Advantages and disadvantages of different methods. Application of the comparative method, its advantages and disadvantages Assess all the advantages and disadvantages

A comparative approach to real estate appraisal is based on information about recent transactions with similar properties on the market and comparison of the appraised real estate with analogs.

The initial prerequisite for the application of the comparative approach is the presence of a developed real estate market.

Although this approach to assessment at first glance looks quite simple and straightforward, its application in practice is associated with many difficulties and conventions.

First of all, the presence of such difficulties is due to the fact that there are not even two absolutely similar objects. Location, physical characteristics and condition, encumbrances and conditions of financing, time of sale - these are just a few of the positions, according to which, as a rule, objects differ. Moreover, some differences may change their contribution in accordance with the changing market situation.

Another difficulty in applying this approach is the need to take into account transactions that meet the definition of market value, that is, those that have not been influenced by non-market factors. When selling large profitable objects, information about economic characteristics and the conditions of sale are often unavailable or incomplete, so in such cases the sales comparison method can only delineate the range in which the market value is most likely to be. That is why the assessment of commercial properties using the comparative approach should be carried out with sufficient caution.

If there is a sufficient amount of reliable information about the recent sales of such objects, the comparative approach allows you to obtain a result that reflects as closely as possible the attitude of the market to the object of valuation.

It is believed that the comparative approach gives the most reliable results when evaluating non-commercial real estate - apartment and individual residential buildings, cottages, garden and summer cottages.

So, examining the main aspects of the comparative approach, we can highlight its pros and cons.

The advantages of the comparative approach are:

The simplest approach;

Ш statistically sound;

Ш offers methods of correction;

III provides data for other approaches in valuation.

The disadvantages of the comparative approach are:

III requires an active market;

Comparative data are not always available;

III requires the introduction of amendments, a large number of which affects the reliability of the results;

Ш is based on past events, does not take into account future expectations.

CONCLUSION

The market approach to real estate appraisal is based on the analysis of information on the prices of transactions for the sale and purchase of objects that are similar or similar to it in some parameters, which includes four successive stages:

Collection of information;

Analysis of its reliability and applicability;

Conclusion on the value of the appraised object;

Evaluation of the accuracy of the result obtained.

Collecting the necessary baseline information is a separate and sometimes difficult task for the evaluator. For some segments of the real estate market, such information is open and publicly available, for others, access to it may be limited, for others, such information may not be available at all or its volume is very insignificant.

If the appraiser has a sufficient amount of information, then he needs to check its reliability. In reality, the parties often hide the true price of the transaction for various reasons, trying to understate it or, in some cases, overstate it.

Therefore, the information used must meet the following basic criteria:

The parties to the transaction had a reasonable understanding of this market;

The parties to the transaction are not related to each other by any other relationship that affects the price of the transaction;

Data on the transaction price was obtained from a person not interested in its distortion.

In reality, it is almost impossible to find statistics of transactions with similar objects, therefore, it is necessary to adjust the market data on sales, reflecting the differences between the compared objects from the evaluated one. Adjustments to the value of comparable items are expressed both in absolute monetary terms and as a percentage of value. The main way to quantify adjustments is to analyze paired sales - sales of two objects that are similar in all but one of the parameters. From the analysis of such sales, the evaluator can obtain the quantitative value of the adjustment corresponding to this parameter.

Thus, applying market approach, it is necessary to determine the parameters by which the evaluated object differs from comparable ones, and to calculate the corrections in the value of comparable objects corresponding to these differences.

When evaluating some types of typical objects, it is possible to use integral adjustments, including all the numerous differences from a comparable object. In this case, it is necessary to justify, calculate the integral value of the difference of the estimated object in value from the comparable one.

It is also necessary to take into account the dynamics of inflation, changes in legislation, infrastructure development and other factors that affect the change in value over time. For this, in addition to analysis, purely economic factors need to take into account perspective development corresponding territory, enshrined in Master plan, in projects of detailed planning and development, other regulations reflecting the policy of the state power for the development of the corresponding territory. It should be borne in mind that over the past time the price change could be so significant that the time factor cannot be taken into account by adjustments and therefore the available information cannot be used.

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The appearance of a person consists of a variety of advantages and disadvantages. In accordance with personal qualities behavioral signs are formed, by which others evaluate the inner world of the interlocutor. A proverb has long appeared in the Russian language, testifying to the importance of intellectual and spiritual components - "They are greeted according to their clothes, but they are seen off according to their minds."

