the skill;
• - allows you to rationally invest in personnel development, because the company will be able to pay for training only for those employees who are able to learn new things;
• - Provides understanding and clarity in the assessment of personnel by all employees of the company, because the result is indicators that are clear to all;
• - the AC procedure is already a step towards personnel development.

But at the same time, the method has a number of disadvantages that must be taken into account:

the AC procedure is more expensive than testing or interviewing employees;

it takes more time to conduct an AC than to test;

the AC requires the training of observers from among the company's employees.

ASPRK method(an automated system of psychological diagnostics of management personnel and specialists) is carried out for young specialists and upon appointment to a position. This method is automated, the result is a psychological characteristic.

ASPRK is used: in the selection of candidates for appointment to the positions of managers of the 2nd and 3rd levels of positions; when appointing or moving a manager, a specialist to another position, for young professionals.

ASPRK method automated, the result is a psychological characteristic indicating:

• general behavior at work, in interpersonal contacts,
• leadership style,
• motivation for management activities,
• professional burnout,
• intellectual qualities,
• possible strategies in conflict situations,
• qualities undesirable for a leader and recommendations for areas of activity (executive, administrative, analytical, organizational functions, etc.).

The evaluation conference is a large-scale event (in groups of 20 to 100 people) based on business games, business simulation, during which corporate competencies or individual business qualities manifested in behavior are assessed. The evaluation conference is used: in the selection of the third-level positions in the unified personnel reserve; when selecting managers and specialists of all levels of positions for the youth reserve; in the selection of the most promising employees and their development for solving urgent problems.

Business IQ test evaluates the intellectual potential of the employee and his ability to work with various kinds of information. The test "Business IQ" is used: when selecting candidates for appointment to the positions of managers of 1, 2 and 3 levels of positions; when selecting for the corporate development reserve, the basic personnel reserve and the youth reserve of managers and specialists of all levels of positions; when sending managers and specialists of all levels of positions to expensive training / internship.

Rating scale test "Business IQ" from 0 to 10 points. Abilities that Business IQ tests: vocabulary, computation, erudition, memory, abstract logic, information processing, spatial thinking.

Russian Railways Business Profile test comprehensively diagnoses the psychological, personal and business qualities of an employee in projection onto corporate competencies.

The test "Business Profile of Russian Railways" is used: when selecting candidates for appointment to the positions of managers of the 2nd and 3rd levels of positions; when selecting for the corporate development reserve, the basic personnel reserve and the youth reserve of managers and specialists of all levels of positions; when hiring young specialists (after 3 - 4 months from the date of employment) to plan their career and further development; when sending managers and specialists of 2, 3 and 4 levels of positions for training, internship; when assessing personnel for solving urgent problems.

Rating scale test "Business Profile Russian Railways is from 0 to 3 points.

To assess corporate competencies, Russian Railways has adopted a 4-level scale from zero to three points.

The target level of competence development is considered to be level 2 (meets expectations). When using the Competency Model, it should be borne in mind that each word and sentence in the description of the behavioral indicators of the scale is of great importance. The meaningful description of each level must be taken literally. For example, to obtain a score of "2", an employee must successfully apply ALL skills of this competence both in familiar and new conditions, and in order to obtain a score of "O", the employee must completely lack behavioral indicators of this competence in his behavior.

Use of assessment results.

The results of the assessment are information that contributes to more accurate personnel decisions, along with conclusions on corporate and professional competencies, personal and professional potential, performance and work experience.

The assessment results containing the personal data of managers and specialists of the Russian Railways holding are confidential information. The results of the "Business IQ" test are one of the sources for predicting the effectiveness of working with information and learning in terms of the potential ability of an employee to master new knowledge and skills.

It is inappropriate to make positive decisions on employees whose results of passing the Business IQ test are below 3.5 points due to the increasing likelihood of insufficient efficiency in working with information. Assessment using the Business IQ test is not recommended more than once a year.

The results of the Russian Railways Business Profile test determine the level of development of an employee's corporate competencies and predict the success of his managerial activities. Based on the results of passing the Russian Railways Business Profile test, it is advisable to conduct an additional interview with employees who have scores of 0.5 points in two or more competencies. Assessment using the Russian Railways Business Profile test is not recommended more than once a year.

Personnel assessment at Russian Railways

In general, the introduction of personnel assessment at Russian Railways, built on the basis of a competency-based approach, implies not only mastering a differentiated set of tools, but also the formation of a culture of using both these tools and the results of the assessment.

