What does it mean to quit by agreement of the parties. Dismissal by agreement of the parties: how to issue it correctly? Pros and cons for an employee when terminating a business relationship by agreement

Practice shows that people usually do not know exactly what exactly in their behavior irritates or delights others. The inability to see oneself from the outside and the difference in behavior under different social roles and at different levels hinders the development of not only employees, but also managers. The leader also does not always know what opinion about the subordinate has developed in the team. One of best practices in the world management and HR practice, which allows you to solve these problems - the assessment of employees by 360 degree method.

The name reflects the essence of the method: it allows you to evaluate the employee from all sides (in a circle, which is 360 degrees). Ideally, the list of graders looks like this:

the employee himself, who grades himself according to the specified criteria and questions;
immediate supervisor of the employee;
colleagues of the employee or managers, but not the immediate supervisor;
subordinates (if any).

As a result, a person can clearly correlate self-assessment with external assessment, as well as compare assessment results at different levels. At the same time, his immediate supervisor can also receive useful information.

primary goal

Our goal is to compare our own subjective assessment with subjective assessments at different levels: to understand how they see us from the outside. This will allow you to come to an awareness of your strengths and weaknesses, comparing self-esteem with the opinions of others. After all, if we do not understand what impression our actions, habits, character traits, attitude towards the world make on others, we cannot develop effectively.

Recall your impressions when you first heard your voice on a recording or saw yourself on a video. Usually people are shocked. Impressions are negative, we do not like ourselves. However, we repeatedly looked in the mirror and heard our own voice, but others see and hear something else. We tend to see ourselves the way we want, to ignore something, to focus on something pleasant. Continuing the topic of video or voice recording, we can say that when you stop annoying yourself in the recording, it means that you have learned to adequately see yourself from the outside.

Ground rules: how to design and conduct a survey

Let's start from the end - with a survey. It must be completely guarantee anonymity responders, otherwise their answers may be insincere and another problem may arise - the search for those who gave negative ratings. Our experience is that this happens often and ends in conflicts. It is very important that before filling out the questionnaire, employees are given confidentiality guarantees. If this is not done, the answers may be inaccurate.

When conducting a survey, people should also explain goals such an assessment. It is desirable that these goals are known in advance so that people can ask clarifying questions. Here is an example of how this information can be submitted.

Instructions for responding to the questionnaire

This survey will help your colleague (the subject being assessed) to better understand their strengths and weak sides see the potential for further growth and development. There will be no rewards or penalties based on the results of the study. You are guaranteed anonymity and confidentiality of your responses. Therefore, we ask you to give the most truthful, frank and thoughtful answers. If, by the nature of interaction with this person, you do not see manifestations of certain types of behavior and cannot judge how this person behaves in the situations described, please choose the answer: "I have no information." Be careful, because when answering some of the questions the best option there will be a choice of the answer "Shows always", and in some others - "Does not show never". There are also several points that will allow us to assess the reliability of the result, in case of low reliability, the survey will have to be conducted again.
On average, it takes from 30 to 45 minutes to complete the questionnaire, we recommend that you choose the time and fill out the questionnaire immediately from beginning to end, without distractions. This way you can save time and improve the reliability of your results.
Now you can really provide significant assistance to a colleague in understanding the strengths and weaknesses and planning for further development and growth. Thank you in advance for your thoughtful and sincere responses.

Number of questions and time to complete are another significant factor in the success of the application of the technique. If there are too many questions (more than 50) or they are very difficult to understand, then people will quickly get tired and treat the filling formally. This will reduce the reliability of the results.

The composition of the questionnaire

1. Formulation of questions-statements

Statement questions should cover the core competencies that you want to assess. The more important the competence, the more questions should reveal it. It is very important that the questions themselves are clear, unambiguous and do not contain complex or ambiguous terms.

When drafting affirmative questions, it should be remembered that in many cases it is undesirable to require a “black / white” answer, since not all wording may imply honest and objective answers such as “always appears” or “never appears”, for example: “Never, in any form, criticizes the company’s strategies and management decisions”, “Always ready to sacrifice his own interests for the sake of the general ones”, or “Never gets annoyed, does not show negative emotions.”