It is not surprising, because behind a well-groomed appearance, complemented by exquisite wardrobe elements, even a skillful flatterer and deceitful hypocrite will not be able to hide their own minuses. The flaws and dignity of a person are counted in hundreds of names, so it is almost impossible to mention every character trait. However, there are typical images of people endowed with the most common qualities that are fairly easy to recognize.

Common Benefits: Social Benefits

It is impossible without learning how to harmoniously combine the advantages and disadvantages of character. Successful marriages are characterized by the compatibility of partners who have successfully accepted each other's pluses and minuses. The search for the "golden" mean that allows you to remain yourself and arouse sympathy among others is a life goal that appears on a subconscious level from childhood. The first step on the path to personal improvement can be done by supplementing your image with positive qualities:

Mercy and compassion allow you to support a loved one in a difficult moment, substituting a "shoulder" in a comradely manner. Such qualities reflect the breadth of the soul, ready to share someone else's grief.
Sociability - the ability to find a common language even with a stranger. It is easy to build a constructive dialogue, because he is ready to lively talk about abstract things and share specialized knowledge on familiar topics.
Nobility, especially in demand in the Middle Ages, today is becoming a rare artifact that complements the personality. This quality contains honesty and courage, dedication and high moral concepts.
Loyalty is a thinning component of the image of a person, because the importance of the institution of the family in the 21st century is decreasing every second. The number of divorces, which became the logical conclusion of the breakup of couples, is growing exponentially. Loyalty to a friend, parent, job, and love partner falls into a category of vanishing qualities.
Mindfulness to situations and imperceptible details is a useful trait that makes it easy to navigate the fast pace of life. People do not notice commonplace things, missing important acquaintances and fateful events.
Foresight and discernment become another virtues of personality, allowing a stranger to prevent the betrayal of a loved one. This quality helps to determine in time the thoughts of the interlocutor, which he does not dare to say aloud.

To achieve the desired result, complementing the inner world with the above qualities, you need to work hard. The main principle on which training programs for self-improvement are based is to control your own emotions, provoking people to crazy and meaningless actions.

Typical faults: chronic problems

Having identified common virtues, one cannot fail to mention the typical flaws inherent in the moral character of people in the 21st century. Only after eliminating the following qualities from your own image, you can count on a successful result, reaching a new stage in the process of personal self-development:

Selfishness and arrogance are messengers that are difficult for the owner of such traits to avoid. High self-esteem interferes with building a dialogue with people, provoking the emergence of conflict situations.
Compliance and excessive responsiveness do not allow a person to say a meaningful "No" in time. Given the competitive environment in which residents of developed cities have to exist today, the inability to refuse is a good reason for cunning but lazy ill-wishers.
Need for help and control.
Mercantile spirit is the sworn "enemy" of the personal image, exposing the meager inner world of a wealthy person. Such people measure life and the environment financially, asking the vital question: for happiness?

Lies can be different, so it is impossible to unambiguously attribute this quality to the shortcomings of the personality. If a person is forced to lie in order to save the lives of loved ones, then it is impermissible to condemn such an act. However, lies, which unfaithful husbands do not disdain to use, are the height of insolence.
Cowardice is a sign of a weak-willed person who is unable to cope with emerging problems. It is difficult to get along with such a quality, because in the event of an emergency, the impartial facets of the personality appear.
Cynicism is a quality that scares others away and presents a person's inner world in a negative light. Such people can calmly talk about the consequences of a terrorist attack or calculate personal gain in a deal that involves the bankruptcy of a friend.
Groundless jealousy is also deservedly one of the common shortcomings of people. Families are falling apart due to reckless checks and loss of trust.

In the early stages of self-development, try to give in to emotional outbursts less, subjecting your own thoughts to careful analysis. Do not be afraid to listen to, but remember the advisability of an objective assessment of the upcoming act. After a short period of time, on a subconscious level, certain "barriers" will be developed that do not allow shortcomings to break out without your permission. Only after reaching such a stage can the procedure for improving the personal appearance be considered a successful "event".

If you do not learn to accept your shortcomings and appreciate your merits, then there is a risk of occurrence. A person who is not ready for who he is is doomed to mental imbalance and mental instability. Taking this fact for granted, it is easier to embark on the path of correction, improving and transforming your own minuses into pluses.