Competence approach- this is an approach to the description, assessment and development of a person, in which human behavior is considered as a manifestation of his competencies.

In many ways, the popularity of the competence-based approach is due to the fact that all the characteristics and qualities of a person within its framework are usually assessed from the point of view of manifestations in behavior that can be observed. This means that objectivity in working with a person is provided precisely by the possibility of observing behavior.

What are the advantages of a competency-based approach?

Competence approach:

• - describes not so much the knowledge and skills of a person as behavior, actions in which knowledge, skills and abilities are manifested (result) - this allows you to directly link the applied knowledge with specific, measurable results of a specialist's activity, and therefore understand the reasons for the success or failure of an employee, find measures that allow you to improve its activities;
• - indicates not only a person's ability to carry out the required activity, but also to bear responsibility for it - to understand how the desired result is achieved, to understand his own boundaries and constantly expand them - this increases the responsibility of employees, their self-management and self-learning.

The main task of the competence-based approach is to teach a person to manage their own knowledge, skills and abilities, that is, to be able to self-study and self-develop. Another distinctive feature of the competence-based approach is that indicators are used to describe competencies, i.e. manifestations of knowledge, skills and qualities in behavior, by which it turns out to be easy to determine the presence of an employee's competence.

Interview - Russian Railways Guide.

The task of the interviewer is to obtain a sufficient number of examples that make it possible to determine the competencies of the interviewee, which are his strengths (in relation to the proposed position), and the competencies that will limit his effectiveness.

The main thing is to avoid obtaining generalized information that does not show the real behavior of a person, but his ideas about the optimal way of acting in such situations.

Try to conduct the interview in a free, open manner, but without moving away from the main line of questions and the structure of the interview. The structure of the interview can be structured as follows:

• 1. Introduction and making contact (introductory questions).
• 2. The main part of the interview (sheets for competencies).
• 3. End the conversation.

Principles for assessing competencies.

When assessing each of the competencies, it is necessary to rely on the following diagnostic information:

• The number of positive and negative indicators shown by the person being assessed by competence.
• Contact, confidence and self-presentation shown by the assessed person at the beginning and during the interview.
• The presence of contradictions between the story and the behavior ("says that the leader is shy and constrained").
• Avoiding specifics in the answers.

Today it is not enough just to be a good specialist. Modern business requires a broad outlook, interest in the ongoing processes, constant learning and self-development. And for this it is necessary to reveal the inner potential of everyone.

Human resources work permeates all the company's activities, which means that success in solving not only operational, but also strategic tasks largely depends on its effectiveness.

In the context of the crisis and sanctions, the most appropriate methods of personnel assessment for the Russian Railways company can be considered: an assessment center, an assessment conference, the Business Profile-Russian Railways test and the Russian Railways interview guide.

Bibliography:

from 24.03.2014 N 735r

• 2. Internet resource. Manager's encyclopedia. Wikiproject Е- xecutive.ru
• 3. Educational publication “Personnel Management. Theory and practice ", author Vesnin Vladimir Rafailovich, publishing house" Prospect ", 2010.
• 4. Methodological recommendations on the application of methods for assessing employees in JSC "Russian Railways", approved by the order of JSC "Russian Railways"

from 24.03.2014 N 735r

• 5. Moskvitin G.I. Management. (Tutorial) Recommended by U MO in Commerce and Marketing. Second edition. M: Yurayt Publishing House, 2016.
• 6. Moskvitin G.I. Management. (Textbook for open source software) Recommended by the Ministry of Defense in the field of management. M: Yurayt Publishing House, 2016.

Zakharova E.Yu.

student of the Moscow State Pedagogical

University, Institute of Social and Humanitarian Education.

Newstaff development tool

Anton Nagralian, Head of the Personnel Management Department, Russian Railways

Ob featuresorganization and the performance of corporate attestation at Russian Railways, says Anton Nagralian, Head of the Human Resources Department.

Culture of dialogue

- Anton Aleksandrovich, corporate certification of employees at Russian Railways has been carried out before. What are the differences between the new system and what are its advantages?

- Until now, corporate attestation was mainly a control tool, and in general it was aimed at identifying those who do not fit the position, do not cope with their job responsibilities, and draw appropriate conclusions. It was a traditional tool for our company, through which several generations of railway workers have passed.