In other words, when compiling questions-statements, one must adhere to the following rules: avoid terms and ambiguities, use understandable words, and avoid extremes.

2. Rating scale

It is definitely worth avoiding the five-point scale, as this leads to the manifestation of our school-student stereotypes. After all, if a person of 15–16 years old was put into the head that 3 is bad, and 5 is good, then it is impossible to realize in a short time that 3 is the norm (not ideal, but meets the requirements for employees), and 5 is excellent and happens extremely rarely. Therefore, you can move from scores to descriptive characteristics. The descriptive version of the rating scale must include the section “I have no information”. Not all evaluators can see the manifestation of competencies. Therefore, by including this column in the scale, you increase the purity and accuracy of the assessment. When calculating the average scores, these answers are not taken into account.

3. Ensuring the assessment of the reliability of the answers

sincerity scale. The presence of such a scale becomes possible due to the presence of "extreme" formulations. Here are some examples:

He does not make mistakes even in small things.
He is never biased, knows how to avoid personal likes and dislikes.
Positively perceives any decisions of the management.

If, when answering these questions-statements, the evaluator gives an “extreme” answer, then this indicates either his insincerity (as a rule, overestimation of grades out of good intentions), or a formal approach to the questionnaire (everywhere puts the highest or lowest scores). If this occurs 1-2 times, then when calculating points, you should simply reduce the calculated score by 1 unit. If there are many such cases, then this questionnaire should be excluded from general analysis, since there are serious doubts about the reliability of the answers.

Questions-shifters. This method provides a more thoughtful and informal approach on the part of raters. The fact is that some tend to choose an “average score” for evaluating a colleague and put it down everywhere or almost everywhere. With this approach, the evaluator does not read the questions-statements and gives answers in a purely formal way. If a person is warned in advance about shifters (“Be careful, because when answering some questions, the best option would be to choose the answer “Always shows”, and in some others - “Never shows”), then the probability of correct answers will increase markedly.

Double questions. Another option that allows you to assess the objectivity and reliability of the assessment and remove those questionnaires that raise doubts about the reliability. Double questions suggest that two or three questions are given that have different verbal formulations, but are completely identical at the level of content. It is important that they do not go in a row, since in such a situation the usefulness of the tool is reduced, because a person, as a rule, remembers his last answer or can simply compare questions. Consider examples:

Knows how to manage conflicts of interest from a position of "cooperation", i.e. in such a way that all parties receive the maximum benefit.
Usually does not seek to pursue only its own interests in a conflict.

There is another type of questions of this type - these are questions related to the topic. Not being full duplicates, they imply a gap in the answer of no more than 1 point, otherwise the result is rated as low reliable.

What to analyze and what to pay attention to?

Before completing the questionnaires, it is important to agree on what decisions can and cannot be made based on the results. It is worth announcing in advance that such an assessment will in any case be subjective, therefore, it should not be considered as the basis for making administrative decisions - rewards, punishments, promotions, etc. If the respondents are aware of this nature of the consequences of the assessment, then the answers to the questionnaire will become either overestimated (because of the unwillingness to substitute colleagues), or underestimated in the case of settling scores. Based on the results of the assessment and its analysis, it is possible to determine:

Zones of high self-esteem in comparison with the assessment of others.
Zones of low self-esteem in comparison with the assessment of others.
Zones of high and low score.
Differences in the assessment of the same competencies associated with different levels evaluating.

In the first and second cases, it is worth thinking about, analyzing your perception of the world and, possibly, discussing it with colleagues and the manager in order to understand the reasons for the discrepancy. The main conclusion is that a person sees himself incorrectly from the outside. He should definitely initiate receiving feedback from others more often, compare his behavior with the behavior of those who are considered the standard of positive competencies in this company.

The third gives us an idea of our strengths and weaknesses. A big plus in this case will be that we see ourselves from the outside, correctly assess the reaction of others to ourselves.

The fourth one is very important both for the person being evaluated and for his manager. It is necessary to clearly determine what is the reason for such discrepancies, and correct your behavior at those levels where the assessment is lower. The manager, if his level of assessment differs significantly from the level of assessment by equals or subordinates, should carefully observe the behavior of the employee: pay more attention to the merits (if the manager's assessment was lower) or learn to filter socially desirable behavior (if the manager's assessment was higher).

