Personnel assessment methods. The main methods of personnel assessment. Behavior Observation Scale Method

Why is personnel assessment needed, and how HR departments most effectively conduct personnel policy. The article talks about systems, methods and criteria for assessing personnel. An algorithm for constructing an employee evaluation system is described. What methods of personnel assessment exist, in what cases they are used. This article will help to 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 to make decisions aimed at increasing the performance of subordinates.

Structure of the assessment system

Many companies sooner or later face the problem of personnel assessment. 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 departments to more effectively conduct personnel policy, improve, attract new employees instead of those who do not cope with their duties and, thereby, do better work.

Personnel assessment is a system for identifying certain characteristics of employees, which then help the manager in making management 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 the results of the work - here they evaluate the quality of the work performed;
• assessment of an employee as a person - personal characteristics are identified and compared with ideal ones for a given place.

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

First, evaluation should be carried out regularly.

Secondly, 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 assessment system itself is a whole series of actions and activities aimed at assessing employees and of a permanent nature.

This system, in order to be effective, should be based on the main and universal scheme for conducting this assessment.

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

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

This is followed by the definition of the criteria by which the evaluation 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 an assessment method 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 of foreignness of one or another suitable method, objectivity, which is best expressed in quantitative characteristics ah, understandability for those being assessed, and relevance, that is, the results should really be needed.

The next stage of the personnel assessment system is called the preparatory stage. Here you need to perform a number of actions that will help in conducting the assessment itself.

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

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

All the information gathered from the assessment should then be reviewed for its relevance and the quality of the system itself.

The final stage in the implementation of the evaluation system is the action - the adoption of managerial decisions in relation to those people who were evaluated - promotion, demotion, training.

Personnel assessment methods

Let us now consider the methods themselves, which can be used in the evaluation of personnel.

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

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

• matrix method - the most common method, involves comparing the qualities of a particular person with ideal characteristics for the position held;
• arbitrary characteristics system method - manual or personnel service simply highlights the brightest achievements and the worst mistakes in a person’s work, and comparing them draws conclusions;
• assessment of the performance of tasks - an elementary method when the work of an employee as a whole is evaluated;
• 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 managers or experts in the industry about the results of his work and prospects.

Combined methods are a set of descriptive methods using quantitative aspects.

• testing is an assessment based on the results of solving pre-set tasks;
• method of the sum of estimates. Each characteristic of a person is evaluated on a certain scale, and then an average indicator comparable to the ideal is displayed;
• a grouping system in which all employees are divided into several groups - from those who work perfectly well to those whose work is unsatisfactory compared to the rest;

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

• rank method - several managers rank employees, then all ratings are compared, and usually the lowest ones are reduced;
• scoring 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 scoring - each quality of an employee is evaluated by experts for a certain number of points, which are summed up and the overall rating is displayed.

All of the above methods are able to effectively assess 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 integrated 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 study, 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 from superiors and colleagues, careerist motives, the reality of thoughts, reliability, diversity of interests, stability to stressful situations, vigor, organization, organizational and managerial abilities.

Main evaluation criteria

All criteria in the evaluation of personnel are usually divided into two main categories - performance criteria and competence criteria.

When evaluating performance, the achieved performance of a particular person is compared with the planned performance for a given period of work. To do this, clearly measurable tasks are set before the start of the reporting period. The effectiveness of the work is expressed in specific indicators: sales volume, the number of 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, and behavior are evaluated.

One of the most effective ways of such an assessment is to solve situational problems, taking into account the position occupied by the employee or for which he is applying.

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

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

The efficiency of any enterprise depends on how competent its staff is. In order to establish the effectiveness of the performance by each employee of the company of their duties, to identify the strengths and weaknesses of each member of the team, as well as to fulfill the requirements for confirming the qualifications of employees, it is necessary to assess the personnel. To this end, the enterprise should develop a personnel assessment system that allows not only to assess their skills, abilities, experience, but also to draw up a program to improve work with personnel, improve their qualifications, professional selection and creation personnel reserve.

Personel assessment. Why is this needed?