But times are changing, working conditions are changing, the company's tasks are changing. The modern transport and logistics market dictates certain requirements for both personnel and personnel management. If the company is faced with the task of increasing the efficiency of work, then we need tools that will optimize the selection of personnel, including for leadership positions, and develop it based on production and market objectives.

Given this market context, we have redesigned the corporate performance appraisal format and adjusted its objectives. Now, corporate appraisal is not aimed at identifying those who are not fit for the position. Now it should be a tool for recruiting personnel, forming a personnel reserve for a computernii, one of the means of professional improvement of the employee.

Qualitative recommendations for the development of an employee can be given only if we conduct a detailed analysis of the performance of a specialist, analyze the performance he has achieved, study all his decisions (both successful and unsuccessful), evaluate his corporate and professional competencies. We need quality feedback. Therefore, there will be no tests, questions or assignments during the certification. Corporate certification will now take place in a calm atmosphere in the form of a dialogue between a subordinate and a manager, during which a constructive discussion of the tasks facing both an individual employee and the company as a whole will be held.

- What opportunities does this certification format open up for employees?

- If we talk about the leader who conducts the certification, then he gets the opportunity to adjust the work of his subordinates, to understand what needs to be done in general, so that in the area that is in his responsibility, the work goes more efficiently.

As for the employee who undergoes certification, he receives an exhaustive feedback from the manager about the quality of his work and can draw conclusions about what he needs to change, both in his work, and, perhaps, in himself. He receives an assessment of his competencies and sees in which direction he needs to develop. Targeted, targeted feedback given by the manager increases the employee's motivation and aims him at achieving higher results.

- What is the importance of corporate attestation for the company as a whole?

- Dialogue between the manager and the subordinate, which should take place withinconducting corporate attestation is not limited to discussing and assessing operational performance indicators. It assumes a broader context. We are talking about the goals that stand before the company, and before the division, and before the employee. As a result, each subordinate begins to better understand the tasks that the leader sets for him. In turn, the company gets an employee who is more loyal and involved in solving corporate problems.

DifferentiateI'm newToORNSORaTandvnOthattestationand from other formsappraisals

Individual interview with a direct supervisor

Full-time

Dialogue using constructive feedback

Unified evaluation criteria

Comprehensive assessment

- Could you tell us in more detail about the certification procedure?

- As I have already mentioned, certification takes place in the form of an interview, following which the manager evaluates the performance of the employee's job duties. During the conversation, the topic of the corporate competences of the attested is necessarily touched upon, the employee must tell the manager himself how, in his opinion, he has developed certain competencies. When assessing the competence of an employee, the manager must rely, among other things, on the test results of the interviewee at the Corporate University or by the specialists of DTSOMPs (by the methods of the assessment center, "Business profile of Russian Railways", "Business-IQ", etc.). These results will allow the leader to avoid subjectivity in his assessments.

- There are concerns that a manager may not be completely objective in assessing the corporate competencies of his subordinate. How can you avoid this?

- I think we have minimized the risks of subjectivity. A lot of work has been done with the managers who carry out the certification. They understand what the certification is for, and, I believe, they will be as constructive and objective as possible in their assessments.

The important point is that leaders must be able to give correct feedback. Focusing on the weaknesses of a subordinate is an extremely undesirable scenario when conducting certification. The primary task of a manager who has begun attesting a subordinate is to create a positive atmosphere for discussion, to set the subordinate to work, to dialogue, to explain that the results of attestation are needed not by the management, but by the employee himself.

Finally, let's not forget that when deciding on the level of development of the person being certified, they are taken into account as a reference material.la and objective data obtained at the Corporate University: all managers who undergo certification have an assessment of the level of development of corporate competencies.

- Can the employee disagree with the attestation results and what should he do in this case?

- All criteria for evaluating the effectiveness of an employee are indicated in the certification sheet. The leader, giving this or that point, explains and tells why and from what the overall assessment was formed. In case of disagreement with the assessment, the employee has the right to apply to the attestation commission with a request to revise the results of corporate attestation.

- Nevertheless, based on the results of corporate attestation, the grade “not attested” can be given and the procedure of dismissal for inadequacy of the position can be started?