Questionnaire example

Let's try to check ourselves and highlight:

competencies that are tested by this survey;
questions that relate to the scale of sincerity;
flip questions;
questions (there may be 2 or more), the difference in the answers to which should not be more than 1 point (example of duplicate questions).

Italic questions with inverse scaling are highlighted (with average level scores of 4-5 in the remaining answers, adequate answers should be 1-2 points here; if the answers are 4-5 points in two or more cases, validity is considered as low).

Bold questions are highlighted in font, unambiguously positive answers to which in more than two cases indicate a high degree of probability of socially desirable answers. If there are more than two such answers, I recommend that you do not count the results and fill out the questionnaire again.

Answers to questions 10 and 12; 18, 22, 25, 43 and 44; 34, 38,40 and 41; 39 and 45 should give a discrepancy of no more than one point. Two discrepancies allow us to consider the validity as low.

Able, if necessary, to make and defend unpopular decisions.

In cases of problems with clients, he always solves everything himself, strives to solve a specific problem as quickly as possible.

He understands that the effectiveness of the work of subordinates depends on their leader and, in the event of a failure, seeks to immediately correct the situation and prevent it in the future.

When justifying an initiative, he considers both the pros and cons of the solution, and correctly calculates resources to improve the situation.
Raises qualifications only when it is offered by either management or the personnel development department.

When setting priorities, he understands that what is important is what is fundamental for business and difficult to implement, therefore he strives to do it himself, and delegates the rest to subordinates.

When problems arise, he seeks to solve them on his own, finds several solutions, knows how to justify the pros and cons of each of them.

In cases of prolonged stress, he knows how to find relaxation and maintain good shape.

If a problem arises, first of all, it analyzes in detail the cause of its occurrence and identifies those responsible for its occurrence.
Colleagues and subordinates often turn to him for advice and help; when communicating with him, they feel psychologically comfortable.
In cases of problems with clients that arose due to the fault of other people or departments, immediately redirects the client to the culprit of the problem.
In difficult communicative situations, he is easily irritated, can be harsh in communication.
Strives to obtain the most complete information about the market, related areas and effectively uses this information.

Able to act effectively in conditions of uncertainty.

He does not make mistakes even in small details.

Positively characterizes the company and its values in conversations with other people.

He knows how to admit his mistakes and take responsibility for them.
Never irritated, never shows negative emotions.

He tries to find common interests and a common language with colleagues in case of solving joint problems.

Accepts responsibility for results.

Demonstrates customer focus, the desire to solve customer problems, takes responsibility in difficult situations.
Never and in any form does not criticize the decisions of the management and the strategy of the company.
Does not welcome changes, prefers proven solutions, confirmed by long experience.
Always ready to sacrifice his own interests for the common ones.
He does not get lost in stress, he seeks and finds solutions.
If problems with the client arose due to the wrong actions of subordinates, he tries to involve them in the solution, teach them how to avoid such a situation in the future.
Proactive, adjusts the work of his unit in advance to the changing strategies of the company.
Sees the relationship and interdependence of various departments and functions in the organization, understands the interests of the organization as a whole.
Able to analyze opportunities, threats, as well as calculate and plan resources.

He never seeks to defend only his own interests in a conflict.

Motivates people based on their results.
He believes that employees should be ready professionals and clearly act within the framework of official duties, in other cases it is necessary to part with people.

He is never partial to people, knows how to avoid personal likes and dislikes.

Able to determine and take into account the individuality of subordinates in the interaction and motivation.
Systematic, sees the interests of the organization as a whole, knows how to see the interests of different functions and departments.

Uses mainly the functions of control, believes that control, censure and punishment are the most effective methods work with people.

Charismatic, uses the power of his personality to motivate his people.

The subordinates of this person have made significant progress since joining the company.
Correctly and in advance forms the staff, determines the need for recruitment.
Set to motivate staff, correctly chooses the ratio of encouragement and censure.

Knows how to manage conflicts of interest from a position of "cooperation", so that all parties receive the maximum benefit.

