Introduction
Mastering modern management methods for Russian enterprises is not only an important and relevant task, but also a difficult one. The difficulty lies in the imperfection of the conditions of our economic activity, as well as in the chronic and rapidly growing backlog from the highly developed countries of the world in the field of management. This is most clearly seen in last years with the strengthening of the so-called vertical of power, or, more simply, the unjustified bureaucratization of all levels of government in the state and business. The fact is that the systems and methods of management currently used in Russia are approaches used, at best, in highly developed countries, 50-60 years ago, and improvement in this situation began quite recently.
The competitiveness of Russian companies of all sizes and industries without exception relative to enterprises and firms of highly developed countries (judging by the quality of goods and services in combination with the productivity and efficiency of their production) is extremely low. Without a radical revision of management systems at all levels, no most advanced machinery and equipment will be able to provide the proper economic result. But it is precisely with modern management technologies in the country that not everything is safe.
In this regard, in my work, I outlined the technology for conducting personnel assessment as a key tool for managing human resources of an enterprise, planning a professional career, examined the automation of personnel assessment, and cited standard methodological documents for certification.
1. General characteristics of personnel assessment methods
Sooner or later, the HR manager is faced with the task of conducting staff appraisal. When choosing methods for conducting personnel appraisal, it is important not to lose sight of its goals, namely: assessing the effectiveness of the work of employees and their suitability for their positions, as well as identifying promising employees for their training and promotion. From such an understanding of the goals of certification, it logically follows the division of certification procedures into two components:
o Evaluation of labor
o personel assessment.
Labor evaluationaims to compare the actual content, quality, volume and intensity of personnel work with the planned ones. The planned characteristics of the work of personnel, as a rule, are presented in plans and programs, technological maps, and the work of the enterprise. Evaluation of labor makes it possible to evaluate:
·amount
·quality
· labor intensity.
Personel assessmentaims to study the degree of preparedness of the employee to perform exactly the type of activity in which he is engaged, as well as to identify the level of his potential in order to assess the prospects for growth (rotation), as well as the development of personnel measures necessary to achieve the goals of personnel policy.
An analysis of management practice shows that corporations in most cases use both types of employee performance assessment at the same time. Thus, procedures are carried out aimed both at assessing the results of labor and the personal and business qualities of employees that affect the achievement of these results.
It should be noted that both the immediate supervisors of the assessed and other superiors, colleagues, subordinates, HR specialists, external consultants and, finally, the assessed person himself (self-assessment) can be involved in the assessment of the personnel. Thus, a minimum familiarity with the methods of personnel assessment of all employees is a guarantee that the methods used will give the expected effect.
All evaluation methods can be divided into methods individual evaluation employees, which are based on a study of the individual qualities of the employee, and methods group evaluation which are based on comparing the efficiency of employees inside.
Many of the assessment methods that are used today have developed in the last century. However, during the evolution of these methods have undergone significant transformation.
The most common personnel assessment methods are:
Questionnaire method.
The evaluation questionnaire is a specific set of questions and descriptions. The evaluator analyzes the presence or absence of the indicated features in the assessed person and notes the appropriate option.
Descriptive assessment method.
The assessor must identify and describe the positive and negative features of the behavior of the assessed. This method does not provide for a clear fixation of the results and therefore is often used as an addition to other methods.
Classification method.
This method is based on the ranking of certified workers according to a certain criterion from the best to the worst, assigning them a certain serial number.
Pair comparison method.
In this method, it is compared in a group of assessors who are in the same position, each with each, after which the number of times when the assessee turned out to be the best in his pair is counted. Based on the results obtained, the overall rating for the group is built
It is based on an assessment of the employee's suitability for the position held. The most important component of this type of assessment is the list of tasks that the assessed employee must perform. After compiling this list (it can also be taken from job descriptions), the activity is studied, taking into account the time spent by the employee on decision-making, ways to complete the tasks. It also takes into account how economically the employee uses material resources. Then there is an assessment of the qualities of the certified employee listed in the list, for example, on a 7-point scale: 7 - very high degree, 1 - very low degree.
The analysis of the results can be carried out either by matching the identified estimates with the benchmark, or by comparing the results obtained from employees of the same position.
Specified Distribution Method
With this method, the person conducting the assessment is instructed to give employees assessments within a predetermined (fixed) distribution of assessments. For example:
% - unsatisfactory
% - satisfactory
% - quite satisfactory
% - Good
% - Great
total - 100%
The only thing that requires the employee is to write down the name of the employee on a separate card and distribute them into groups in accordance with the specified quota. Distribution can be carried out on various grounds (assessment criteria).
Critical Situation Evaluation Method
To use this method, evaluators prepare a list of descriptions of the "right" and "wrong" behavior of employees in typical situations - "decisive situations". These descriptions are divided into headings according to the nature of the work. Next, the person conducting the assessment prepares a journal for records for each employee being assessed, in which he enters examples of behavior for each rubric. Later, this log is used to evaluate the employee's business qualities.
Typically, this method is used in assessments made by the manager, and not by colleagues and subordinates.
It is based on the use of "decisive situations", from which the business and personal qualities required from the employee are derived, which become the evaluation criteria. The evaluator reads the description of any evaluation criterion (for example, engineering competence) in the rating questionnaire and puts a mark in the scale in accordance with the qualification of the assessed. Expensive and time-consuming method, but accessible and understandable to workers.
Behavior Observation Scale Method
Similar to the previous one, but instead of determining the behavior of the employee in the decisive situation of the current time, the appraiser fixes on the scale the number of cases when the employee behaved in one or another specific way earlier. The method is laborious and requires significant material costs.
Method of Questionnaires and Comparative Questionnaires
Includes a set of questions or descriptions of employee behavior. The appraiser puts a mark next to the description of the character trait that, in his opinion, is inherent in the employee, otherwise leaves an empty space. The sum of the marks gives the overall rating of the profile of this employee. Used for evaluation by management, colleagues and subordinates.
Interview.
This technique is borrowed by human resources departments from sociology.
Here is an example of an interview plan for a personality assessment. In an interview, it is important to obtain information about the following components and personality characteristics:
intellectual sphere;
motivational sphere;
temperament, character;
professional and life experience;
health;
attitude to professional activity
early years;
vocational training (primary, secondary, higher, vocational);
Military service;
attitude towards work in the company;
hobbies;
self-assessment of opportunities, health;
marital status, family relationships;
forms of leisure activities.
Method "360 degrees of evaluation".
An employee is evaluated by his supervisor, his colleagues and his subordinates. The specific assessment forms may vary, but all assessors complete the same forms and the results are processed by computers to ensure anonymity. The purpose of the method is to obtain a comprehensive assessment of the person being certified.
Method of independent judges.
Independent members of the commission - 6-7 people - ask the certified various questions. The procedure is reminiscent of cross-examination in various areas of activity of the person being certified. There is a computer in front of the judge, on which the assessor presses the “+” key in case of a correct answer and, accordingly, the “-” key in case of an incorrect answer. Upon completion of the procedure, the program issues a conclusion. It is also possible to manually process the answers of the employee, then the correctness of the answers is entered in a pre-compiled form.
Testing.
Various tests can be used to evaluate an employee. According to their content, they are divided into three groups:
qualification, allowing to determine the degree of qualification of an employee;
psychological, giving an opportunity to assess personal qualities employee;
physiological, revealing the physiological characteristics of a person.
Positive sides test assessment in that it allows you to obtain a quantitative characteristic for most assessment criteria, and computer processing of the results is possible. However, when evaluating the potential capabilities of an employee, the tests do not take into account how these abilities manifest themselves in practice.
committee method.
The evaluation is carried out by a panel of experts and is aimed at finding out the abilities of the candidate, giving him the right to apply for other positions, in particular for promotion.
This technique consists of the following steps:
activity is broken down into separate components;
the effectiveness of each activity is determined in points on a scale (for example, from -10 to +10), and thus determine the degree of success;
three lists of jobs are compiled: those jobs that can be solved successfully, that work out from time to time, and those that never work out;
o a final comprehensive assessment is made
o Evaluation in its most general form consists of the following four steps:
selection of assessed qualities, performance indicators of the employee;
usage different methods collection of information;
evaluation information should give a comprehensive picture of a person;
comparison of the actual qualities of the employee with the required ones.
The studied sets of qualities are developed taking into account the tasks performed by position. Usually such qualities are recruited from 5 to 20.
Method of assessment centers.
This method solves two problems:
the personal and business qualities of the employee are ascertained (usually this method is used to evaluate executives)
the program of individual trainings of the manager is determined, which allows to develop his abilities, behavioral skills.
The test takes a different time, so, for example, several hours are enough to assess the professionalism of a master, one day for a low-level manager, two or three days for middle managers, a little more for managers and senior managers. Here are some of the procedures used for evaluation:
*Performance of administrative actions. For the two hours allotted for the task, the subject must familiarize himself with some instructions, business papers, orders and other materials necessary for issuing orders for specific technological, production, personnel matters. This imitates the real activity of the company. After the end of the two-hour work on the task, the assessed person is interviewed.
*Discussion of problems in a small group. This procedure reveals the ability to work in a group. The group members are given material that they need to familiarize themselves with, make their own decision on question asked and during a group discussion (40-50 minutes) to convince the others of its correctness. At all these stages, the subject is evaluated by observers in points.
*Making decisions. The subjects are divided into several groups (representatives of competing firms). The work of firms is modeled for several years (2-5 years). Each hour counts as one year, during which a number of tasks are completed. The activity of each subject is evaluated by experts.
*Development and presentation of the project. It is necessary to develop a draft plan for the development of some kind of activity in 1 hour, which is then defended in front of experts.
*Preparation of a business letter. Each student prepares business letters on various issues and from different positions: refusal, cancellation of the decision, negative information, etc. Actions are assessed by experts.
*Sometimes it is also practiced to compare the results of an employee's expert assessment with his self-assessment of his personal and business qualities. The results of such a comparison can be very revealing for both management and the employee himself.
Method business games.
Personnel assessment is carried out within the framework of specially designed simulation and developing business games. Both participants of business games and expert observers are involved in the assessment. Attestation business games are held, as a rule, for the result, which allows assessing the readiness of staff to solve current and future problems, as well as the individual contribution of each participant in the game. This evaluation method can be used to determine the effectiveness of staff teamwork.
Method for assessing the achievement of goals.