In the process of working at the enterprise, each employee not only applies his existing skills, but also gains experience that is necessary to solve new, more complex tasks. Accordingly, it is necessary that the assessment of personnel be carried out in a comprehensive manner, with the study of the features of a particular labor process. This allows you to determine, first of all, the compliance of an employee with his position, and also helps to identify his potential, which should be rationally used to solve the main goals and objectives set for the company.

An employee is hired in accordance with certain requirements established for qualifications and experience, which are confirmed (or not confirmed) exclusively during labor activity. Already in the process of joint cooperation, the skills of the employee declared upon admission to work are revealed, additional knowledge reveals the characteristics of his personality. Only in practice it is possible to determine how these data correspond to the criteria of the organization's production goals.

It is also important that the employee himself evaluates his abilities on his own. As a result of such an analysis, it will be possible to establish how the real abilities of employees coincide with the needs of the enterprise, and what contribution to its success can be made by the activities of each individual.

Only carrying out a personnel assessment allows you to create a rationally working structure, distribute the company's labor resources in the most efficient way, and also increase their efficiency. Constant control and opportunities that open up for each employee as a result of evaluating his work allow optimizing the work of each member of the team, stimulating job duties with great zeal.

To evaluate the work of employees, you can use not only programs for monitoring working hours. See who is doing what working time multifunctional DLP-system helps .

Objectives of personnel assessment

Evaluation of the work of personnel allows you to achieve the following goals:

• match costs, aimed at performing a specific amount of work, and funds allocated for the maintenance of the employee, his workplace. If a certain specialist has low labor productivity, his content becomes unprofitable for the employer. In this case, it is necessary to reshuffle personnel as soon as possible so that this employee takes a job in accordance with his real capabilities and skills;
• identify the functional role of a particular employee throughout the organization according to his skills. There is a possibility that a certain employee does an excellent job of working in a team, actively develops, strives to show his best working qualities. Such a person can become a valuable link in a certain direction of the company's activities. This can positively affect the economic component of the success of the enterprise, if the appropriate conditions are created;
• assess the potential of an employee, which can be applied in favor of the enterprise without additional investments. A certain amount of ordinary employees over the years of work acquire experience, knowledge, and skills that are important for the company, which become a strong base so that such people can work effectively for leadership positions. In this case, the owner of the enterprise does not need to spend money on finding and training new management personnel.

Tasks of personnel assessment

During the assessment of personnel performance, important production tasks are solved:

• a strong personnel reserve is created, consisting of full-time employees of the enterprise, which reduces the cost of recruiting new personnel;
• training of specialists with a high professional level is carried out, potential middle managers are identified directly within the company, their retraining or advanced training is carried out;
• methods of enterprise management are being improved, control of production discipline is being strengthened, the interest of personnel in increasing labor productivity is increasing;
• optimized staffing due to the rational distribution of functions and responsibilities based on the results of the assessment: transfer of employees to other positions, reduction in accordance with the negative indicators of labor productivity identified during the assessment of work;
• introduction of additional motivational levers capable of stimulating employees to improve their production competence and qualifications. The result may be career growth, improvement of financial situation, realization of the potential of employees in terms of implementing their proposed projects.

Evaluation of the work of the company's personnel performs administrative, informative, motivational functions.

1. Administrative function is performed to close vacancies by means of personnel reshuffling, as a result of which:

• the employee can be transferred to another position in accordance with the results of the assessment;
• an employee is promoted;
• a vocational training plan is drawn up;
• a decision to dismiss is made;
• workers are rewarded.

1. informative function is implemented to improve management methods for working with personnel by informing about the existing requirements for qualitative and volumetric labor indicators. In this direction:

• the degree of loading is revealed production staff;
• the effectiveness of his work, the degree of compliance of qualifications with the requirements of the company is determined;
• opportunity to increase wages.

1. Motivational function allows you to increase the interest of each member of the team in increasing labor productivity. Evaluation of production personnel has a positive effect on the development of not only each employee, but also the company, since the presence of feedback is a powerful tool for improving the efficiency of the enterprise.

As motivation, stimulating levers of influence are used:

• career;
• the possibility of self-realization.

When is a staff appraisal needed?