- Based on the results of certification, three assessments can be made: “certified” (corresponds to the position held), “certified with the condition of improving work” (corresponds to the position, but must follow the recommendations of the immediate supervisor), “not certified” (does not correspond to the position). In the latter case, the issue of termination of the employment contract must be decided collectively by the attestation commission, strictly in accordance with the Labor Code. Thus, the certified employee is protected from unlawful or biased actions and actions of his manager during certification. Let me give you an example. Let's say that there is initially no mutual understanding between the manager and the subordinate and the manager, during the certification, deliberately makes a decision about the employee's discrepancy. However, he himself cannot fire this person. According to the rules, an attested person who has received an assessment of inadequacy for the position held is nominated for re-attestation by an attestation commission having a higher rank than his head, and the decision of this attestation commission will have priority in determining the future fate of the employee. At the same time, if a particular manager has several cases of inconsistency of the positions occupied by his employees, and the attestation commission, on the contrary, recognizes their compliance with the position, then many questions will arise already to the manager himself ...

CTo not subject to corporate attestation?

Employees appointed to the position by decision

of the Board of Directors of Russian Railways

Employees who have worked in their position for less than 1 year

Pregnant women

Women with children under the age of 1

- In other words, corporate certification is not a tool for optimizing the number of personnel?

- I will emphasize once again: the purpose of corporate certification is not to dismiss an employee, but to identify his professional potential and, ultimately, increase motivation for development and self-improvement. The manager himself, first of all, should be interested in a high-quality certification. At the same time, properly motivated employees are able to create a significant positive effect for the company as a whole. In addition, certification makes it possible to rationally form a talent pool, since it is a comprehensive assessment of corporate competencies, existing knowledge, skills and potential that gives a vision of where a particular specialist may be most in demand.

Phased implementation

- First of all, I would like to note that we have successfully implemented a pilot certification project at a number of polygons of the Central Directorate of Traffic Management. Positive feedback was received from both managers and certified employees. In 2015, only managers of Russian Railways (including branches) and their deputies will be certified. In total, this is about 200 people. In 2016-2017 - heads of departments, leading and chief specialists. In accordance with the approved regulation, attestation will be carried out no more than once every three years.

- What are the prospects for this HR tool in the company?

- Certification will allow us to draw up a roadmap for the development of employees. We will be able to see for which competencies we need to strengthen our work with managers. We will be able to make appropriate adjustments to the training programs of the Corporate University, develop new individual courses. Since all certification results will be entered into the database, we will be able to process them promptly and promptly provide targeted recommendations for the development of each employee. In the future, this system will work as follows: a certified employee, along with the certification results, will receive a list of literature for study and a list of trainings that he is recommended to attend. The specific steps in the future will depend on what results we see in the performance sheets. It is important, however, that the emphasis will not only be on improving poorly developed skills. All competencies will require attention, we will have to maintain them at a certain level.

For employees with the status of a young specialist, corporate certification is carried out without making a decision on the suitability of the position. In this case, the purpose of certification is to determine the possibility of professional and career growth.

- Corporate attestation will cover all executives of the company. How difficult is it to implement this tool on the scale of Russian Railways?

- We have done a lot of preparatory work. When developing a corporate certification, we analyzed the global corporate practice, taking into account the specifics of our industry and our company. For example, in world practice, there is no such thing as “feedback on the quality of interaction at the railway range,” but for us this criterion is very relevant. I think we have created a tool that will work. To launch it into commercial operation throughout the company, we selected and trained about 140 experts who will act as guides in the implementation of corporate attestation. They will work in directorates and at training grounds, talk about how to properly organize the process of corporate certification, prepare documents, conduct an interview, prepare managers and candidates for it. We hope that the experts will be able to create a favorable mood, inform all those involved about the features of the upcoming procedure, and resolve all possible organizational difficulties.

InterviewedElena Ushkova

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DESCRIPTION OF THE TEST The test measures the intelligence quotient (IQ). It is based on tasks that are as close as possible to the real tasks of employees of modern organizations. Like the methods of D. Wexer or R. Amthauer, it makes it possible to build an intellectual profile of the respondent, to correlate the degree of development of individual mental abilities. The use of an extended bank of tasks significantly reduces the risk of spreading information about test items and correct answers, which makes it possible to use BusinessIQ for conducting mass surveys in an organization. TYPICAL PROBLEMS Evaluation of specialists for positions that require a high level of development of various intellectual abilities (managerial positions, "white collars"). STRUCTURE OF THE PROCEDURE This version of the test consists of 289 tasks based on business material and, to a certain extent, repeating real tasks that specialists face in their work. The respondent is presented with 84 tasks (out of a total bank of 289). In each task, the respondent needs to choose one correct answer out of 4 proposed options.