March 3, 2014, 14:56

Advantages	disadvantages
Graphical grading scale	Easy to use; provides a quantitative rating for each employee	The norms may be unclear; problems can also arise from halo effect, central tendency, softness, bias
Alternative ranking	Easy to use (but less simple than graphical grading scales). Avoids central tendency and other rating scale issues	May cause disagreement among employees and unfair if all employees really performed their duties perfectly
Forced distribution method	Unchanged a certain number of subordinates in each group	Assessment results depend on the adequacy of your initial selection of cut-off points
Critical case method	Helps explain to workers what is meant by “good” and “bad” performance of duties; forces the tester to grade subordinates based on behavior	Difficult to assign ranks to employees, distinguishing them from each other
	Provides behavioral bindings. BARS are very accurate	Difficult to design
Goal-based management method	Tied to jointly agreed performance goals	Takes a lot of time

Adequate protection of workers against inadequate assessment can be ensured through the following procedures:

Conduct a job review to clarify the characteristics (eg, “project completion on time,” etc.) required to successfully complete the responsibilities. Graphically:
Analysis of work Standards of performance Assessment of performance of duties duties

Make sure that certain standards of performance are communicated to all testers and test-takers.

Use well-defined individual performance sets (eg quantity or quality) rather than vague general dimensions of performance.

When using graphical scales, avoid abstract characteristics (eg, loyalty, honesty). Unless they have been defined in terms of observable behavior.

Train testers to use rating tools carefully. This includes guidance on the application of standards of performance assessment (“outstanding,” etc.) when making judgments.

Allow testers to have real-world contact with the assessed workers on a daily basis.

If possible, have more than one tester to carry out the assessment and conduct such assessments independently. This process will help you avoid individual mistakes and halo effects.

Apply formal appeal mechanisms and redefine ratings at the highest level of management

Document estimates and reasons for termination decisions (if any)

Where necessary, provide appropriate guidance to help poor performers improve their performance.

Who should conduct the assessment

Immediate Supervisor Assessment

The core of many rating systems.

Using the evaluations of other workers

Can be effective in predicting future managerial success. One of the potential problems with such ratings is “mutual praise,” that is, everyone who works ranks each other high.

The structure includes the immediate supervisor of the employee and three or four employees. Composite ratings are more reliable, fair and reasonable than individual ratings. Rankers observe different aspects of job performance and their assessment reflects all of these differences.

Self-assessments

Grades by subordinates

Subordinates to anonymously assess the performance of their superiors' duties is called directed feedback. Helps senior management explore management styles, identify potential people problems and, as needed. Apply effective action to individual managers. Such ratings are important not so much for the assessment itself as for development purposes.

The first program is a survey, which is a standard anonymous questionnaire issued every year to each employee. Its points should identify aspects that help and hinder employees in their work. The second phase includes a meeting with feedback between the manager and his working group. The purpose of the meeting is to identify specific problems, study the causes of these problems and develop an action plan to solve them.

The third phase is the implementation of the action plan. The plan itself is a list of actions that the manager will take to solve the employee's problems and, possibly, improve results. This gives managers a four-column action plan table: What is the problem? What is your analysis of the problem? What is the reason for it? What needs to be done?

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

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

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

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

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

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

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

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

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

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

Attestation

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

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

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

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

The evaluation criterion is the professional standard of specialties and positions.

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

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

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

The assessment affects all categories and positions of the company.

1) A list of tasks is compiled:

a) the manager sets the tasks himself, and then brings them to the employees. Then there is an adjustment taking into account the employee's suggestions;

b) the manager and the employee set tasks independently of each other, and then agree on them during the interview.

2) The criteria for completing tasks (coefficient, weight as a percentage of the total success for each task) are determined in accordance with the company's strategy.

3) The success of the task is determined. The opinion of the manager is considered to be the priority, or a superior leader is involved in the decision.

4) Measures are outlined to improve the quality of work.

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

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

"360 degrees"

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

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

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

Competencies assessed:

Leadership

Teamwork

People management

Self-management

Sociability

Vision

Organizational skills

Ability to make decisions

Professionalism

Initiative

Adaptability

The data of the completed questionnaires and questionnaires 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 a competency model. Model must match overall strategy company and include the competencies required to complete a specific task. To develop competencies, business leaders are necessarily involved and, preferably, the first person of the company. Competencies are prescribed by level.

2) Development of the Assessment Center procedure:

- development of a scenario plan (timing and logistics of the event);

- simulation and / or adaptation of exercises;

- determination of the set and sequence of assessment techniques;

- training of experts, training of observers;

- familiarization of the evaluated participants with the Assessment Center program.