In order for the personnel assessment system to give a significant result, it is necessary to determine before its development and implementation:

• what parameters will be evaluated, on what scale to measure them;
• what methods to use to collect realistic information;
• to whom to entrust the work of personnel assessment, whether there are competent employees for this;
• what to do with non-measurable aspects of processes;
• how to avoid the influence of personal sympathies.

The need for personnel assessment with the development and implementation of the system is most often caused by:

• the appearance of a stable outflow of personnel;
• lack of a personnel assessment system at the enterprise;
• the need to make management decisions on the company's HRM;
• planned more intensive development of certain areas in the company's work with the allocation of investments for these purposes;
• change (shift planning) of the team of the management sector of the enterprise;
• change (planning change) of strategic directions in the work of the company;
• the need to form a project team designed to solve strategic problems;

• the emergence of legal priority grounds for the movement of employees within the company;
• changes in the structure of the enterprise, optimization by reducing the number;
• the importance of optimizing processes in the company;
• the need to restructure the company;
• the need to understand for the formation of the program and training plan how competent the staff is;
• the need to form a personnel development plan, create a reserve of personnel;
• decrease in indicators of labor discipline;
• increased conflicts between employees;
• complaints of the company's employees against the employer to the relevant inspections;
• the need to change or create an incentive system for employees.

Personnel assessment methods

To assess the working staff, a variety of methods are used to evaluate each employee most accurately. These methods include:

• documentation analysis: familiarization with resumes, written recommendations, documents on education, qualifications, characteristics of managers, etc. The reliability of the submitted materials is assessed based on the determination of actual performance indicators related to the duties performed, skill level, experience, achievements, etc.;
• analysis of established requirements normative documents, standards, requirements for internal production processes, the quality of manufactured products and the fulfillment of these requirements by personnel. To do this, a standard rating scale is being developed;
• psychological testing to obtain the results of the assessment of personality characteristics in a quantitative and descriptive way. By quantitative results, it is possible to compare the specific qualities of employees. A survey on personality tests can be conducted by a specialist familiar with the methodology, the processing of the results should be carried out by a specialist trained in the methodology of using specific questionnaires;
• assessment of working behavioral characteristics, an interview with an employee for his assessment;
• professional testing for specific working professions, positions, basic skills and knowledge. The development of tests is usually entrusted to the immediate supervisors of the assessed personnel, it is possible to involve external experts who are specialized specialists;
• business essay- assessment of the possibility of solving a certain production problem in a limited time period, identifying the employee's strategic vision abilities, the ability to find an algorithm for solving specific work issues;
• ranging- conducting a comparative analysis of employees in a particular unit, between structures related in processes, building a rating chain in accordance with pre-selected criteria;
• assessment of personnel by competencies- selected characteristics of behavior, showing how well the tasks are performed in a particular position at the enterprise;
• 360 degrees- processing information about the actions of the employee in the natural working environment, whether he has the necessary business qualities. This data comes from employees, clients, colleagues, subordinates, etc.;
• comprehensive assessment of competencies according to the Assessment-center method, at which a set of positions is evaluated. The monitoring team monitors the performance of the group's various tasks. During this process, the actions and behavior of each member of the group are evaluated against pre-prepared, work-related scenarios of behavior. The results obtained are discussed jointly, after which decisions are made;
• MBO (Management by Objectives)- management by goals, involving joint (boss-subordinate) setting of key goals for an employee for a certain period of time (from six months to a year). The number of goals should not be large, the main thing is that they reflect the most significant tasks inherent in the position of the employee for the planned period. It is necessary to adhere to certain criteria when setting goals - specificity, measurability, significance, time orientation, achievability of the tasks assigned to the employee;
• KPIs (Key Performance Indicators) evaluation of personnel performance according to the main performance criteria. It is necessary to establish how this assessment works as a monitoring of results and improving the performance of staff. At the same time, it is necessary to take into account the main goals of the enterprise, the evaluation criteria should be understandable for any employee for whom this method of evaluation is applied;
• personnel audit- allows you to assess the state of human resources at the enterprise, how effectively the personnel management system works in terms of implementing the strategy, tasks, achieving the goals set for the company. This method also allows you to identify areas of risk and development;
• attestation- it is assessed to what extent the employee's activity meets the standard requirements for performing work at a particular workplace in accordance with the position held;
• test cases- a methodology that is a structured description of a specific production situation that an employee must analyze in order to find the most acceptable solutions. This allows you to train or evaluate an employee on certain parameters. In this case, the real state of professional knowledge, skills, competence, personal characteristics.