The manager and the subordinate jointly determine the key goals of the employee's activity for a certain period (one to six months). Goals should be specific, achievable, yet challenging, relevant to both professional development employees, and to improve the performance of the organization. The goals set outline the scope of the employee's responsibility and the scope of his duties for those specific periods that are necessary to achieve the intended result. These results should be measurable, at least as a percentage. The evaluation of the results is carried out jointly by the manager and the employee on the basis of individual standards for the implementation of goals, however, the manager has a decisive vote in summing up the results.
Assessment method based on competency models.
Competence models describe the intellectual and business qualities of an employee, his interpersonal communication skills necessary for successful professional activity within the framework of the corporate culture existing in the organization. The gap between the required and existing level of competence becomes the basis for the development of individual plans for professional development. The fulfillment of these plans, which is expressed in concrete results of professional activity, is the subject of assessment and self-assessment, as well as independent examination.
1.1 Balanced scorecard
With a delay of 10 years in comparison with highly and medium developed countries, we also began to promote the balanced scorecard (BSC), which is really modern, management technology, which has proven its effectiveness in various countries and industries. AT Russian business I immediately became convinced that this is exactly the technology that will allow our companies to "rush" to the heights of world management standards, to stand on a par with the leaders of world business in terms of efficiency and quality of management. It is incalculable that the number of consultants who in the vastness of Russia "spud" business structures with a view to introducing BSC into them. It is even harder to count the number of Russian executives who have succumbed to the promise of stunning success from the use of this fashionable technology. But not everything is so simple.
The BSC is really possible only in developing and learning organizations, in companies with flexible organizational management structures, within the framework of proven procedures and regulations for organizational analysis, the formation of cross-functional teams and working groups. It makes sense to effectively apply the BSC only when all the progressive management technologies previously developed by mankind are mastered. BSC does not replace other management technologies, but is only one of the forms of efficiency improvement.
In essence, the BSC is a format for understanding the position of an organization in an increasingly complex external environment and internal conditions of activity, a format for linking long-term (strategic) and short-term (operational) results of enterprises and firms, this is an approach to more efficient use of previously developed and implemented management technologies, more competent combination of them and the sequence of their use. I would especially like to emphasize the close relationship of the BSC with the quality and performance management of all aspects of the enterprise or firm: the quality of products, services, performance of operations, the quality and efficiency of management, including personnel. As in the management of production efficiency and quality within the framework of the BSC, the main emphasis is on the correct definition of a system of priorities: strategic business parameters, the achievement of which ensures successful business development. The need for the emergence and implementation of the BSC was largely due to the growing role of intangible assets in ensuring the competitiveness of the business. Usually, intangible assets include the value of business intellectual property (patents, licenses, etc.), well-known trademarks (brands) and the so-called "goodwill" - a very vague and not always clear set of everything that is commonly called the value of a company ( this may include long-term contracts, and the reputation of the company's leading managers, and much more). In fact, 90% of the total value of intangible assets of a modern company is its managerial potential (management systems, decision-making systems, forms of organization and stimulation of labor, organizational management structures, etc.), which today is the main factor in ensuring the company's competitiveness in the long term. basis. But if trademarks, intellectual property are at least somehow quantifiable, then the assessment of the managerial potential of 90% is the staff of managers and specialists, their number and specific gravity, their professional composition and qualifications, skills and knowledge, experience, efficiency and quality of work. American companies have the most powerful managerial potential in the world today.
The role of managerial potential, efficiency, the final results of the work of managers and specialists, their increasing importance for increasing the competitiveness of enterprises and firms in modern conditions lead to the fact that the role of certification and evaluation of personnel is constantly increasing. For the successful application of the BSC, it is necessary, first of all, that companies use modern technologies for attestation and assessment of personnel, directing them in the right direction, able to link current efforts and long-term results. The reasons for this are as follows:
Managerial labor (the labor of managers and specialists, as a kind of mental labor) is much more difficult to evaluate in quantitative terms or in other objective indicators in comparison with physical labor, since there are no production standards or output volumes of products directly at the workplace in the field of managerial labor.
As specialization and division of labor deepen, it is extremely difficult to evaluate the performance of an individual manager or specialist, the performance of a functional structural unit, their direct contribution to the achievement of the overall results of the company's activities without the use of special procedures and evaluation methods.
The share of managers and specialists in total strength employed in various sectors of highly developed countries is constantly increasing. Mental work becomes more an important factor production (or source of surplus value) than the labor of production workers and personnel evaluation procedures play an increasingly important role.
Communication of labor results individual worker with the general final results in the conditions of a deepening division of labor, it is more and more difficult to trace. Passing through numerous chains of the process of developing and adopting management decisions, the results of the activities of an individual manager or specialist are difficult to single out and evaluate. An increasingly powerful arsenal is required, implemented as part of the procedures for attestation and evaluation of personnel.
The cost of human capital is becoming an increasingly important part of a company's investment activities.
Success in the competitive struggle today mainly depends not on the technical level of production and not on the size of investments or the level of technologies used, but on the management factor, on the perfection of those systems and management structures that the this organization. And the more perfect the management system of an organization, the more successfully it operates in the most dynamic and harsh economic environment. Not without reason, in the leading companies of industrialized countries, investments in fixed assets, in machinery and equipment correlate with the costs of human capital as 1: 2. In our country, the opposite ratio has traditionally been.
It is hardly possible to correctly evaluate the effectiveness of such investments in the absence of personnel assessment systems.
The external conditions of business (economic environment) and the conditions of competition are changing. On the one hand, the economy of highly - and medium-developed countries (which today can be attributed, for example, China) is becoming more and more saturated with high-tech industries. Here, there is less and less dependence on raw materials and businesses with a low share of conditionally net products in sales volume, and more and more - on the costs of intellectual labor and the application of results in production. And the forms of productivity of intellectual labor and predominantly physical labor (workers) are radically different from each other. On the other hand, as the share of raw materials decreases, the conditions and forms of competition change. In place of predominantly price competition come various types of non-price competition. The competitiveness of a business is increasingly determined by the quality and comparative advantages of the product, its differentiation, the depth of diversification, the accuracy of focusing on target market segments, rather than the price level. Hence, the criteria for evaluating the performance of the company as a whole and their employees (especially management personnel and specialists). Evaluating the results of personnel work only according to traditional criteria (for example, profit, sales volume, etc.) in modern conditions may not be correct enough. Non-financial or generally non-quantitative criteria are beginning to play an important role (for example, investment activity, flexibility and adaptability of management systems and structures, etc.).
The complexity of managerial work (the abundance and variety of functions, professional differentiation, etc.) implies an increase in the role of evaluation of managers and specialists.
The complexity of assessing the effectiveness of managerial work requires the development of appropriate procedures. The question is what is the focus of the evaluation and what are the criteria. In our country, the criteria in evaluating a manager are most often the goals and objectives set by him, i.e. his intentions and promises, the ability to present the current state of affairs as real results, in other words, the main thing for our leader of almost any level is good public relations (PR). Of course, PR is important for any leader, but not only as one of the criteria.
In organizations and firms in highly developed countries, the main criterion is to link the results of the work of an individual manager or specialist with the final results of the company as a whole.
The BSC arose due to the need to evaluate the return on the company's managerial work, from that part of intangible assets, the effectiveness of the use and development (growth) of which is most difficult to quantify. And the managerial potential of any company is, first of all, its managerial personnel in the broad sense of this concept, their qualifications, skills, experience and other parameters. The BSC arose as a tool for assessing the role of various types of intangible assets in increasing the competitiveness of the company, as it developed, it organically came to the need to restructure the entire personnel assessment system on new principles, new criteria and methods. But the essence of the BSC has remained basically unchanged: to quantify what, in principle, cannot be accurately quantified.
The problem is that with the illiterate use of the BSC (unjustified narrowing it down to linking the strategy and tactics of increasing competitiveness), with a misunderstanding or underestimation of the fact that the entire BSC is needed primarily to assess the effectiveness of the company's managerial potential and its contribution to increasing competitiveness, in the most important final results that characterize the achievement of this highest competitiveness, neither the BSC as such, nor the personnel assessment system in the company will give the proper result by themselves.
But in modern conditions, the use of such an approach is often not effective enough to build an integral system of personnel assessment. In modern conditions, it is becoming increasingly important to evaluate the effectiveness of personnel development costs, i.e. selection of personnel, advanced training, improvement of motivation and stimulation of personnel. In addition, it is necessary to evaluate the effectiveness of investments in personnel development (it is not possible to evaluate them using standard investment analysis procedures either in terms of payback periods or in assessing the contribution to improving the company's financial performance, since non-financial results are of great importance here).
And their share in the total investment in business development is increasing, especially in high-tech companies. To assess the effectiveness of the company as a whole and to set goals in the field of certification and assessment of personnel in particular, other management technologies are currently needed, a different level of methodological and organizational tools that correspond to the nature of the tasks facing the business.
2. The role of personnel assessment and certification systems
To understand the place of modern personnel assessment technologies in the internal management system, it is necessary, first of all, to take into account the changing role of the personnel service as a whole. In the highly developed countries of the world, in recent decades, the work of personnel services and personnel management services has been intensively restructured in the direction of creating integrated personnel services, which is associated with a change in the set of functions, the status of the personnel service in the organizational structure of management and the role in the management decision-making process. Currently, such services are typical for companies with a high level of competitiveness.
In modern management theory, it is customary to single out four levels, or stages, of competitiveness.And each of them has its own approaches to the organization of management in general and personnel service in particular.
It is not worth considering companies with a zero level of competitiveness, which in modern Russia a lot. There, the role of the personnel service is reduced to a purely accounting one (management of personal files, accounting of personnel, registration and implementation of personnel decisions). The chances of such companies to survive in market conditions are not connected with the restructuring of management, but with the re-profiling or liquidation of these companies.
For employees of enterprises or firms of the first level of competitiveness, the management factor is, as it were, “internally neutral”. They believe that if regular management was once put in their companies, then management does not affect competitiveness in any way. These managers see their role only in ensuring the stability of production, producing products without much fuss, not caring either about improving production and management, or about “surprises” for competitors and consumers. They are confident that the quality of their products is sufficient for the consumer, and any additional effort in production or in management is considered overkill. The functions of personnel services are the selection, training and advanced training of personnel.
This approach can bring success to the company if it can find a place in the market that is free from competition. This is usually typical for a small or medium-sized enterprise that focuses on a niche market. But as the business grows, it may happen that the company either outgrows this niche or enters competition in a new market segment, or the niche segment becomes a growing market that is attractive to other manufacturers. As a result, sooner or later competition from distant and obscure becomes close and visible. The ability to produce products of proper quality and establish regular management is not enough. Care must be taken to exceed the standards offered by competitors in terms of price, production costs, quality, delivery accuracy, service level, etc.