An example (analogue) of a test task for the BusinessIQ test ("Calculations" block)

DEMO VERSION... You can see more examples of BusinessIQ test items for different scales. Please note: the link is not a test, but only examples of tasks to familiarize yourself with the testing procedure - your answers are not taken into account anywhere and the result is not calculated. The tasks presented in the open access are not in the real test BusinessIQ - they are only analogues of the existing ones.

The technique assesses the following intellectual abilities

• calculations(mathematical intelligence, seeing patterns in numerical series);
• vocabulary(active vocabulary, the ability to work effectively with texts);
• erudition(breadth of outlook);
• memory(ability to memorize information, memory capacity);
• data processing(ability to process numerical and textual information, current mental performance);
• spatial thinking(ability to work with graphs, diagrams, diagrams and drawings);
• abstract logic(the ability to analyze and synthesize, the ability to draw conclusions and build inferences);
• overall (average) score.

The time to complete the test tasks is limited - from 1.5 to 3 minutes per task, depending on the scale of the test. The average testing time is about 1.5 hours.

Attention! In the process of testing computational abilities, the respondent is prohibited from using a calculator. The specificity of diagnostics of such a function as memory requires organizational control over the testing process in the appropriate unit in order to avoid distortion of the results on the part of the respondent (it is prohibited to use paper, pen, electronic notebooks, etc.). In the block for diagnosing the ability for abstract logic (the final block of testing), the respondent, on the other hand, is allowed to use paper and pen.

PRESENTATION OF RESULTS

There are two options for the report:

business report;
for the respondent (soft feedback).
Each of them consists of:

• a graphical profile indicating the values ​​of the factors;
• text messages-interpretations of factors;
• tabular data that includes raw scores, walls, and percentiles (percentage of the standardization sample).

HISTORY OF CREATION

The current version of the BusinessIQ test was created in 2009-2010. by a team of authors of the Laboratory "Humanitarian Technologies": V. V. Altukhov, A. Beloruss, A. Ivanova, T. Presnova, under the supervision of prof. Shmeleva A.G. First of all, the authors were faced with the task of creating a test based on a new type of assignments that are as close as possible in their content to the real intellectual activity of employees of modern organizations.

The BusinessIQ methodology is the heir of the tools that have proven their efficiency in the long-term practice of the Laboratory (these are intelligence tests TIPS, TIP, CTO), and solves the problem of faсe validity of their predecessors. In addition, the "Memory" scale has been added to this technique.

The research version of the test included 148 tasks and was tested in several commercial organizations, as well as in the course of graduates of the managerial faculty. We would like to thank for their help in collecting research data:

• Vladimir Anatolyevich Zhiltsov (director of ANO "National Center for Certification of Managers"),
• Alexander Sergeevich Komkova ("B&N Bank"),
• Evgenia Nikolaevna Naumova, Mikhail Aleksandrovich Filatov, Elena Sergeevna Mikhailova (JSC "Rosselkhozbank"),
• Nikolai Alexandrovich Tyurin (Russian Standard Bank CJSC).

The second version (real) of the BusinessIQ test was created in 2011-2012. and includes 289 tasks.

PSYCHOMETRIC PARAMETERS

The final study of the internal consistency of the scales and the calculation of test norms were carried out on a sample of 411 people. Sample characteristics:

• Age: 10 to 64 years old (median 30 years old).
• Education: specialized secondary, incomplete higher, higher, there is an academic degree.
• Gender: 104 men, 307 women.

The internal consistency of the test was assessed by calculating the Cronbach Alpha coefficient. This coefficient is an assessment of reliability based on the homogeneity of the scale or the sum of the correlations between the answers of the subjects to the questions within the same test form.

The reliability-stability of the test was assessed by retesting. The correlation between results for a reliable test should be greater than 0.5 (at p = 0.05).

EDUCATION

Test method training is available as a distance learning course. It is also possible individual (or in small groups) full-time training under the program of individual user support. A methodological manual has been developed, which is supplied free of charge to all test users.