The choice of personnel assessment method depends on the motivation system that is implemented in the organization. On the theory and practice of employee motivation ...

What is the use of personnel assessment in an organization

The results of the assessment of personnel performance should be systematized, structured in order to obtain a real picture of the state of human resources in the organization. This procedure allows:

• establish the current state of personnel competence;
• determine qualifications labor resources tactical tasks and goals of the enterprise;
• evaluate the professional contribution of staff to the effective operation of the organization;
• to apply in adequate amounts the remuneration of employees in accordance with their qualification level;
• identify the correspondence of the employee's area of ​​​​responsibility to his official duties;
• identify the functional imbalance of the organization in terms of human resources;
• identify priorities during the next performance appraisal;
• identify possible legal risks (labor disputes, penalties from inspecting authorities) in accordance with certain regulations;
• analyze weaknesses and strengths procedures used for personnel assessment;
• develop recommendations to eliminate the violations identified during the assessment;
• develop recommendations for improving work on personnel training;
• outline directions for development, pay attention to risk areas of human resources in the organization.

Implementation of a personnel assessment system: mistakes and difficulties

During the implementation of personnel assessment, it is necessary to choose the right methodology, since often the chosen methods in practice do not correspond to the level of maturity of the organization. Often the assessment system is not tied to the system of motivation - material and non-material. In addition, employees may have a negative attitude towards the implementation of these activities, and managers do not want to spend time on their implementation. Often, the feedback from the managers conducting the evaluation with the employees is low, and the latter cannot perceive it. Some employees have overestimated or underestimated self-esteem, which sometimes makes it difficult to identify real skills and competencies.

The implementation of personnel assessment measures is a serious step that allows you to optimize the activities of the enterprise in each of its areas. As a result, the efficiency of the work of employees and their motivation increase, the staff becomes more competent and productive.

So, briefly about tasks of personnel assessment in the organization:

• obtaining information for making managerial decisions;
• stimulating employees and "keeping in good shape";
• planning and development of training programs;
• cost reduction or cost justification.

Personnel assessment criteria

Based on the tasks, it is possible to formulate the main qualitative criteria for assessing personnel in the company:

• focus on achieving the Company's Strategy and goals;
• compliance with corporate culture;
• transparency of procedures and clarity of results for consumers (managers, employees).

If we talk about the criteria by which the assessment of personnel takes place, then it is customary to divide it into a competency-based approach (and different kinds performance appraisals. And it correlates with the types of evaluation.

Types of personnel assessment

There are two main types of personnel assessment:

• performance evaluation for a certain period;
• assessment of personal and professional qualities - competence-based approach.

It is important (and true for both species) that evaluation be done regularly.

Evaluation of the results of personnel work

Evaluation of the results of personnel work is impossible without the existence of a well-functioning planning system in the company. When the goals of departments and employees are linked and digitized. When there are clear boundaries of responsibility. There should also be a system for recording the results of activities.

The best option would be to implementKPI or similar. Some companies introduce an additional or redundant feedback system. For example, gamification.

Assessment of personal qualities and skills of personnel

Personal and professional qualities are assessed using different methods. And more on that later. But the most important thing in personnel assessment is the presence of clear and transparent criteria - competencies.

It is after determining the evaluation criteria that the methods of personnel evaluation are selected. For example, in modern world IT employees are especially in demand, so special attention is paid to their assessment and selection. At the same time, IT employees have different roles in the company and, depending on their role, functional area, corporate culture of the organization, certain requirements are imposed on them, which can be formulated in the form of evaluation criteria or competencies. After drawing up the criteria, you can move on to assessment methods, since each method has its own scope, that is, it is intended for assessment in certain situations. You can read more about what is recommended to be assessed by IT professionals and how.

Personnel assessment methods

Our company is engaged in the assessment of personnel on competencies. The most well-known formats are described below - individual and group assessment methods. At the same time, the development of technology contributes to the emergence of new forms, for example, we are implementing.