2.1 Characteristic features of the personnel management of an enterprise of different levels of competitiveness.
personnel assessment appraisal indicator
Characteristic features of the personnel management of a Russian enterprise first level of competitiveness are the following features:
A) understanding that the functions of the personnel service are not limited solely to accounting functions and can be expanded within the framework of the previous status and staffing of this service.
When selecting personnel for the positions of managers and specialists, it is considered sufficient for candidates to have a track record corresponding to the position (primarily previous work experience), without organization competitive selection, thorough and comprehensive testing of the candidate.
Insufficient attention is paid to the qualification and motivation of employees, to issues of personnel management in general. In this case, as a rule, we see a high turnover of staff. It is believed that if it is necessary to increase the volume of production, one can freely hire additional personnel without thinking that such an approach is likely to negatively affect the quality of the product, and hence its competitiveness. A very calm attitude towards staff turnover comes from the belief that there are no irreplaceable people. Hence the limited investment in human capital. Why spend efforts and funds on the development of human resources, to train qualified personnel from the institute's bench, when you can recruit the necessary workers from the outside?
The decisive word in the appointment to a position belongs directly to the leaders, the decision is made by them on their own, without an expert opinion or even coordination with the personnel department.
B) misunderstanding of the role of the control factor in general.
At the same time, the issues of improving structures and systems, forms and methods of management are considered redundant. The bet is on what was expedient or worked well in the past.
The dominance of companies of the first level of competitiveness is due, on the one hand, to the weakness of competition in the domestic market, and on the other hand, to the close ties of enterprises that have survived on the market with local or federal authorities and budget money.
Companies of the second level of competitiveness strive to make their production and management systems "externally neutral". This means that such enterprises must fully comply with the standards set by their main competitors in a particular market (industry or region). They are trying to reproduce what the leading firms do: they strive to borrow as much as possible the techniques, technologies, methods of organizing production from the leading enterprises in the industry; purchase raw materials, semi-finished products and components from the same sources as their main competitors; follow the same principles and approaches in managing product quality and production efficiency (process approach), establish similar relationships with employees in their production (including systems for organizing and stimulating work); begin to introduce a system of certification and evaluation of personnel.
However, often the borrowing of advanced methods and management systems is carried out formally, without a thorough analysis of the essence of a particular management technology, without conditions for its adaptation to the specifics of an enterprise or firm. As a result, HR departments are created only because it is supposed to be that business leaders already have it. Personnel appraisal and evaluation systems are being applied without a serious revision of the functions, status and powers of personnel departments. Some enterprises have already reached the second stage and are trying to apply the most modern approaches to working with personnel.
The features of enterprises of the second level of competitiveness include the following:
A) further expansion of the functions of the personnel service and an increase in its role in the preparation and justification of all personnel decisions.
B) the desire to create an integrated personnel service, including by changing the status of personnel management in the organization.
C) Change in personnel policy. The focus is not on the manager or specialist in general, but on taking into account his qualifications and ability to give a new impetus to the development of the company's business. Such firms seek, if necessary, to invite managers and specialists from the best companies in the same industry to work, relying mainly on their high qualifications and professional qualities, without regard to the specifics of a particular enterprise or production.
D) focus on the most common standard management technologies that provide success in the market today to the main competitors. Here, the improvement of the organization and stimulation of labor, management systems are carried out according to the principle of "reasonable sufficiency".
E) systems of attestation and evaluation of personnel are based on the analysis of the suitability of the position and the results of its performance for an individual employee in order to make more justified the reduction of staff, the movement of an employee within the company. Here the main form of work is the work of the attestation commission.
It must be remembered that any copy is always worse than the original. At a certain stage, direct borrowing of best practices no longer adds to the competitiveness of the company. The question arises before the management of such companies: if their enterprises have different comparative advantages in competitiveness in the market than their main rivals, then why should they necessarily adhere to the general standards of organization of production and management established in the industry? Those who find the right answers to this question usually “grow up” to enterprises of the third level of competitiveness and become on a par with industry leaders.
Production in companies that have reached third level of competitiveness , become, as it were, “supported from within.” All other divisions of the organization are oriented towards its development. The focus is on the development of the organization, the continuous improvement of all management systems, including the personnel department. Here we are already talking about the formation of a full-fledged integrated personnel service, the main features of which are the following:
A) the set of functions of the personnel service is the widest. Moreover, the traditional areas of activity (accounting, keeping personal files, registration) do not determine the main content of their work.
B) each employee, especially those who have worked in the company for a long time, is considered as a value for the company, the loss (leaving, dismissal) of which is not profitable from a purely economic point of view (the costs of his training and advanced training, his competence, knowledge of the specifics of the company’s business are extremely are important). Hence, staff turnover is reduced to a minimum.
C) focus on continuous improvement of the most common management technologies. Here, the improvement of the organization and stimulation of labor, management systems is no longer carried out according to the principle of "reasonable sufficiency", but become an essential part of the corporate culture.
D) systems of certification and evaluation of personnel are aimed at developing the potential of an individual employee, at planning his career, at helping to ensure that each employee of the organization can fully reveal his personal and qualification potential.
E) the status of the integrated personnel service in the organization is increasing. Its leader not only becomes accountable directly to the first official company, but also integrates a number of functions and related services previously accountable to other senior managers of the company.
There are very few companies in Russian business that have actually reached the second level of competitiveness. Therefore, the task for the near future is to rise to the third level of competitiveness, i.e. try to build management in Russia the way they do it the best companies world, and at the same time to see the general direction of development of effective management systems.
However, there are companies that are ahead of the competition for many years. These are companies that have achieved the fourth level of competitiveness , a company with world-class manufacturing. They do not seek to copy the experience of the best firms in the industry, but they want to surpass the most stringent existing standards. They have already created full-fledged integrated personnel services that perform a wide range of functions and are responsible for all aspects of personnel policy. Here, the development of personnel potential is considered as one of the most important aspects of ensuring long-term success in the competitive struggle. The main features of personnel management at the fourth level are the following features:
A) improvement of management technologies is focused on achieving the highest standards of efficiency in terms of realizing the main goals of the company. Improving the organization and stimulation of labor, management systems is carried out in the direction of surpassing all the best that competitors have.
B) systems of certification and evaluation of personnel are aimed at developing the potential of not an individual employee, but a team of managers and specialists. Everything related to career planning, assessment methods, is carried out taking into account this direction.
So, we can see that with the change in the organization comes a change in the personnel service. The greater the level of competitiveness of an organization, the more important the role of the personnel service begins to play in it. The well-being of the entire organization as a whole subsequently depends on the degree of efficiency of its work.
.3 Approaches to personnel assessment
In the science of personnel management, there are two approaches to personnel assessment.
The first approach is traditional, it involves the assessment of personnel, focused on the result of the work done. The second approach is a modern one, which involves the assessment of personnel focused on the development of the company.
The traditional approach to personnel assessment has the following goals:
promoting company employees or making decisions to move them to another department;
informing employees about how the company's management evaluates their work;
assessment of the contribution of each employee individually, as well as structural divisions in general to achieve the goals of the company;
making decisions related to the level and conditions of remuneration;
verification and diagnostics of decisions related to the training and development of personnel.
The traditional approach was based on the fact that the certification of personnel was primarily associated with the assessment of the work done, with checking the employee's suitability for the position held by identifying his ability to perform job duties.
It is necessary to distinguish between the traditional approach - domestic and foreign. These differences are in the purposes, methods and results of certification and evaluation of personnel. The traditional domestic approach was mostly of a more formal nature; it was recognized post-factum to justify certain personnel decisions. The traditional foreign system of certification and evaluation of personnel is considered mainly in the framework of management by objectives. As a rule, the technology of such control includes the following components:
definition of the company's mission, its goals and strategy for their implementation;
setting individual goals for employees and managers of the organization based on previously defined goals of the company;
periodic assessment of the degree of achievement of individual goals;
training and assistance to employees;
determination of remuneration to employees for the successful achievement of goals and the fulfillment of tasks.
Personnel evaluation, built on traditional management by objectives, allows you to increase control over work and its results, link the company's goals with the individual goals of employees, evaluate employees on an objective basis, and not on the subjective opinion of line managers, create an objective basis for determining rewards for results achieved and making decisions about promotion.
At the same time, the experience of using the traditional personnel assessment system in many Western companies turned out to be ineffective or even unsuccessful. The problem is that although this system is quite logical and should bring results, it is built on a number of assumptions that are not always applicable in practice.
First, the traditional system of personnel evaluation assumes that the results of the company's work are a simple sum of the results of the work of each employee of the company.
Modern practice shows that the results of the company's work directly depend on the interaction between employees, on teamwork, and not only on individual success. The interaction between employees, being a key factor in the effectiveness of the organization, falls out of the traditional system of management by objectives.
Secondly, within the framework of the traditional system of management by objectives, the main emphasis is on achieving results. An employee is given a performance-oriented goal, for example, to receive revenue in such and such an amount, and it is assumed that an employee who clearly understands what is required of him will find a way to achieve it.
Thirdly, the traditional system of management by goals involves the involvement of the employees themselves in the definition of individual goals. Employees want to have a lot of control over their work, and providing such control, naturally within reasonable limits, will certainly be an additional incentive.
But in fact, the definition of goals by the employees themselves is far from being effective in all cases. Modern theory and practice of human resource management show that simply involving employees in setting individual goals is not enough. This is because employees are not involved in the process of defining the overall goals of the organization, on the basis of which the individual goals of employees should be formed.
The personnel assessment process, focused on the development of the organization, should contribute to the professional growth and development of employees, and not only be focused on assessing the work of personnel over the past period. Moreover, it would be wrong to consider the assessment as the basis for downsizing. If an employee is viewed as “human capital”, then it would be wrong to “write off” the funds that the organization has already invested in it. It is necessary to think about ways to increase the return on the human capital invested (created) in the organization. Modern technologies for assessing and certifying personnel are, first of all, ways to increase the return on this capital, finding ways to make the best use of these corporate resources. This does not mean that upon completion of the assessment and certification, jobs for employees are always preserved, that in the worst case, everything is limited to the rotation of personnel, the selection of another position within the company. But a careful attitude towards highly professional personnel, for the training and education of which significant corporate resources could be spent, towards personnel who, moreover, have experience in this company, is becoming the dominant trend of modern corporate governance.
The process of personnel assessment, focused on the development of the company, is much more efficient. The most successful Western companies set more stringent requirements and goals for their employees, directly and to a large extent link the remuneration of their employees and managers with the degree to which these goals are achieved. In these companies, the process of personnel assessment is aimed at the future of the company, at the implementation of not only short-term, but also long-term plans.