Organizes training and coaching in relation to its employees, develops people.
Able to concentrate well on the task, attentive to detail.
Knows external environment organizations and competitors.
He insists on his position, if the interlocutor's opinion initially seemed wrong, then he tries to shorten the conversation.

Shows initiative when the process really needs improvement.

In behavior and decision-making follows the values of the company and its interests.
Always shows initiative, makes rationalization proposals.

It takes into account the interests of its unit exclusively, competes for resources.

Strives to solve the problem as quickly and efficiently as possible, and does not always do it on his own, if necessary, attracts experts.

Distribution by questions of competence groups

Motivation, compliance corporate values- questions 1–29, 43–50

Customer focus - 11, 21, 26.
Loyalty to the company, patriotism - 16, 22, 47.
Orientation to the result, responsibility for the result -17, 20, 24, 49, 50.
Initiative - 23, 46, 48.
Adaptability, openness to new things - 27.
Independence and decision-making skills - 14, 29.
Understanding the business environment - 13, 19, 28, 44.
Resistance to procedures and detailed work - 15, 43.
Stress resistance - 25.
The desire for communication and skills to communicate with people in the organization - 12, 18, 19, 45.

Management Skills - Questions 26–42

Control current work - 30, 35, 41.
Team management - 28, 33, 34.
Planning - 27, 29, 39.
Training - 26, 32, 34, 38, 42.
Motivation - 31, 33, 34, 36, 37, 40.

The number of questions-statements for certain competencies is determined by their significance. It should also be noted that a set of corporate competencies of a particular company was taken as an example, so it cannot be considered as universal, suitable for any organization.

The practice of using the questionnaire

Here are some examples of successful and unsuccessful use of the 360-degree survey, as well as the events that followed.

Witch-hunt. In one company, when conducting a 360-degree survey, they did not take into account the fact that with two or three subordinates, a manager can quite easily figure out who answered what, or initiate a "questioning with a bias." And so it happened: the leader, a rather narcissistic woman who does not tolerate criticism, arranged a real inquiry, which did not improve the atmosphere in the team. Therefore, we recommend that you separate subordinates into a separate section (that is, show their answers separately from those of equal status) only if there are more than three of them.

The principle of "do not beat the weak" For one of the heads of departments, the results of the survey were a revelation and a signal that something needs to be changed in their behavior at work. The results of evaluation by subordinates turned out to be very high, the immediate supervisor rated him average, and colleagues very low. When they began to analyze the reasons, it turned out that the leader, who was tough in character, had an iron rule - do not offend the weak, and therefore, in communicating with subordinates, he was extremely correct, curbing himself, but with equals ... According to the results of the survey, the person managed to draw the right conclusions that such negativity on the part of colleagues interferes with decision-making and joint work and gradually began to change.

To be or seem. For one of the top managers, it was a surprise that he rated one of his subordinates, a middle manager, on average 1.5 points higher than his peers and subordinates. Closer observation and filtering of socially desirable behavior and communication led him to certain conclusions. As a result, the top manager stopped pandering to pets, evaluating their work more objectively.

I don't see it from the side. This is very typical. The results of the survey turn out to be unexpected for many, and what is surprising is not what is noted better or worse, but what exactly is noted by others. This signals that you need to initiate and receive feedback more often, paying attention not to what you wanted to show, but how others saw it. At the same time, it is absolutely pointless to discuss or analyze whether others are right. Evaluation from the outside is the same objective reality as everything else.

The temptation is great. In a company where such a survey was a corporate tradition, it was noticed that even very decent and adequate people often have a desire to figure out who wrote what. So we were once again convinced of the need for strict anonymity.

Don't push. For many, to give a not the best assessment to a colleague is to "squeal" on him. So, in one small company, about 20 people were evaluated, of which 18 received an average score of 4.9 out of a possible 5.0. Convince people that by telling colleagues the truth, they help them develop, and by giving false feedback, they prevent the person from recognizing their development zones and being able to correct them.

Elena Mikhailova

Corporate culture

Keywords:

1 -1

What is a 360 degree assessment

A 360-degree assessment is an assessment of an employee's competencies by a manager, subordinates, colleagues, clients (external and internal), suppliers, and the employee himself.