Individual methods of personnel assessment

The most well-known individual assessment methods are:

• interview (competency interview/structured interview/in-depth interview);
• testing and personality questionnaires;
• activity monitoring;
• case methods;
• 180/360° evaluation - feedback.

Personnel Assessment Interview

The interview is probably the most commonly used evaluation method.

Almost every employee who comes to the company is interviewed. Also, in many companies, we implement in-depth interviews (research of motivation and attitudes) to assess managers in situations where it is impossible to conduct an assessment center (status managers or a small number of employees).

In short, the interview on competencies takes place in the form of a 1.5-3 hour conversation, in which the consultant learns about the previous experience of a person using a special technology that allows you to obtain information about the availability of the necessary qualities, knowledge and skills.

A large number of mistakes made by interviewers are due to the apparent simplicity of the method - ask questions and listen. But it's not. After all, each of us wants to give the most attractive information about ourselves. Therefore, when conducting an interview, a specialist with technology is needed (for example,STAR).

Testing in personnel assessment

Testing can be called the simplest and, in some cases, the most cost-effective way to assess staff. Having its pros and cons.

Testing is most effective when examining the knowledge of employees and determining personal characteristics using standardized and proven methods. Many techniques are easy to use, are in the public domain and can be used without the involvement of providers. They do not require much time (except for interpretation) and are convenient for the possibility of remote conduction.

In some cases, we supplement the assessment center with test methods.

However, there are major limitations of the test methods:

• in some cases, low accuracy;
• the ability to transfer the key (correct answers) to other employees;
• limited description, impossibility of forecasting, etc.

Observation as a method of personnel assessment

Field accompaniment, joint visits to clients, listening to calls, monitoring the execution of the technological chain, "photo of the day" ... All these are forms of observing employees in activities to evaluate performance and behavior. And further feedback.

It is most effective to conduct observation in the presence of a checklist or other form of fixation. In this case, it is possible to provide the employee with a structured feedback, compare his actions with other employees. If this method is carried out by external consultants without prior notice to the employee, then it is often called " Mystery shopper” or “test purchase”.

Group methods of personnel assessment

Group personnel assessment methods allow you to combine approaches - individual case solving, simulation of meetings and negotiations, production processes and interaction with subordinates.

Group - variations on the theme of business games:

• assessment center (Assessment Center / Development Center, etc.);
• light assessment (business game with rating of participants);
• simulation of meetings and negotiations.

Assessment center in personnel assessment

(Assessment Center, Development Center - a lot of name options) is the most accurate way to assess competencies. According to the data we have, the validity of the classical assessment reaches 85-90%, while the next method - the competency-based interview - has only 60-70%.

The method consists of a combination of role-playing games, individual exercises and case studies developed under the competence of the company. This (together with the professionalism of the observers) explains the high accuracy of the method.

Checking the personnel today - in the conditions of fierce competition - the heads of enterprises pay increased attention. 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. In connection with the demand dictated by the realities of the time, higher educational establishments began to produce specialists of a new level - personnel managers. Courses in this specialty are also very popular. They enable mid-level managers to quickly master the new skills necessary for effective work.

At first glance, it may seem that not every enterprise and firm needs HR specialists. However, in reality, they perform a very important job that cannot be entrusted to other employees. Highly qualified management personnel owns a wide range of assessment methods and techniques professional activity. Moreover, in this process, the experience gained is very important, and often the managers' own achievements also show themselves effective. Today we will describe the process of personnel assessment and cover all its stages.

Staff assessment: some general information

For the first time, personnel verification with a scientific approach to this issue was discussed 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 dealt only with personnel issues. They began to be trusted with the recruitment of employees for production and analysis of the level of their qualifications in relation to their position. In this regard, there was a need to form basic knowledge that could become fundamental tools in the activities of HR managers. Thus, types of personnel assessment, methods of analysis and classification of criteria were developed, according to which the professional suitability of employees is determined. 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 in demand. Gradually, the new direction was transformed into a full-fledged scientific discipline, which to this day is systematizing the accumulated knowledge gained over the years of its existence. Most of successful companies does not skimp on personnel specialists, who can both be part of the organization's staff and be civilian employees. Today, large entrepreneurs try to analyze the activities of their employees at least twice a year. Such foresight saves working time, wages, to make the most effective personnel changes and in other ways to increase labor productivity, and, consequently, the effectiveness of the enterprise itself.