3) conducting the Assessment Center:

- conducting a business game, cases, group discussions in which the selected competencies are manifested. The topic can be anything, and does not have to correspond to the content of the employee's work. Each case provides an opportunity to evaluate several competencies in different combinations. Exercises are performed in a group or in pairs. The behavior of employees is monitored by specially trained observers - external consultants, employees of the HR department, representatives of business units;

— individual interviews, tests (for intelligence, personality) with each participant according to the results of the game;

- general assessment of the participant of the game (integration session) - reduction of assessments. All observers express their opinion on human behavior during business games and discuss the overall assessment of each competence;

- drawing up a report on the results of the Assessment Center;

- providing feedback to the participants of the Assessment Center.

It is very important that consultants / observers providing feedback are extremely tactful and discreet. Often in the Assessment Centers ambitious employees are assessed with high self-esteem... After giving feedback, they should have a positive impression.

Also, coaching can be informally associated with assessment methods, which is not basic, but gives more detailed information about the employee - his potential, motivations, intentions, aspirations, strengths and weaknesses... Coaching is a powerful method that motivates and initiates the responsibility of an employee to his activities, therefore, at all stages of an employee's work, it can be used both as a method of assessment, and as a method of development, 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 arising in this case.

Determining the need for personnel assessment

The company should evaluate, and the consultant can help in this by informing (the pros and cons of each valuation method) which valuation method is acceptable for the company and whether it is necessary at all, based on the analysis of the following factors:

Date of the last assessment activity.

Age of the company.

To what extent the company is financially ready for the implementation of the appraisal measure.

Having a strategy and mission.

How developed corporate culture company and what are its features.

Company size.

The scope of the company, the nature of the products or services provided.

Socio-psychological atmosphere in the company.

The stage of work of employees to be assessed and other factors.

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

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

- - only used in combination with other methods

Can be applied separately

At the end stage probationary period use assessment interviews and tests of knowledge of the subject of activity.

Benefits of Conducting an Assessment

Benefits of valuation for the company

1. Determination of the results of work, the level of knowledge and skills of the company's personnel.

2. Ability to rotate personnel and create personnel reserve.

3. Creation of a targeted personnel development program.

4. Motivation of staff.

5. Building a corporate culture.

6. Organizational development.

Employee benefits of assessment

1. Determination of the place and role of each employee in the company - horizontally and vertically.

2. A clear understanding of the tasks set, the criteria for the success of their implementation, the dependence of the size wages and bonuses from labor results.

3. Opportunity to get feedback from the immediate supervisor.

4. Ensuring that achievements are not overlooked (if the system is working effectively).

5. Opportunity for professional and career growth.

Place of personnel assessment in the process of personnel management

Training. Personnel assessment helps to identify the training needs of employees, as well as to determine the effectiveness of the training programs used.

Personnel planning. Performance assessment allows you to determine both current and future quantitative and qualitative staffing requirements.

Staff selection. Performance measurement information is used to improve the methods used to attract and select personnel.

Employee development and career planning. Evaluation of performance indicators allows you to assess the potential of an employee and outline ways to perform more complex and responsible work.

Stimulation and motivation of work. Performance assessment helps to improve the effectiveness of the incentive and incentive system by providing employees with feedback assessing their contribution to the achievement of the goals of the organization and the department.

Formation of a personnel reserve and work with it. Assessment of the work and work behavior of employees is the basis for the formation of the reserve and determining the effectiveness of its preparation.

Implementation of the personnel appraisal system in the company

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

1) Making a decision on the creation of an assessment system in the company by the top management and HR department of the company. Actions at this stage:

Determine the goals of the assessment and its impact on employee motivation (preliminarily conduct a survey of employees).

The HR function should make a presentation to senior management on the advantages and disadvantages of different assessment methods.

Making a decision on the implementation of the assessment system in the company as a whole and on its method of implementation.

Decision to create working group.

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

3) Selection of assessment methods and development of the first version of the system.

a) development of a system of corporate competencies.

b) to be specified organizational structure companies and line reports to clarify the hierarchy cascade.

c) the assessment system correlates with the business planning system in the company and KPI

d) the assessment system must fit into the entire range of HR tools.

e) review and clarify job descriptions.

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

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

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

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

7) Conducting training for staff.

8) Conducting an assessment.

9) Summing up, analysis of successes and failures.

Errors and difficulties in the implementation of the assessment system

Inconsistency of the method for assessing the degree of maturity of the company.

Negative attitude of employees towards any assessment of their work.

Assessment of the personal qualities of employees in isolation from job responsibilities and competencies.

The assessment system is not related to the system of material and non-material motivation.

Managers feel they don't have time to complete the assessment.

Employee involvement in setting goals is minimal.

Managers give bad feedback, and employees do not know how to take it.

Underestimated or overestimated self-esteem of employees.

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