Fourthly, the traditional assessment of personnel is directed to the past, while with modern approach development-oriented assessment of personnel is designed to help employees understand the direction of the company's development, its goals and how to achieve them. Thus, in traditional personnel assessment, the emphasis is on determining what happened, and in the modern one, on why it happened and what needs to be corrected.
The process of personnel assessment, focused on the development of the organization, includes three main features:
setting goals and standards for monitoring their implementation;
review of the work done;
improvement of work, development of the company and assessment of the contribution to this development of each employee individually.
The motivation and performance of an employee can only be improved if the employee clearly understands what exactly needs to be achieved.
.4 Purpose, principles of organization and goals modern assessment personnel
Before proceeding with the organization of personnel appraisal, the HR management must clearly understand the general and specific, main and auxiliary (additional) goals of personnel appraisal and assessment, as well as the technical and organizational capabilities of the company.
Certification and assessment of personnel is a management technology aimed at achieving the company's goals and implementing its strategy, as well as improving the efficiency of the organization's activities in the main management functions.
The evaluation process itself can be both formal and informal. In any case, the assessment of personnel directly affects the increase in wages, promotion or promotion, dismissal, training and career development of employees.
Certification and comprehensive assessment of personnel are an integral part of a well-established personnel service in any modern organization. This is a kind of criterion and guarantee of its competitiveness and stability in the market, an indicator of the quality of management - the most important factor of success in the competitive struggle today. A properly constructed system of certification and evaluation of personnel is the first indicator of the level and quality of personnel work in a company.
In the West, according to management theory, CERTIFICATION is a summing up of the work of an employee at the end of the term of his labor contract, an assessment of the results of his work for the entire period of the contract, determining the degree of compliance of the employee with the requirements established by his position, the requirements of the job description, which were the basis labor contract.
Personnel assessment in management science is a system of periodic assessment of the results of an employee's work or demonstrated skills, approaches to the performance of work (for a month, quarter, year) in accordance with the goals (standards) and tasks (results) of the activity established for this position.
Certification and evaluation of personnel in a modern organization must necessarily pursue a set of interrelated goals.
In order to understand why an organization needs attestation and evaluation of personnel, it is necessary to determine the goals (quantitative and qualitative) that must be realized when performing attestation and evaluation procedures.
2.5 Purposes of appraisal and evaluation of personnel
Basic goals this is:
determination of personnel performance;
changes in wages and incentives based on performance;
employee development;
Additional goalsinclude:
checking the compatibility of the employee with the team;
verification of motivation to work, to work in this position;
determination of career development prospects for the employee.
General goals:
improving personnel management and increasing the efficiency of personnel work;
increasing responsibility and performance discipline.
Specific:
determination of the circle of employees and the list of positions subject to dismissal or reduction;
improving the moral and psychological climate of the organization.
It should be noted that the use of certification as a tool for downsizing is considered unacceptable.
Let us consider in detail the main goals of certification and evaluation of personnel.
Determination of personnel performance.
Personnel evaluation allows you to distinguish effective employees from inefficient ones. The manager must be able to determine which employees contribute to the organization's strategic goals and which do not. In a performance-oriented organization, there is no room for “levelling”: poorly done work should not go unnoticed. Those employees who cannot perform the tasks assigned to them should be provided with the necessary assistance and given the opportunity to improve their work. If the work of an employee still does not meet the necessary criteria, then corrective actions must be taken to him: relocation, demotion and, in extreme cases, dismissal. Effective company executives never hesitate if a layoff is necessary. Leaving employees at work who are not doing their jobs will send the wrong signal to employees who are doing their job well. For example, American company Microsoft fires about 5% of its employees every year based on performance appraisal results.
A condescending attitude towards an incorrect personnel assessment system "results" in a long-term problem. Employees who achieve high results want their work to be noticed and rewarded. To motivate staff to work effectively, it is necessary to single out the most promising employees, and their work should be paid in accordance with their contribution. The increase in salary should not be the same, but should vary depending on the results that a particular employee has achieved. The effectiveness of remuneration as a motivating factor depends entirely on how accurately the performance of the work performed can be measured, as well as on the ability to distinguish between efficient and inefficient employees.
Changes in wages and incentives based on performance.
In order to contribute to the improvement of the performance of employees, a job well done should be rewarded. Employees who contribute the most to the achievement of the organization's strategic goals deserve the most rewards.
Employee Development.
The task of the manager is to help the employee in ensuring his professional growth and development. To achieve this, appraisal and appraisal of personnel must be a constructive and dynamic process, oriented towards future achievements.
Unfortunately, the assessment and certification of personnel are strategic process in many organizations. They are related to past performance rather than aiming to improve future performance. Without a focus on the future development of employees, staff appraisal can lead to negative results, employees will consider appraisal as a report on the work done. This is one of the main reasons for the negative attitude towards the appraisal of employees and managers.
3. Technologies for personnel assessment
Personnel certification can be carried out different ways, based on the specifics and traditions, and on the characteristics of the management culture in the organization. The choice of an assessment system is a function of top management. It is largely determined by the level of personnel work in the organization: the higher the level, the greater the need for objective indicators and formal procedures for assessing personnel, the more time and resources the company is willing to spend on these purposes.
Staff appraisal can be based on two main areas: assessment of performance and assessment of professional skills and approaches to the performance of work.
Performance evaluation.
One of the simplest and most effective methods of evaluation is the evaluation of the final results of labor. First of all, this concerns such indicators as the amount of work performed, the amount of revenue received by the employee, the number of customers served.
Evaluation of labor results allows you to directly "tie" the performance of an employee to the performance of the department and the organization as a whole. Determining the results of labor, as a rule, is not particularly difficult and is devoid of any subjectivity. If, when evaluating an employee's business qualities, the manager who conducted the evaluation can proceed from his personal, subjective judgments, then when evaluating, for example, the quantity of products sold, the reports on the work done will speak for themselves.
Assessment of professional skills and approaches to work performance.
As a rule, the work is evaluated according to the result obtained. But it is inappropriate to rely only on the results of the work or only on them. It is necessary to evaluate the contribution of each employee to the achievement of the set goals, i.e. determine how he solves the problem. It is necessary to evaluate the approach to the performance of work, the level of proficiency in certain skills and establish performance standards in this area. In the theory of human resource management, the term “competence” is used to define such skills. More precisely, a competency is a work behavior, attitude, knowledge and skill that is necessary to perform work at an acceptable or high level and to successfully achieve goals for the period being assessed.
The biggest problem with evaluating skill levels is subjectivity. First, everyone may have a different understanding of what is “good” and what is “bad”, or what approach to doing work will be considered effective and what is ineffective. Secondly, when evaluating the same employee, some will consider that the employee showed the best approach to solving the task assigned to him, while others will believe that the employee worked very poorly and used a completely wrong approach to solving the tasks assigned to him. If these questions are left unattended, then the effectiveness of the assessment of skills and approaches to work will practically be reduced to zero.
Modern theory and practice offer quite effective, but not always known, and even more so applied in Russia, solutions to the issues raised. First, before the assessment, options for effective and inefficient approach to the performance of work or the level of proficiency in any skill are determined in advance (as a rule, this is done by a special expert commission). In other words, patterns of effective and inefficient working behavior are determined. Secondly, the evaluation is not based on the opinion of the evaluator, but on the basis of evidence of good or poor performance, or, more precisely, on the basis of examples of work behavior that the employee demonstrated during the period being evaluated. Thus, any assessments must be necessarily reasoned and supported by real examples.
Evaluation of mastery of a skill or approach to work has another fundamental advantage over the evaluation of the final results of labor, which is not always possible and appropriate. Even if the end results are easy to measure and observe, their evaluation will not determine why certain results were achieved. That is, if an employee could not achieve the planned value of the estimated indicator, then it is not clear why this happened and what exactly this employee needs to correct in his work. At the same time, the assessment of skills and approaches to the performance of work focuses on the reasons for achieving a particular result and, accordingly, makes it possible to determine the directions for the development and training of personnel.
Modern assessment technologies are based on a systematic approach that takes into account the action of many interrelated factors.
3.1 Methods for obtaining information about the work of an employee
When considering the methods of obtaining information, it should be noted that the main thing here is obtaining data for evaluating employees from various sides, namely: observation, information received from colleagues of the employee being evaluated, information received from consumers, reports.
observation.
This method is the most reliable way to obtain information about the work of the company's personnel, but also the most difficult to apply. Moreover, the complexity arises not only because of the possibility of a misunderstanding of the actions of the assessed employee. The biggest problem with using the method of performance observation is the lack of time for the evaluator to constantly monitor how each of the subordinates is working. But it should be noted that due to the fact that the manager himself observes the work of his employees, this method is one of the most reliable. Information about good (or bad) performance is received directly by the evaluator, rather than from third parties, often based on rumors or misunderstandings.
The negative aspects of this method include the fact that the evaluation of the work may be distorted or biased. To avoid this, it is necessary to evaluate the work of personnel based solely on real facts, i.e. when determining the assessment, argue it with specific examples of the correct or incorrect work behavior of the employee.
Information from colleagues at work.
Employees in the same department or team members who work together on a daily basis tend to have more information about each other's work than their immediate supervisor. This is information about the employee's work with clients, about relationships within the work team and with other departments of the company. Using this method can help the manager to uncover problems that are not visible at first glance, and obstacles that hinder the achievement of the company's goals. Employee opinions about the work of colleagues may be based on preconceptions or misunderstandings, so employees are required to provide evidence or examples of the right or wrong approach to doing work.
Information from consumers.
To obtain objective information, it is necessary to evaluate the work not only from the point of view of the employee performing it, but also from the point of view of the consumer. Moreover, the consumer is understood not only as the company's customers (external consumers), but also the staff (internal consumers). Conducting research and surveys among internal consumers of the company will provide information about the problems that arise between employees. Such surveys can be conducted using questionnaires that contain questions about the work of certain employees that they have to deal with in their work.
For surveys of the company's customers, you can use special questionnaires that offer answers to a number of questions about the quality of services provided. Customers, unlike company employees, are not required to fill out questionnaires at all. Therefore, all questions should be specific, and their number should not be large. The use of this method for surveys is limited, but the information received from customers is more significant than the opinion of employees, and in certain cases - than the opinion of a line manager.
An important source of information about the work of the company's personnel are complaints received from customers. For example, the minimum number (or absence) of complaints from customers can serve as a performance criterion. Moreover, with the help of this information, you can find out about errors when working with customers and take measures to eliminate them.