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

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

Above, we have listed the main functions of managers, but this does little to reveal their relationship with valuation activities. But this question is very important in the topic we are studying. We will talk about this later.

Functions of personnel management and evaluation of employees' performance

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

Without personnel planning, it is already extremely difficult to imagine the work of any enterprise. Even small firms trying to give this issue a lot of attention. Based on the results of the assessment, the HR specialist reveals the level of qualification of existing employees, and as a result of the analysis, the company's need for new personnel becomes clear.

Recruiting new hires for any HR manager is a daunting process. Thanks to the application different types Personnel assessment specialists determine how effectively the company uses its resources to attract highly qualified workers.

Without training its staff, any company is doomed. She will not be able to keep up with the times and will quickly lose her positions to business competitors. Therefore, the assessment activity will make it possible to draw correct conclusions about how high the need for employees in training is. Also, by assessing the personnel of the enterprise, it turns out whether the existing training programs correspond to the spirit of the times and what results they give in reality.

Without exaggeration, the personnel reserve can be called the "golden" reserve of the enterprise. This database is updated based on the results of assessing the activities of employees and their effectiveness in various work processes.

Training and development of personnel are very close, but still they are not identical functions. in this direction determines not only the qualification levels of the personnel, but also its yet undiscovered potential. But for its 100% 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 be effective for only a short period of time. Then the introduction of some motivational systems is required. The assessment will help you choose the most effective tools that encourage employees to deliver higher performance.

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

Goals of employee evaluation

Management personnel primarily cares about improving the efficiency of each individual employee and the entire enterprise as a whole. But this is a kind of generalized formulation of the goals pursued by the manager, introducing the evaluation procedure into the working days. The scientific substantiation of the goal-setting of this process covers it more widely. It is believed that the main goals in the evaluation activities of employees of the enterprise are three goals:

• Identification of the benefits of keeping the employee. It is done by determining the ratio of costs for each specific employee and the qualitative amount of work performed by him. After receiving the results of the personnel assessment analysis, the manager can decide whether to continue to keep the employee in his place or to carry out a staff reduction.
• Identification of the employee's potential. Personnel assessment according to this direction important when it comes to looking for a promotion candidate. 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 the outside.
• Identification of a functional role. Each employee performs a particular role in the company. And often it has no connection with his position and professional skills. The functional role is a consequence of the totality personal qualities and characteristics. Evaluation 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 countries in Asia, personnel assessment is an integral part of the work process. 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 abilities, and only according to the results of the work done, they appoint him to a particular position. Thus, any enterprise uses its personnel as efficiently as possible, which increases its competitiveness and leads to new level development.

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

Criteria for evaluation

How can you evaluate employee performance? First of all, according to the set of criteria. Under them, experts understand a number of characteristics: personal, professional, behavioral, and so on. They should individually answer the manager's question about how exactly his duties will be performed by the employee. As a result, it becomes clear whether the employee's capabilities meet the requirements of the employer personally and corporate ethics.

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 receive as the final product. It is very important for a personnel appraiser to understand the purposes for which a personnel assessment is conducted. That is, it is necessary to determine the priority criterion, depending on the type of activity of the employee. For example, when selecting personnel for employment on a production line, the priority is the high quality of work. At the same time, the employee must be executive, loyal, disciplined and have the ability to perform large amounts of work.

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

• Revealing This group includes an assessment of the professional qualities of an employee. The specialist evaluates his knowledge, skills acquired at work, as well as fixed 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 by him 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.
• Determining the effectiveness of work. In this group, all approaches and methods are related to comparative analysis. For him, the real results of an individual employee and the indicators planned by management for the same period of time are taken. However, before carrying out 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. However, they must be expressed in certain categories. For example, sales volumes, transactions concluded, the amount of profit, and so on.