The universal complex test, our hit of sales. Based on the data of the three most informative methods, he builds several types of results reports. Knowing what a person wants (assessment of motivation), what he can (assessment of intelligence) and what are the features of his character and personality, one can predict his potential success in various activities, as well as “translate” the obtained psychological data into the language of competencies, team roles , management styles. The result of such a translation is the "Business Report" and "Report on Competencies" of this method, which are convenient and understandable for both the HR-specialist and the manager. Psychologists will find it useful "Report for a specialist", revealing the structure of motivation, intelligence and personality of the respondent.

| | | (NEW) | | | | |

Dear customers, in July 2019, the expected update of the Business Profile methodology was carried out.

In the process of improving this version of the "Business Profile", we went beyond the annual update of current methods, when a planned recalculation of test norms is performed, keys are checked, minor edits are made to instructions, and the like. Serious work was done to improve the methodology reports, which prompted us to receive feedback from clients. It is imperative for us that Business Profile, with its exceptional measuring accuracy, has user-friendly reports and meets their expectations.

If you are currently using Business Profile 6, you can continue to use it until the end of 2019. Then, due to the lack of test support, we will disable it. The accumulated protocols will remain in your personal account and will be available for viewing.

We recommend connecting the updated version of "Business-Profile-7" now, unused licenses for "Business-Profile-6" will be transferred to "Business-Profile-7" - it's FREE. Please contact your personal manager.

For details on what has changed, read the article.

All the most important things about the test "Business Profile" are collected in the presentation. Take a demo test

GENERAL CHARACTERISTICS The main advantage of the Business Profile methodology is its complexity. The combination of personality, motivational and intellectual tests not only makes it possible to comprehensively diagnose the respondent, but also allows additional predictions to be made based on a combination of results for individual factors. Thus, the complex combines: detailed diagnostics of motivation, character (personality traits) and intelligence, forecast of the severity of competencies, potential for various types of activities, forecast of team roles, management style forecast, recommendations for self-development for the respondent. (NEW) The test is aimed at persons with higher education, holding or applying for positions of qualified executors or managers. TYPICAL PROBLEMS Outplacement

STRUCTURE OF THE PROCEDURE

The Business Profile complex consists of three main blocks:

An example of a task for the "Personality" block (test 11LF)

The first and third blocks are presented without time limit. The execution of the intellectual block is limited by time both for individual tasks (from 50 to 70 seconds per question) and on thematic scales (from 5 to 7 minutes per scale). The total testing time according to the "Business Profile" method is 60-80 minutes. There is no blank or unit testing capabilities.

PRESENTATION OF RESULTS

This methodology implements four types of presentation of test results: "Business report", "Report on competencies", "Report for a specialist" and "Report for a respondent".

BUSINESS REPORT (download a sample report)

The report includes the following information:

1. Professional potential- general spheres of work and specific types of activity to which the respondent should be connected, as well as types of activities that are not recommended for a person.

• Working with documents (a tendency to work with documents: registration, maintenance, storage, etc.)
• Promotion (inclination to work with clients: sales of goods and services, negotiations, paid service)
• Analysis and planning (penchant for work involving the search, analysis and synthesis of information, research, forecasting, etc.)
• Decision-making (inclination to work related to informed decision-making, control over their implementation, organization of execution)
• Development (a penchant for work related to the creation of new products and services)
• Process support (inclination to work reliably to support office or business operations: purchasing, receiving calls, maintenance, etc.)
• Support (inclination towards integrative communication: teamwork, customer support, training, etc.)
• Control, audit (inclination to work related to the control of the work of other people in various fields)
• Manufacturing and technology (propensity to work in manufacturing, technology for creating a product or service)

This information is presented in the form of a graphical profile and provided with textual interpretations.

2. Team behavior forecast- prognosis of conflict with a description of models of behavior in a conflict situation and the command roles most characteristic of the respondent.

The "Conflict Forecast" block assesses the respondent's potential for conflict (in three gradations: low / medium / high), as well as a description of the typical style of behavior in a conflict situation.

The "Team Roles" block assesses the degree of the respondent's similarity with the nine main team roles (according to the theory of R. M. Belbin). Description of team roles:

Idea's generator

• Functions: solving complex problems, generating original ideas.
• Qualities: imagination, originality, independence, high intelligence.
• Disadvantages: ignoring the details and difficulties of practical implementation.

Resource Explorer

• Functions: exploring opportunities, establishing external contacts.
• Qualities: sociability, optimism, curiosity, flexibility, enthusiasm, openness.
• Disadvantages: quick loss of interest in the business started.