Reports.
This method obtaining information is necessary, first of all, to determine the actual results of the work and the degree of achievement of the individual goals of the employee. Information sources can be not only financial reports, but also any others, for example, a report on the number of transactions concluded or products sold (in physical terms). Estimates derived from this information are the most appropriate for calculating performance-based bonuses and salary changes. On the other hand, the information obtained on the basis of reports on the results of the company (or department) does not say much about the reasons for not meeting the set goals, it only fixes this fact. Therefore, this information is difficult to use to determine the directions for the development and training of personnel.
3.2 Methods for assessing the organization's personnel
When choosing a system for assessing the results of personnel work, it is necessary to proceed from the goals of the organization and the immediate task of the assessment (for example, development and training of personnel, changes in remuneration). The evaluation system chosen must also be appropriate for the culture of the organization.
Can be distinguished three groups of methods: common methods; assessment of work behavior; evaluation of labor results.
Let us consider in more detail the general methods of assessing the personnel of an organization.
General methods.
Method of written characteristics- one of the simplest methods of personnel assessment. The manager can evaluate the work of the subordinate by describing his work in his own words. Such an assessment can be given to the results of the employee's work (revenue, volume of products sold, its quality), business qualities, approaches to the performance of certain duties. Also, the evaluator can give recommendations on the development of the employee.
An example of an evaluation form for the written characteristics method is given in Appendix 1.
Ranging- the oldest and most simple, from a technical point of view, a method of personnel assessment. According to this method, the results of the work of employees are compared, and the evaluating manager ranks all his subordinates from best to worst. This method assumes that he fully understands the job responsibilities of his subordinates and can compare their performance simultaneously based on common factors. The apparent ease of use of this method is deceptive.
Ranking is only suitable if there are a small number of employees being assessed, provided that their job responsibilities are practically the same. But even in this case, the use of ranking when evaluating personnel can be extremely subjective and lead to great difficulties in evaluating employees with average results.
gradation.
The grading system provides for the existence of specific levels of labor efficiency, for example, highly effective, effective, acceptable, inefficient, unacceptable. The results of the work of each assessed employee are compared with the descriptions of each of the levels, and then the employee is assigned the level that best describes his work.
This system can be improved by prior distribution, i.e. each level is predetermined by the corresponding fixed percentage of employees. This method is known as the “specified distribution method”.
There are several very strong arguments in favor of using this method, because it overcomes the problem of a manager overestimating or underestimating his subordinates, as well as assigning average ratings to each subordinate. Moreover, this technology forces managers to take the personnel assessment process more seriously, which greatly increases the likelihood of identifying those employees who do their job well and those who do not meet the necessary criteria.
However, the technology of predetermined performance grading may meet resistance within the organization. If used incorrectly, this technology can lead to increased competition, undermining trust and worsening the working atmosphere in the team. On the other hand, absolute standards for determining the level of efficiency set specific goals for the staff, without leading to increased competition in the team, i.e. it is also necessary to evaluate the conditions for the application of the method.
Rating (or graphic) scale- one of the most popular modern methods of personnel assessment. The rating scale defines different levels of performance in a job or skill, and each of these levels is assigned a specific score. Usually a manager can choose one of several (usually 5 to 10) levels for each specific criterion. Evaluation criteria on the rating scale, in principle, can be any. Using this method, you can evaluate the results of employees, the degree of achievement of their individual goals, as well as the degree of possession of any skill or business qualities of an employee. An example of a rating scale is given in Appendix 2.
This method offers a single approach (based on a common scale) for evaluating different employees, thus providing a single basis for evaluating personnel in all departments of the organization. In addition, the method of rating scales is quite simple to use, does not require any great effort on the part of the evaluating manager, large financial or time costs.
The main problem of using this method is the uncertainty in the choice of estimates. What does a 3 (Acceptable) or a 5 (Excellent) mean, for example? What is the difference between them and what should be based on when choosing one or another assessment? To avoid such questions, the method of rating scales should not be used independently, but in combination with other assessment methods, which allow to more accurately determine and distinguish between different levels of effectiveness.
.3 Establishing a process for periodic personnel assessment
The process of periodic personnel assessment (attestation) serves to successfully achieve the company's goals. It allows you to link the company's business plan with the plans for the work and development of its employees. The duration of the assessment process (personnel assessment cycle) is usually 1 year, although it can be longer (up to 18 months). The periodic evaluation process is an iterative process, i.e. completion of the evaluation cycle, the process is repeated again.
An important requirement for certification is the strict observance of the stages of organization of this work. The complexity and quality of certification procedures should correspond to the status, qualifications and experience in conducting certification of personnel service specialists. That is why the introduction of complex schemes and procedures into the practice of working with personnel from the very beginning is unjustified. The first steps for certification should be simple, understandable to employees of the organization and easy to use for heads of structural divisions and HR specialists.
The most preferable stages of building a comprehensive system of certification and evaluation of employees, aimed at significantly improving the efficiency of personnel management, are at least the following:
) the introduction of periodic (usually 2 times a year) certification (assessment) of personnel based on interviews (interviews) and questionnaires (filling out specially designed forms) of employees of the enterprise in order to verify their business and personal qualities. Stage duration: 1 - 2 years;
) supplementing interviews and questionnaires with a system of attestation and evaluation sheets, used no more than once a year, in order to increase the objectivity of assessment and verification, along with other results of the employee’s work in this position, the degree of compliance with his job requirements. Stage duration: 2 - 3 years;
) transition to a personnel management system by goals with the most objective assessment of the contribution of each employee of the enterprise to the results of the work of its structural unit and the organization as a whole. Stage duration: at least 2 years;
Thus, the transition to a full-fledged system of comprehensive assessment and certification of personnel based on modern requirements of management science cannot take a total of less than 5 years.
The procedure for organizing and conducting certification implies a clear prescription: the timing (frequency) of certification of the certification technology, its forms (procedures), the distribution of areas of responsibility for the development and implementation of certification activities, the procedure for implementing the results (outcomes) of certification.
The introduction of a personnel assessment and certification system should be preceded by a preliminary stage, the content of which is as follows: the top management of the organization, by special order, must notify the heads of structural divisions and employees of the enterprise about the time frame and why personnel certification is carried out, what goals and objectives it pursues, what conclusions it will bring for the organization as a whole and for each employee individually.
At its disposal, management should:
announce who will prepare the methodological support for attestation, i.e. develop goals, objectives, certification procedures, etc.
determine the list of documents that must be developed before the start of certification;
determine the approximate dates for the first certification and the period during which all participants in the certification must familiarize themselves with the procedures and documents for certification, make motivated comments and suggestions.
3.4 Stages of periodic assessment of personnel
The process of periodic staff appraisal is intended to contribute to the following tasks:
*Determination of individual work plans for employees of the organization for the coming period;
* Establishment within the framework of the work plan, by mutual agreement with the employee, individual key goals and objectives;
*Monitoring progress in achieving assigned tasks through mini-interviews and a more formal mid-term assessment interview;
*Assessing the work of employees and determining individual training needs necessary to improve the efficiency of employees;
*Improving working relationships between assessors and assessors;
*Determination of the amount of remuneration and changes in remuneration depending on the performance of the employee and contribution to the achievement of the company's goals.
The main stages of the periodic assessment of personnel:
Work planning;
setting goals, developing evaluation criteria and ratings;
system of individual targets;
action plan;
defining key goals and skills;
intermediate interview or mini-interview;
evaluation interview;
assessment definition;
work planning.
The cycle of periodic personnel assessment begins with the definition and discussion of the work plan of each employee and manager for the upcoming period. The main purpose of this discussion is to draw up a work plan that identifies key individual goals and objectives for the coming year, as well as a small number of less significant goals.
Evaluation of the performance of personnel in the company is carried out using direct assessments (or assessments of labor results) and indirect assessments (or assessments of the employee's performance by qualities) that affect the achievement of these results. Estimates complement each other and have different direct purposes.
The group of direct assessments includes assessments on the achievement of goals and assessments of the level of contribution made by the employee to the activities of the organization and unit. If the goals are set strictly individually, then the descriptions of the evaluation of the level of contribution are developed not for each performer separately, but for job groups workers.
Indirect assessments relate to factors that characterize the employee himself, his professional skills, abilities and knowledge. These characteristics are related to the performance of the employee by functional dependence.
Direct and indirect assessments are used together as elements of a general assessment system that meet various purposes in working with personnel.
The greatest difficulty in the implementation of management by objectives lies precisely in the definition of a system of individual target indicators. After that, the evaluation process is reduced to a fairly simple operation of comparing actual results with those that were established before the start of the evaluation period.
Also, personnel assessment reinforces the traditional mechanism of personnel management based on a rigid system of individual responsibility and incentives for managers. It will allow you to maximize the potential of each employee in the organization.
The choice of forms for evaluating the results. Evaluation of results, i.e. the actual assessment of an employee upon achieving goals consists in comparing actual results with a given level.
After such a comparison, it is not difficult for the manager to determine overall rating the results of the work of the assessed employee for the period under consideration. At the same time, the assessment may deviate somewhat from the arithmetic mean due to the fact that one or another goal is somewhat different in importance. In addition, the manager can take into account special external circumstances that influenced the results and were beyond the control of the assessed employee. In such a case, these circumstances should be explained in detail in the comment box.
Criteria for choosing an evaluation form. The development of evaluation criteria is the process of choosing a system of factors that influenced the achievement of goals in terms of how they influenced the employee's activities and reflected on its results in a given period of time. Moreover, it is not the capabilities (potential) of the employee that are evaluated, but the real manifestations of professional qualities over the time period considered in the assessment.
The criteria that are most important and most applicable to a particular position or a group of positions of the same name should be selected.
The system of factors consists of three main groups:
Technical knowledge and skills;
Problem solving skills;
Management skills (or skills interpersonal communication in the absence of managerial responsibility)
Technical knowledge and skills mean that an employee has a certain level of "know-how" in the area of direct responsibility.
Problem-solving skills mean the ability to identify what data an employee needs to solve problems, determine their source and, based on this, come to logical conclusions. Each of the main groups can be assessed in the simplest version by a single assessment, however, in most cases, a more meaningful analysis is expected within each of the main groups.
The development of a system of factors should be carried out by specialists of the personnel service directly in cooperation with the managers in whose subordination the positions of this professional group are located.
Management skills can be disclosed as "communication skills", "coordination of efforts", "representation". Just as “attentive attitude to subordinates” characterizes leaders, they are an integral part of the knowledge and skills of an effective leader.