It should be noted that the development of criteria for assessing employees is a very important stage that precedes the process of assessing the work of personnel. At the same time, the work is carried out by a group of people: a personnel specialist, a manager, a personnel manager. In the future, they announce 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 criteria, the internal needs of the company and its management are always taken into account. However, the general requirements applicable in the industry must always be maintained. Typically, at least seven general requirements, which should not contradict the individual.

First of all, it is necessary that the criteria be achievable. For example, if a company concludes ten to fifteen contracts a year with major partners through the joint efforts of the entire management team, then it is not worth setting the same ten contracts for each of them as the main task and then assessing activities based on these criteria.

An important condition for the development of criteria is their objectivity. The specialist must first of all take into account the position occupied by the employee and, already focusing on it, lead the development. Bias lies in the focus 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 employees are of the tasks assigned to them and the requirements presented.

In the process of developing criteria, it is necessary to take into account such requirements as motivation and compliance with job duties. That is, the evaluation activity should be combined with the motivational component. At the same time, it should be borne in mind that the requirements cannot be wider than the scope of duties that the employee performs while in his position.

Also, the criteria should correspond to terms such as "understandability" and "dynamic". The last requirement for the criteria is very important, since in modern realities the working conditions of companies are changing very quickly. And this means that employees of the enterprise must also comply with them.

Types of employee performance appraisal

Highly qualified management personnel owns 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.

There are currently three types of assessment. They are classified according to their focus:

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

Descriptive evaluation of employees

HR managers still very often call this type qualitative, since it completely excludes the use of quantitative characteristics. It allows you to describe the employee most fully, using several simple techniques in your work:

• matrix method. It consists in creating ideal model employee for each position in the company. In the future, the staff will be compared with this matrix.
• System of arbitrary characteristics. For such an assessment, it is required to single out the most significant achievements and failures from the entire work activity of an employee. Further, the manager or specialist in charge of personnel management conducts personnel assessment based on the data received.
• Evaluation of the performance of tasks. This approach is considered the simplest of all. It is often used by novice specialists when the goals of personnel assessment do not affect the promotion of an employee. In this case, the assessment requires data on the entire work of a particular person, allowing you to understand how well he copes with his direct duties.
• "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 type of assessment

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

• Point scores. Before checking the work of the personnel, a point system is developed, which is built on assigning 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 compilation 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 are in the lowest positions are subject to reduction, dismissal or removal from their position.
• Free scoring. This approach is a 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 manager for his own purposes.

Combined score

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

• Sum of points. Each employee is subjected to a thorough analysis, 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 subject to division into groups. They may have different purposes and purposes. For example, the manager allocates impeccable employees into one group, into the second - initiative, but without sufficient experience, and into the third - the most hopeless. Usage variations this method quite a bit of.

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

Format of personnel assessment indicators: possible options

The result of a personnel check usually ends up on the manager's desk in the form score sheet. Its most convenient design is a table. And it can be in different formats.

For example, the quantitative format involves comparing ratings for each employee. In this case, all the criteria declared 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 has.

Personnel management and personnel appraisal is a very important aspects activities of the company that contribute to its development and determine the prospects for growth.

The effectiveness of an organization largely depends on the effectiveness of the people who work. Currently, there are a huge number of different methods that help to form in employees the dedication to their organization, motivation for results, as well as educate highly qualified professionals who can create competition in the market. In this article, we will look at modern methods staff assessments to create and maintain an effective talent pool. Read also the article ⇒ ““

Necessary criteria for assessing personnel to determine effectiveness

To develop any personnel assessment system, the employer must determine the main criteria on which this entire system will be based. The choice of criteria determines the specifics of the work, as well as the goals of the organization. There are three main evaluation criteria that an employer can build on when developing a personnel policy:

• Evaluation of the personal qualities of an employee. This evaluation criterion can be formed from both internal and external sources. This assessment is important for employees who work with people constantly. Such criteria may include: stress resistance, communication skills, appearance, etc.
• Assessment of the level of qualification and competence of an employee. In this case, the compliance of the employee with the position held, as well as the ability to apply his qualification knowledge in practice, is assessed. Typically, assessment is carried out through testing or solving certain problems that correspond to the required level of qualification.
• Evaluation of employee performance. Evaluation is carried out based on the results of the fulfillment of the tasks set, with what result the task was completed, in what timeframe, the efficiency of the use of the resources expended, etc.