Specialist

• Functions: bringing knowledge and experience on the problem.
• Qualities: organization, dedication, independence, curiosity.
• Disadvantages: narrow specialization, rarely interested in the affairs of others.

Analyst

• Functions: consideration of all options, making accurate, verified and impartial judgments, choosing the best alternative.
• Qualities: prudence, foresight, strategic thinking.
• Disadvantages: lacks drive and ability to inspire, slow in making decisions, critical.

Coordinator

• Functions: clarifying work objectives, promoting decision making, organizing the process and setting deadlines, dividing tasks.
• Qualities: organization, confidence, maturity, willingness to delegate.
• Disadvantages: can sometimes overdelegate, shifting responsibilities to others.

Motivator

• Functions: bringing drive and courage, overcoming difficulties and ensuring progress, motivating others to get the job done, willingness to lead.
• Qualities: focus on results, courage, dynamism, assertiveness.
• Disadvantages: does not take into account the interests of others, may hurt their feelings.

Soul of the team

• Functions: support and care, relieving stress, building relationships, "lubricating" team processes.
• Qualities: cooperativeness, gentleness, politeness, receptivity and diplomacy.
• Disadvantages: indecision in crisis situations, easily influenced by others.

The implementer

• Functions: translating ideas and solutions into practical actions.
• Qualities: discipline, reliability, conservatism, efficiency.
• Disadvantages: Inflexibility, slow response to new opportunities.

Controller

• Functions: bringing cases to full completion, identifying errors, omissions and shortcomings, correcting them.
• Qualities: neatness, commitment to high standards, timing orientation, attention to detail.
• Disadvantages: Excessive anxiety and picky in relation to others, difficult to delegate authority.

3. Management styles- a description of leadership styles that are close and unusual for the respondent. The selected styles are based on the classification of Yitzhak Adizes.

Manufacturer

• Functions: defines what needs to be done to solve the problem. Ensures the execution of work and the production of the result at any cost. Helps the organization be productive in the short term.
• Qualities: result-oriented, hardworking, active, hardy, pragmatic.
• Disadvantages: prone to workaholism, can be impatient and fussy, actively do something without caring about efficiency, substitute quantity for quality, ignore the feelings of other people.

Administrator

• Functions: coordinates and distributes responsibilities, monitors and controls the implementation process. Systematizes the work process and develops the necessary rules and procedures. Promotes the effectiveness of the organization in the short term.
• Qualities: attentive to detail, logical, methodical, organized, conservative, following the letter of the law.
• Disadvantages: prone to bureaucracy and formalism, can spend too much time on trifles, get stuck at the analysis stage, not taking action, be inflexible and quarrelsome.

Entrepreneur

• Functions: determines the direction of development and develops a strategy for adapting the organization to a changing environment. Looking for opportunities and chances. Helps the organization to be effective in the long term.
• Qualities: innovative, creative, proactive, proactive, inspiring.
• Disadvantages: May be inconsistent, take on work at the last minute, disrupt established plans, rush through numerous opportunities.

Integrator

• Functions: maintains the atmosphere and builds a system of values ​​in the team, brings people together, ensures teamwork. Helps the organization to be effective in the long term.
• Qualities: friendly, sociable, supportive, feeling people.
• Disadvantages: May be evasive, pleasing, avoid conflict, focus on relationships to the detriment of the task at hand.

4. Motivation- a list of motivating and demotivating factors for the respondent.

COMPETENCY REPORT (download a sample report)

When choosing the processing "Report on competencies", the program offers analytical conclusions about the expressiveness of the respondent's potential for the manifestation of 12 basic competencies. In this case, we are talking about the most universal competences - the factors of behavior that are important for effective work in a variety of organizations and in a variety of positions. The assessed competencies are divided into 4 thematic blocks (NEW):

1. Emotional competencies

• Leadership- the ability to inspire and convince employees, to encourage them to work. Ability to generate interest and trust in people, which, in particular, ensures success in public speaking and leadership of meetings, as well as in situations of taking sole responsibility for a decision.
• Achievement motivation- initiative, focus on achieving high results with elements of risk, willingness to take on new business, willingness to foresee problems and propose solutions.
• Stress tolerance- the ability to maintain efficiency and stability of activity in conditions of difficulties, external pressure, danger.