Conclusion
Evaluating the personnel of a company with 30-50 people (not to mention corporations with thousands of employees) can be a rather painstaking and time-consuming process. And this is not only due to the technical complexity of analyzing the entire set of assessments for each of the employees and compiling all the necessary assessment documents. It is practically impossible to calculate "manually" various scenarios for personnel assessment, i.e. determination of the overall integrated assessment of the company's employees with different values of the weighting coefficients of the assessment indicators, although this task is relevant when making managerial decisions.
Obviously, without an appropriate computer program that would take on all the technical difficulties, the assessment and certification of personnel, instead of an effective management technology, can turn into a routine, formal procedure that does not pay off the efforts and time invested in it. For effective solution tasks facing the assessment of personnel, the program should provide an opportunity to:
flexible adjustment of the system of assessed indicators to the specifics of the company's activities;
automated compilation of evaluation documents;
determination of various weight coefficients for the estimated indicators.
In the West, numerous computer firms and consulting companies offer all kinds of software products for the automation of personnel assessment.
In Russia on this moment there is not only a shortage of software tools for personnel assessment, but also a complete absence of computer programs to support managerial decision-making in the field of human resource management. Programs such as "1C - Personnel", "BOSS - Kadrovik", etc. in fact, they are aimed at solving purely accounting and legal problems, but not at all managerial issues. A possible reason for this problem is a strong underestimation in our country of the importance of human capital as the most important factor of production in a post-industrial society and the competitiveness of an enterprise.
One of the few automation tools for personnel assessment in domestic practice is the computer system "Personnel Assessment", developed by the consulting company "TOR - Consultant". In this program, there is an extremely successful combination of the ability to conduct assessments for various scenarios, build reporting assessment forms, on the one hand, and maximum ease of use, on the other. In addition to conducting an expert assessment, the program provides for the possibility of assessment using testing, i.e. in fact, the implementation of one of the most advanced methods for assessing personnel - a scale for monitoring work behavior has been ensured.
Bibliography
- E.V. Maslov. Enterprise personnel management. - M.: Infra-M, 1999, 295 pages.
- Fundamentals of the scientific organization of labor at the enterprise: Textbook for higher education. Ed. ON THE. Polyakov. - M.: Profizdat, 1987, 2875 pages.
- Personel assessment. / V.E. Khrutsky, R.A. Tolmachev. - 2nd ed., revised. And extra. - M.: Finance and statistics, 2007. - 224 p., ill.
- Personnel management of the organization. V.P. Perachev. - Moscow, 1998, 447 pages.
- Shekshnya S.V. Personnel management of a modern organization - M .: 2002, 355 pages.
- Travin V.V., Dyatlov V.A. Fundamentals of personnel management - M.: 1995, 205 pages.
- Organization personnel management. Textbook / edited by A.Ya. Kibanova 2nd edition, supplemented and revised - M .: - INFRA - M. 2002, 636 pages.
Tutoring
Need help learning a topic?
Our experts will advise or provide tutoring services on topics of interest to you.
Submit an application indicating the topic right now to find out about the possibility of obtaining a consultation.
What is staff appraisal?
Personel assessment– assessment of the current state of knowledge, skills and abilities of the company's personnel in order to design and develop measures to optimize them.
Purpose of personnel assessment at the enterprise - carrying out targeted and coordinated changes to the current personnel management system, which should ensure an increase in labor productivity, product quality, production culture (operation and maintenance of equipment), corporate culture, etc.
Assessment objectives in "wide" use of the procedure
- Recruitment, competition for a vacant position
- Formation personnel reserve
- Personnel rotation
- Determining the readiness of personnel for changes during the reorganization
- Downsizing
- Definition of development potential
- Determination of training needs
- Formation of a motivation system for promotion
The objectives of the evaluation in the "narrow" use of the procedure:
- Evaluation of the current activities of employees.
- Agreeing goals for the next period.
- Staff development.
- Administrative decisions
- To help the heads of departments of the company evaluate human resources and the effectiveness of their use.
- Help employees understand the requirements for their position and be able to find out exactly how they meet these requirements and what needs to be developed.
- These assessments are designed to assist in making strategically important decisions, improve the organizational structure and make adjustments official duties.
- The assessment allows you to answer the questions: “What to teach?”, “How to teach?”, “Whom to teach?”, to plan training for certain employees, to identify the most promising of them, in the development of which the company will profitably invest.
- Conducting an assessment should help make relations in the company's team more businesslike and transparent; eliminate misunderstandings between managers and subordinates.
The introduction of a system of certification and assessment of professionally important qualities is an important mechanism of the personnel management system that allows you to control the state of professional training, functional skills of employees of the enterprise. The implementation of a comprehensive mechanism for attestation and evaluation of employees of an enterprise makes it possible to apply a wide range of tools for material and administrative incentives, professional and personal and social motivation
The assessment of the company's personnel is the basis for:
- Systems of material and non-material incentives for personnel
- Personnel selection and adaptation systems
- Personnel training systems
- Personnel development systems
- Formation and work with personnel reserve
- Self-motivation and leadership development of personnel
- Performance Improvement Systems
Based on many years of experience in conducting assessment activities by A-Range Solutions experts, in order to implement a comprehensive personnel assessment system, we suggest that you carry out its clear regulation, providing appropriate procedures and documents, which will minimize personal and subjective factors in personnel assessment. At the same time, it makes sense to immediately develop two areas of assessment: official certification (in accordance with the requirements of the law once every three to five years) and qualification assessment to determine the directions for the development of personnel and its mobilization, analyze the results of its activities, focus on shortcomings and existing problems (annually). In addition, it is necessary to streamline and regulate the procedure for evaluating candidates for vacant positions.
When does a personnel assessment become necessary?
Even before the development and implementation of a personnel assessment system for a clear measurement of the quality and quantity of work in the assessment process, it is advisable to answer several questions:
- How to measure indicators? How to build a rating scale?
- How to collect reliable information in order to build an assessment?
- Who will be the appraiser? Are the evaluators competent enough to carry out the evaluation procedure?
- What to do with process instability?
- How to deal with the immeasurability of a number of important aspects?
- How to avoid "bazaar relations," love - do not love ", binding to pay for each step?
- How to link the valuation to the payroll in the face of uncertainty about future payments, from a “pilot project” to implementation throughout the company, avoiding payroll overruns?
Most often, an enterprise thinks about the development and implementation of a personnel assessment system if:
- There is a stable staff turnover
- There is no personnel assessment system in the company in principle
- It is necessary to make a management decision in the field of HRM of the company.
- Investments are planned in the development of key areas of the company's activities
- A change is planned (or has already taken place) management team companies
- A change in the company's strategic goals is expected (or has already taken place)
- It is necessary to form a project team to solve a strategic business problem
- The legal basis for the movement of employees within the company is a high priority
- Reduction of staffing, staffing structure
- Introduce optimization processes in the enterprise
- Enterprise restructuring is being prepared
- The formation of a training plan for the company's personnel requires an understanding of the level of competence of the personnel
- Requires the formation of a personnel development plan and the formation of a personnel reserve at the enterprise
- There is a downward trend in labor discipline indicators
- Significant decline in productivity
- There are constant conflicts
- Appeals of employees with complaints to the inspecting authorities were recorded
- “Ripened” is the need to form or change the system of incentives for personnel at the enterprise.
What methods of personnel assessment are there?
- Document Analysis– study of resumes, written recommendations, reviews, documents on education, etc. The reliability of the data presented (education, qualifications, work experience, responsibilities, functions, achievements) is assessed.
- Analysis of established standards and regulations— there are certain requirements for processes within the company, such as regulations and requirements for product quality, technological schemes production. The personnel in the company adheres to the established procedures, norms for development and production. Under these requirements, standard assessments are developed.
- Psychological testing- allows you to get in a quantitative and descriptive form the results of the assessment of personality traits. Quantitative results allow you to compare employees on certain qualities. A specially instructed specialist can conduct an assessment using personality questionnaires, and only a specialist who knows how to use a particular questionnaire can process the results and make recommendations.
- Evaluation of work behavior and assessment interview
- Professional tests- are developed for a specific position and test key knowledge and skills for it. They can be created by the immediate supervisor to evaluate the employees of their department, as well as external experts from consulting companies, specialized specialists.
- Business essay method - h and for a certain time, the assessed person must describe a real problem that exists, offer an algorithm for solving the problem / task. This assessment method allows you to identify the presence of an integrated approach to solving problems, a strategic vision.
- Evaluation scales- characterize the desired parameters of skills and competencies and a description of each division of this scale. Scales are selected for a specific grading system.
- Ranging– comparative analysis of personnel within the division and between divisions of the company, building a “chain” of rating according to pre-developed criteria.
- Competency assessment- a set of individual characteristics expressed in behavioral indicators and determining the quality of work performed in a given position in a given organization
- 360 degrees- this is the receipt of data on the actions of an employee in real work situations and on the business qualities shown by him. At the same time, information is obtained from people who communicate with this person on different levels: boss, colleagues, subcontractors, subordinates, clients.
- Assessment Center— An integrated competency assessment method is a multiple assessment process, reflected in 5 main properties: a group of participants performs a variety of exercises under the supervision of a team of trained observers who evaluate each participant against a set of predefined, work-related behaviors. Decisions are made by joint discussion of all received data
- Goal Management(MBO from Management by Objectives) - begins with a joint (employee and his manager) definition of the employee's key goals for a certain period (from 6 months to 1 year). There should be few such goals and reflect the most important tasks activities of the employee for the next period and be: specific, measurable, achievable, meaningful, time-oriented.
- KPI(Key Performance Indicators) - evaluation by key performance indicators - in order for this type of evaluation to work not only for monitoring results, but also for improving the efficiency of employees, it must, on the one hand, take into account the strategic goals of the company, on the other hand, be clear and understandable for every employee.
- HR audit– diagnostics of the current state of human resources and the effectiveness of the functioning of the personnel management system for compliance with the strategy, goals and objectives facing your enterprise, identification of risk zones and development zones
- Certification- this is a procedure for a systematic formalized assessment of the compliance of the activities of a particular employee with the standard for performing work at a given workplace in a given position
- Test - cases- this is a structured description of the economic, social or work situation, proposed for its analysis and search possible solutions for the purpose of training or evaluating subjects according to specified parameters. Determination of the current state of professional knowledge, skills in the subject area and the level of expression of professional subject competence and personal characteristics.
How is staff appraisal done?