A qualitative method for assessing personnel in an organization

The qualitative method is not based on figures, quantitative indicators, it is rather a descriptive method. It is suitable for a certain type of employees for whom behavioral and personal qualities are much more important than numerical indicators.

Approaches within this method	Description
Model approach	Competence of the ideal candidate is compared (a list of job and personal characteristics can be used) with the actual person holding the position
Estimation of an arbitrary characteristic	Data is collected on the results of the employee in the workplace: all his victories and failures. And on the basis of this, a conclusion is made about the effectiveness of the employee
Evaluation of the work performed (results)	One of the simplest approaches, when a conclusion about an employee is made based on the fact of the work performed by him
Survey of colleagues	The conclusion about the employee is made by interviewing his colleagues and employees from other departments
Personal conversation with an employee	The assessment is carried out on the basis of a personal conversation between the manager and experts directly with the employee himself

Quantitative method for assessing personnel in an organization

Considered one of the simplest and effective methods evaluation based on quantitative indicators. For employees, a certain bar is set, below which they cannot fall, and for a significant excess they receive certain bonuses. The method is quite transparent and understandable for all participants labor relations. The only aspect that is worth mentioning is the development of effective and balanced indicators that will really work a complex and time-consuming process. It is often difficult for an employer to maintain a balance between overestimated and underestimated indicators, since the former cause dissatisfaction among the employees themselves, and the latter reduce motivation.

	Description
Point system	A fairly simple evaluation system, when employees gain points over a certain period of time. The employer establishes a point scale, according to which, at the end of the period, the effectiveness of each employee is evaluated
Rating system	Within the framework of this system, employees compete among themselves for a place in the ranking. At the end of the evaluation period, the best employees are selected within this rating
Free scoring system	For each achievement, employees receive points, which are subsequently summed up and based on these amounts, employee ratings are formed

Combined personnel assessment method

This method includes the two previous methods and is a set of indicators by which the employee is evaluated from different angles. This may include performance and teamwork, sales and communication skills, etc.

Assessment Methods	Approaches within the framework of these methods	Description
Combined Methods	Average rating system	The employer draws up a set of characteristics, for each of which points are set on a certain scale. Then all these scores are summed up, and the total average score is calculated to evaluate the employee.
	Grouping system	Employees are divided into groups according to the results of the work performed. Each group is assigned a certain rating from "unsatisfactory" to "excellent"

Approaches to assessing the qualifications and competence of employees of the organization

The qualification and professionalism of the employee is the basis on which the trust of the manager is based. But at present, in view of the rather rapidly changing scientific and technological progress, the market, as well as legislation, the requirement for the knowledge and skills of employees is increasing. Therefore, in order to adequately assess the effectiveness of personnel, employers have to use special approaches to assess the qualifications and competence of employees:

• Certification of employees is one of the effective methods for assessing the professionalism, motivation of an employee, as well as confirming the qualifications of an employee. There are a number of specialties for which annual certification is a mandatory procedure. For others, this is an excellent opportunity to understand what they lack to be competitive and maintain a high level of professionalism.
• The Competence Assessment Center is one of the most modern approaches to employee assessment, which is carried out in several stages and uses a variety of approaches to the assessment of participants. Based on the results of the conduct, the employee receives a report, the so-called feedback, which includes, in addition to the results, a set of proposals for improving his professional competence.
• Testing, filling out questionnaires designed to determine not only the level of competence of an employee, but often the personal qualities of an employee. This approach is often used in the selection of candidates for vacant position to determine the best candidate.
• An interview is one of the simplest approaches, but there are a number of psychological approaches to conducting an interview to identify the psycho-emotional state of an employee and his reaction to possible situations.
• Involvement of experts from outside organizations for independent evaluation. Probably one of the most difficult assessment methods for an employee, but nevertheless the most objective.
• Simulation various situations- it can be like business games, in which employees are asked to complete a certain case, taking into account limited resources, or creating a competitive environment in the current workflow to identify stronger employees.