2. Social competences

• Customer orientation- the ability to retain a client and create conditions for long-term cooperation. Attention to the needs of the client and their timely satisfaction.
• Sociability- sociability, self-confidence, active position in communication, optimism.
• Commanding- easy responsiveness and effective interaction with colleagues to achieve a common goal. Taking responsibility for the performance of the entire group.

3. Strong-willed competencies

• Organization- the ability to effectively organize activities: the ability to break a task into stages, predict deadlines and resources, and exercise the necessary control over the execution of work.
• Normality- the employee's tendency to behave in accordance with the rules and regulations, including those established by a specific organization: financial and information security standards, as well as corporate etiquette and rules of subordination.
• A responsibility(NEW) - a tendency to follow one's duty, make independent decisions, be persistent in achieving goals, be responsible for fulfilling one's obligations, copes with the consequences of one's own wrong actions and adheres to generally accepted moral norms and rules in behavior.

4. Cognitive competencies

• Innovativeness- the ability to easily adapt to changes, facilitate the introduction of new technologies, the ability to independently propose new original solutions to pressing issues.
• Complex problem solving- the ability to systematically analyze the situation, taking into account many conditions, and choose the best solution; the breadth and structure of the scope of the task; the ability to anticipate potential problems and develop measures to prevent them.
• Striving for self-development- striving for self-study and self-education, orientation towards obtaining and using new knowledge and skills.

Information about each competence contains not only a textual description of the level of its expression, but also lists of psychological qualities that help and prevent its manifestation in behavior.

REPORT FOR A SPECIALIST (download a sample report)

This report consists of blocks:

1. Results profile... Visual display of the respondent's results on the scales of three test blocks in stans - normalized standard points (from 1 to 10, with an average of 5.5 and a standard deviation of 2).
2. ... The list of professions with whose representatives the respondent is most similar in their psychological characteristics, and the corresponding coefficient of similarity. The list of professions is proposed on the basis of a comparison of the individual psychological profile of the respondent with the "reference" profiles of representatives of various professions, created by experts on the basis of professiograms. "Reference" representatives of various professions are successful and satisfied employees. Abilities and personal qualities reflect rather suitability, and motives - the ability to follow their needs and interests. By default, the display of the table of similar occupations in the report is disabled. You can enable the "Recommended professions" block in the test settings.
3. Description of results... A textual description of the scale values ​​for the evaluator and / or decision maker.

REPORT TO RESPONDENT (download a sample report)

Its structure is similar to the "Report for a specialist" and contains:

1. Results profile... Visual display of the respondent's results on the scales of three test blocks in stans - normalized standard points (from 1 to 10).
2. Recommended professions (optional)... This block is similar in content to the same block of the "Report for a specialist". By default, the display of the table of similar occupations in the report is disabled. You can enable the "Recommended professions" block in the test settings.
3. Description of results... A textual description of the results obtained, focused on feedback for the test taker.
4. Development recommendations(NEW). Based on the analysis of the personality traits of the respondent, he is offered recommendations for achieving psychological harmony and increasing life satisfaction, some books on the topic and links to useful resources for self-development are recommended for reading.

HISTORY OF CREATION

The test was created on the basis of subtests, which have proven themselves in measuring the parameters of the motivational sphere, personality, intelligence. Complex "Business-Profile" was created in 2007 by a group of developers of the Laboratory "Humanitarian Technologies" under the leadership of A.G. Shmeleva.

In this methodology, the scales related to the "Report for a specialist / respondent" are psychometric, and the scales and conclusions of the "Business report" and style characteristics of the respondent).

NEW The current (seventh) version of the test was released in 2019. The main changes affected the design and description of the results in the reports: the interpretation of the test scales in the "Report for a specialist" became closer to the business context. The Business Report was expanded with more detailed information on team roles and management styles, and a tabular format was implemented in all sections of the report. The composition of the competencies in the "Competence Report" was changed and divided into 4 groups: emotional, social, volitional and cognitive competences. In the "Report for the respondent", "Recommendations for development" were introduced, which are designed to help the respondent better understand himself and find materials that will help him in his personal development.

Also, the norms of the methodology were updated. Standardization sample - respondents who were tested in a situation of expertise in various companies (medium and large companies, government and commercial sectors of various profiles). The sample size is 21370 people.

PSYCHOMETRIC PARAMETERS

"Business Profile" has a psychometric passport, which contains data on the reliability and validity of the scales, as well as the results of studies carried out in various companies using this technique. Passport is provided upon customer request.