Standard list of works carried out by A-Range Solutions expert consultants:
- introductory meeting with the client. Definition of a problem situation
- preliminary assessment of the conditions for carrying out work on personnel assessment: approval of the goals and objectives, deadlines, labor intensity of the work, as well as the budget and composition of the team of experts - consultants. When determining the cost of work, the amount of the project is compared with the expected effect from the implementation of measures to improve the system of selection and adaptation of personnel
- formation and approval of the work plan, approval of contact persons by the customer
- definition and approval of the methodological part, including the choice of methods and assessment tools. Includes work on the issuance of internal orders, orders regulating this work in accordance with the Labor Code of the Russian Federation, personal notification of the assessed employees before the start of the assessment.
- obtaining permission from the customer to collect and process information, conducting interviews with the personnel of the enterprise. Collection, systematization of information. If necessary, by prior agreement with the customer, expert consultants of A-Range Solutions develop questionnaires and questionnaires.
- development and approval of the staff assessment structure. For the implementation of these works, it is important that the customer provides verified, reflecting the research problem, reliable information, ensuring data comparability.
- carrying out the evaluation procedure itself
- development of recommendations based on the results of the work carried out, a preliminary draft report of the work carried out is formed for discussion and agreement with the customer.
- formation of the final report. The entire course of work on the assessment of the enterprise's personnel, the results obtained, as well as conclusions and recommendations are described.
- selection of experts implementing the implementation of the results of personnel assessment at the enterprise.
What is the result?
Depending on the goals, objectives, issues, you get a systematic structured view of the state of human resources in your company:
- understanding the current state of knowledge, skills, skills of the company's personnel
- compliance of the qualification level of human resources with the strategic and tactical tasks of the company
- assessment of the professional contribution of the employee(s) to the efficiency of the company
- compliance of the qualification level of employees with the level of their remuneration
- compliance of the official duties of the employee (s) with the area of assigned responsibility
- functional imbalance of the enterprise (in the context of human resources)
- development zones and risk zones of human resources of your company
- analysis of the management structure of the enterprise (in the context of HRM)
- analysis of existing procedures governing the personnel assessment system
- description of possible legal risks (occurrence of labor disputes, penalties on the part of inspecting authorities) with reference to a normative legal act
- recommendations for elimination of violations
- priority of tasks in subsequent work with the personnel assessment system
- work plan for the implementation of the results of personnel assessment at the enterprise.
Evaluation of personnel using various principles makes it possible to clearly identify any aspects related to the fulfillment of the tasks assigned to them by employees, to determine the characteristics, personal qualities of the employees of the organization.
The principles of personnel assessment are based on a study of common criteria, 25 of which are sufficient to identify the qualities of a person. Among them may be the ability to generalize orally or in writing, management, career motives, internal standards, including ethical principles, self-esteem of a person, his organizational and creative abilities, organization, reliability, etc.
Often, the personnel assessment system at an enterprise involves the use of an assessment center method or a universal integrated method. If the goals and objectives of personnel assessment are correct, then it is possible to effectively evaluate the work of employees, taking into account:
- current control of work results;
- the possibility of carrying out activities for certification;
- results obtained in the process of current control and certification.
It is very important to bring the results of current control and certification to each employee in a timely manner.
The concept and goals of personnel assessment are associated with a purposeful process that allows you to establish the compliance of all the qualitative characteristics of an employee, including his skills, motivation, abilities and character, with the requirements of the role he performs.
Assessment and development of personnel allow achieving the following goals:
- identify the level of professionalism of the employee (knowledge, skills, abilities);
- to investigate psychological readiness (motives of personality behavior and its orientation, employee's temperament);
- evaluate the employee's labor efficiency related to the productivity and quality of labor, the desire for rationalization and invention;
- develop appropriate recommendations for the development of personal and professional qualities of employees;
- identify the degree of correspondence between the level of remuneration and the efforts made by employees, the level of performance and the expected result;
- establish directions for staff development;
- form an effective mechanism for motivating employees.
Methods on the basis of which the employee is assessed
Qualitative (descriptive) methods allow you to evaluate employees without using quantitative ones. The most common among them is the matrix method, which is based on comparing the characteristics of an employee with possible ideal criteria corresponding to the position he occupies.
It is possible to single out the achievements of the strongest and the mistakes of the weakest workers by applying the method of a system of arbitrary characteristics, which involves comparing these indicators with each other. Using an elementary method, they evaluate the activities of an employee of the organization as a whole. Often, the use of the “360 degrees” method allows you to assess the employee from all sides by other employees, from management to the company's customers. The prospects and results of the work of an employee are discussed on the basis of a discussion method conducted by experts and management.
Combined or descriptive methods are based on quantitative aspects. For example, testing or a method of summing up scores. Each of the characteristics is evaluated according to a specific scale, followed by the determination of average indicators for comparison with ideal ones.
Quantitative methods make it possible to evaluate the qualities of an employee with the greatest objectivity, fixing each result in numbers. The rank method is the most common quantitative assessment, which is a rating of an employee's characteristics compiled by several managers. After that, the ratings for all employees are reconciled and those at the bottom of the table are reduced. If the scoring method is used, then the employee can receive in advance a certain amount of points - they are summarized at the end of the entire period.
Comprehensive employee assessment indicators
Using the criteria for assessing personnel, it is possible to obtain a characteristic of indicators that are equivalent for all employees. Since information about the employee must be reliable, this will require objectivity and accuracy of indicators. Therefore, a comprehensive assessment of the work of personnel is carried out on the basis of clearer criteria.
The criterion or a certain threshold affects what the indicator will be: satisfactory or unsatisfactory - in relation to the established requirements of the organization for employees. They are both planned and standardized.
Personnel assessment technologies involve the use of groups of the following criteria:
- Professional.
- Business.
- Moral-psychological.
- specific.
Professional criteria include characteristics related to knowledge in the field of professional activity, skills, abilities, professional experience of a person, etc. Among the business criteria are: responsibility, organization, efficiency, initiative.
Moral and psychological criteria are associated with justice, honesty, psychological stability, the employee's ability to self-esteem. Forming specific criteria are the qualities of an employee that characterize his authority, state of health, personality traits.
The system of indicators should be formed on the basis of:
- Indicators of all 3 groups, which are equally important. If the criteria of a certain group are recognized as priority, then this will lead to the neglect of other types of activities by employees.
- Indicators that should not only cover all the necessary aspects labor activity, but also not to form a system that is too cumbersome, which will require a lot of time and money.
Personnel assessment automation system
The enterprise has a subsystem that facilitates the work of the personnel manager, labor engineer, heads of departments for organizational development and personnel management. The work of employees is evaluated by the above specialists and heads of departments on the basis developed by 1C - a personnel assessment program based on special methods.
The product includes the following modules:
- Professional and psychological testing.
- competency models.
- Evaluation of work results by KPI.
The functional areas of the program 1C: Enterprise in the subsystem "Personnel Assessment" are:
- Certification of personnel and analysis of labor results.
- Monitoring the socio-psychological climate in the team in the process of implementing new or risky management decisions.
- Study of the strengths and weaknesses of project and management teams.
- Creation of teams of professionals, taking into account the individual psychological characteristics of each employee.
- Selection and admission of candidates based on the analysis of assessed qualities, holding personnel competitions, personnel rotation, taking into account the compliance of employees with job requirements.
- Implementation of a system of personnel competencies, predicting the behavior of employees in typical situations in order to identify potential risks associated with the activities of employees.
- launch automated processes, including assessment and certification of personnel.
- Evaluation of the work of employees in the system of performance indicators (KPI).
The algorithm of all actions for the assessment and certification of employees is shown in the figure (PICTURE 1).
Rules for the development of an organization's personnel assessment system
The personnel evaluation system can be developed as follows:
- The assessment system, which is adopted in another organization, is copied.
- Developed an evaluation system independently.
- Consultants are invited to develop a system that meets the selected requirements.
If the management instructed a personnel management specialist to develop an assessment system, then it may not get the desired result due to the fact that there are practically no absolutely identical organizations. At the same time, this moment can positively affect the further promotion of staff on the career ladder.
If at one enterprise the requirements for employees are high, then at another they are average. In general, the construction effective system Evaluation of personnel in any organization will allow each employee to improve their status and qualifications. All specialists of the same profession and equal qualifications in different organizations perform different tasks, have different needs, etc.
If an organization needs to evaluate the results of the work of those specialists or workers whose activities are regulated by established standards and regulations, then clear indicators can be obtained. These include the number of customers served, sales volume, etc.
A comprehensive assessment of personnel is associated with the establishment of not only the required level of indicators, but also certain conditions for the behavior of employees, allowing each performer to achieve a high level of efficiency of their own work. If there are no clear indicators for evaluating the results of labor, then they are working goals set on the basis of the employee's job functions.
As evaluation tools are selected and procedures are defined to evaluate the work of employees in an organization, different enterprises can develop and impose completely different requirements. This affects the effectiveness of the indicators obtained: they will be relevant only if the staff correctly perceives their work results.
To get the most out of the operation of the evaluation system, it is necessary to correctly determine its goals, since very often it comes down to issues related to bonuses and remuneration.
Stages of building a personnel assessment system
The main purpose of personnel assessment procedures is to obtain objective information on the following indicators:
- The results of the work of employees.
- The effort required of them to achieve these results.
- Employee satisfaction with working conditions.
- Satisfaction of employees with the remuneration received.
Personnel assessment is a system that allows you to measure the results of work and the level of professional competence of employees, as well as their potential in the context of the company's strategic objectives.
During the assessment, the employer compares the employee holding a particular position with a specialist ideally suited for this position.
In the West, formalized valuation appeared in US companies at the beginning of the 20th century.
In the 1960s, a new methodology appeared - management by objectives (MBO - Management by objects) - the personal achievements of each employee were evaluated.
In the 1980s, a technique called Performance management (PM) was created - performance management. Not only the result is evaluated, but also the ways to achieve it. Assumes large-scale feedback from the employee. It can serve as a tool for predicting the further professional development of an employee and planning his career in the company.
In the 1980s - 1990s, the objectivity of the assessment increased with the advent of new technology- "360 degrees", which involves a systematic survey of people (manager, subordinates, colleagues and clients) with whom the employee works.
At the same time, the Assessment Center (Assessment Center), which involves a comprehensive assessment of competencies, is beginning to enjoy popularity. It was mainly used in the evaluation of senior managers for the purpose of appointment to these positions and for enrollment in the personnel reserve of companies.
In Russia, attestation is considered the traditional way of assessment.
Modern valuation methods have appeared in Russia recently, with the arrival of Western companies on the Russian market. The number of companies using RM, Assessment Center, including internal, "360 degrees" is growing, but not as fast as we would like. The main obstacle is Russian mentality continuity of Western technologies, distrust of them, as well as a craving for stability and conservatism.
Consider the main methods of personnel assessment used in Russian companies.
Certification
The certification procedure is set out in officially approved documents. In the absence of such, the organization must have a "Regulation on the certification" of the company's personnel approved in the prescribed manner. The procedure and all regulations are agreed and approved by the first persons of the company.
Attestation is the right of the company administration, which can be exercised in relation to all or certain categories of employees. Employees who have worked for less than one year, pregnant women or those with children under three years of age, and representatives of top management may be excluded from the assessment.
Certification is carried out once, twice or three times a year. It may be by decision of the administration of the regular or extraordinary.
Certification evaluates qualifications, results of work ( evaluation paper or on the recommendation of the manager), the level of knowledge and practical skills (in the form of a standard exam), business and personal qualities.
Evaluation criterion - professional standard specialties and positions.
An attestation commission is being created from middle-level representatives, personnel officers, and trade union members. The number is usually determined by an odd number of participants in the amount from 5 to 11. The commission, in the presence of the employee, considers all the data and makes a decision on the future fate of the employee in the organization.
The results may be the basis for the dismissal of an employee in accordance with Art. 81 of the Labor Code of the Russian Federation.
In case of disagreement with the decision of the certification commission, the employee has the right to appeal to the labor dispute commission at the enterprise or go to court. The Commission must provide reasons for its decision.
It consists in the joint setting of tasks by the manager and the employee and the evaluation of the results of their implementation after the reporting period (usually the end of the financial year).
The assessment affects all categories and positions of the company.
1) A list of tasks is compiled:
a) the manager himself sets tasks, and then brings them to the employees. Then there is an adjustment taking into account the suggestions of the employee;
b) the manager and the employee set tasks independently of each other, and then agree on them at the interview.
2) Criteria for completing tasks are determined (coefficient, weight as a percentage of the overall success for each task) in accordance with the company's strategy.
3) The success of the task is determined. The opinion of the manager is considered a priority or a higher manager is involved in the decision.
4) Measures are outlined to improve the quality of work.
Evaluates the results, methods and competencies of employees, identifies areas for development, plans an employee's career. Participation is accepted by all categories and positions of the company. The emphasis is placed on the feedback of the leader with the subordinate in the form of regular contacts once a year (formally) and more often (as needed, informally).
Task-setting interviews and a final interview (conducted jointly by the manager and subordinates) are held once a year, where the employee is provided with feedback on his work and ways to develop his success and quality of work are developed. The results of work on tasks and competencies are evaluated, areas are identified and plans for employee training and career development are drawn up.
"360 degrees"
Competency assessment performed by people who work with the employee on a regular basis.
It is used both for individual personnel tasks and as an addition to the main system. The employee himself can initiate this method of assessment in order to determine his areas of development.
An opinion about an employee is made by four parties: a manager, subordinates, colleagues and clients (from above, below, next to and around) in the amount of 7 - 12 people. It is desirable that people evaluate not only positively, but also critically.
Competencies assessed:
Leadership
Teamwork
People management
self-management
Sociability
Vision
Organizational skills
Ability to make decisions
Professionalism
Initiative
Adaptability
The data of completed surveys and questionnaires is collected and sent for processing to an external provider (to achieve complete confidentiality) or processed online (automatically). Only the leader can show his assessment, thus providing feedback.
The results of the assessment (usually on a five-point scale) are received by the employee and his manager.
Assessment Center
1) Preparatory stage:
- determination of the objectives of the assessment;
- development (updating) of the competency model. The model should be consistent with the overall strategy of the company and include the competencies necessary to perform a specific task. To develop competencies, business leaders and preferably the first person of the company are necessarily involved. Competences are prescribed by levels.
2) Development of the Assessment Center procedure:
- development of a plan-scenario (timing and logistics of the event);
- modeling and/or adaptation of exercises;
- determination of the set and sequence of evaluation methods;
- training of experts, training of observers;
- familiarization of assessed participants with the Assessment Center program.
3) conducting the Assessment Center:
- conducting a business game, case studies, group discussions in which the selected competencies are manifested. The topic can be anything, and does not have to correspond to the content of the employee's work. Each case provides an opportunity to assess several competencies in different combinations. Exercises are performed in a group or in pairs. The behavior of employees is monitored by specially trained observers - external consultants, employees of the HR department, representatives of business units;
- individual interviews, tests (for intelligence, personality) with each participant according to the results of the game;
- overall assessment of the game participant (integration session)- summarizing assessments. All observers express their opinion on human behavior during business games and discuss the overall assessment of each competency;
- drawing up a report on the results of the Assessment Center;
- providing feedback to the participants of the Assessment Center. It is very important that the consultants/observers who give feedback are extremely tactful and cautious. Often ambitious employees with high self-esteem are evaluated in Assessment Centers. After giving feedback, they should leave a positive impression.
Also, evaluation methods can be informally dated coaching, which is not basic, but gives more detailed information about the employee - his potential, motivations, intentions, aspirations, strengths and weaknesses. Coaching is a strong motivating and initiating employee responsibility method for their activities, therefore, at all stages of an employee’s work, it can be used both as an assessment method, and as a development method, and as a way to motivate an employee.
Comparative characteristics of various methods, stages of implementation of the assessment system in the company, as well as the difficulties that arise in this.
Determination of the need for personnel assessment
The company must assess, and the consultant can help in this by informing (the pros and cons of each assessment method), which assessment method is acceptable for the company and whether it is necessary at all, based on the analysis following factors:
The date of the last assessment.
Company age.
To what extent the company is financially prepared for the implementation of the assessment activity.
Have a strategy and mission.
How developed is the corporate culture of the company and what are its features.
Company size.
The scope of the company, the nature of the products or services provided.
Socio-psychological atmosphere in the company.
Stage of work of employees to be assessed and other factors.
To determine the actual need for an assessment, the consultant and the customer need to understand the reason for contacting a consulting company, because the wishes for an assessment can be very different, from the real need to identify the level of success of the company to the assessment as a tribute to fashion. The last wish is not a need for an assessment, and its implementation can start the irreversible process of the company's collapse. Therefore, the process of determining the true intentions, where a clear goal, result and specific tasks of the company are built, is the first and most important stage in the actual assessment of the personnel.
Each stage of an employee's work in the company involves the use of certain assessment methods
Can only be used in combination with other methods
+ - can be used separately
At the end of the probationary period, evaluation interviews and tests on knowledge of the subject of activity are used.
Benefits of an assessment
Benefits of valuation for a company
1. Determining the results of work, the level of knowledge and skills of the company's personnel.
2. The possibility of personnel rotation and the creation of a personnel reserve.
3. Creation of purposefully personnel development program.
4. Staff motivation.
5. Building a corporate culture.
6. Organizational development.
Benefits of assessment for an employee
1. Determination of the place and role of each employee in the company - horizontally and vertically.
2. A clear understanding of the tasks set, the criteria for the success of their implementation, the dependence of wages and bonuses on the results of work.
3. Opportunity to receive feedback from the immediate supervisor.
4. Ensuring that achievements are not left without attention (if the system works effectively).
5. Opportunity for professional and career growth.
The place of personnel assessment in the process of personnel management
Training. Personnel assessment helps to identify the needs of employees for training, as well as to determine the effectiveness of the training programs used.
Personnel planning. Evaluation of performance indicators allows you to determine both the current and future quantitative and qualitative need for staff.
Personnel selection. Information from the performance appraisal is used to improve the recruitment and selection methods used.
Employee development and career planning. Evaluation of performance indicators allows you to assess the potential of an employee and outline ways to perform more complex and responsible work.
Stimulation and motivation of work. Performance appraisal helps to improve the effectiveness of the motivation and incentive system by providing feedback to employees, evaluating their contribution to achieving the goals of the organization and department.
Formation of a personnel reserve and work with it. Evaluation of the work and working behavior of employees underlies the formation of a reserve and determining the effectiveness of its preparation.
Implementation of a personnel assessment system in the company
The implementation of the assessment system in the company takes place in several stages:
1) Deciding on the creation of an assessment system in the company by top management and the HR department of the company. Actions at this stage:
Determine the goals of the assessment and its impact on the motivation of employees (previously conduct a survey of employees).
The HR function should make a presentation to senior management about the advantages and disadvantages of various evaluation methods.
Deciding on the implementation of the assessment system in the company as a whole and on its method of implementation.
The decision to create a working group.
2) Creation of a working group, which will include representatives of middle management, HR department, legal and PR services, possibly external consultants and company employees. The group provides senior management with a detailed action plan for the creation and implementation of the system, and a budget, if necessary.
3) Selection of assessment methods and development of the first version of the system. Stages:
a) development of a system of corporate competencies.
b) the organizational structure of the company and linear subordination are specified to clarify the cascade of the hierarchy.
c) the evaluation system correlates with the business planning system in the company and KPI
d) the evaluation system should fit into the entire range of HR tools.
e) review and clarify job descriptions.
Result - final decision about the assessment method, the structure of the assessment system, the set of competencies, the assessment scale, options for forms and forms.
4) Refinement of the system and preparation of documents by the HR department: assessment regulations, assessment forms, instructions for the manager and employee.
5) Information support of the system within the company, conducting training for managers (evaluators) according to the plan: explaining the benefits of evaluation for the company and employees, a clear description of the sequence of evaluation, the structure of evaluation forms and how to fill them out, training in setting goals and relating them to the business plan , a story about the consequences of the result for employees and the company, training in the skills of conducting an evaluation interview with employees.
6) Refinement of the system, taking into account the wishes of middle managers.
7) Conducting training for staff.
8) Conducting an assessment.
9) Summing up, analysis of successes and failures.
Mistakes and difficulties in the implementation of the assessment system
Inconsistency in the method of assessing the degree of maturity of the company.
Negative attitude of employees to any assessment of their work.
Evaluation of the personal qualities of employees in isolation from job duties and competencies.
The evaluation system is not connected with the system of material and non-material motivation.
Managers feel they don't have time to evaluate.
Participation of employees in setting tasks is minimal.
Managers give bad feedback, and employees don't know how to take it.
Low or high self-esteem of employees.
- Personnel assessment, assessment
Keywords:
1 -1
For beginners: breeding a broiler at home Boiled water for broilers
Only lovers will survive
Features of advertising aimed at children
retouching old photos in photoshop retouching old photos
What is an NPO: decoding, definition of goals, types of activities Does a non-profit organization have the right