The 360 degree method was first proposed by Peter Ward in 1987.

The first definition he gave to this method is:

360-degree evaluation is the systematic collection of information about the work of an individual (or group), received from a certain number of persons interested in his work, and feedback on it. According to the author of the method, the scope of its application can be very wide:

self-development and individual counseling(receiving feedback allows the employee to adjust his behavior and identify areas for development);

team building(meaning team feedback, which allows you to determine the strengths and weaknesses of the team, before the start of team work);

performance management(regular feedback allows a person to judge how much his work efficiency has increased);

strategic and organizational development (the ability to identify points where development is especially required, the application of the 360-degree method in this vein is based on the fact that by changing the behavior of specific people, you can change the way the organization as a whole operates);

evaluation of the effectiveness of trainings and other training activities(conducted after the training, the questions are aimed at determining at the level of behavior what changes have occurred in the behavior of the employee after the training);

salary(not used 100 percent when determining the amount of payment).

Why companies use 360-degree assessment now, the pros and cons of this method and recommendations on how to deal with them are set out in this article.

The 360 degree method is used both independently and as an additional method to other evaluation procedures.

360 degree method applied:

to determine the need for employee training, those competencies that need to be developed, create plans for individual development;

current evaluation of activities according to the specified criteria for the performance of work at a given workplace for a certain period of time (as a rule, together with an evaluation by goals or performance evaluation);

to select a project team or identify employees capable of working on complex projects;

to form personnel reserve, better together with professional tests, profile cases, assessment-center (because the 360-degree technique evaluates the qualities shown in the past, and to assess the personnel reserve, you need to predict how a person will behave in the future in a new position).

Based on the results of the 360-degree assessment, we can conclude:

about the nature of interaction between departments, identifying conflict situations;

How does a person fit into corporate culture organizations and existing staff;

How adequate is a person's self-esteem?

It is not used directly to develop a system of remuneration and accrual of bonuses (because the methodology can only identify personal qualities and is not suitable for determining the qualifications of specialists and the value they bring to the company).

Basic conditions necessary for successful 360 degree evaluations:

close-knit team, trusting relationships between employees;

lack of pronounced staff turnover (employees have worked together for at least 1 year);

ensuring the anonymity of the assessment (confidence of employees that their assessments will not be disclosed);

preliminary explanatory work with employees about the goals of the assessment (the goal should be formulated before the start of the assessment and communicated to employees, awareness will reduce the stress of the assessment and will allow you to receive more objective data);

mandatory feedback on the results of the assessment (should be carried out no later than one month after the assessment, during this period it remains relevant and significant for the employee);

mandatory implementation of decisions based on the results of the assessment (assessment for the sake of the assessment itself does not make sense, strict control over the implementation of decisions will make the assessment a tool for staff development);

the results of the assessment should be aimed at development, (only in this way it will be possible to obtain not overestimated results of the assessment, in the assessment of 360 degrees this is the main drawback that you have to deal with, as a rule, it takes 2–3 assessments before the idea of that 360 degrees carries only positive aspects).

Advantages of the method:

obtaining a versatile assessment for one employee (an employee receives an assessment from people with whom he directly encounters in the performance of his work, unlike other methods, the circle of assessors is significantly expanded);

democratic method (not only the leader evaluates subordinates, but subordinates can also evaluate him, this increases the loyalty of employees to the organization, for them this is an indicator that their opinion is listened to);

creating and strengthening trusting relationships with customers (this is an opportunity to once again show that the organization is working to improve customer service);

modeling of evaluation criteria to the requirements of corporate standards (competencies developed for a particular organization act as criteria).

Disadvantages of the method

Each method has its own limits of application, this must be taken into account when choosing an assessment method. So, the disadvantages of the 360-degree method:

not used directly for key personnel decisions: transfer to another position, dismissal, salary increase;

evaluates only competencies, and not the achievements of the employee;

The elimination of these 2 shortcomings is the use of the method as a complement to other evaluation methods.

a high degree of confidentiality is required;

To solve this problem, one can use external organizations who collect information and provide assessment results. Or consider a data collection method in an organization that takes into account the principle of confidentiality. Increasingly used now automated systems staff assessments, which greatly facilitate the collection and processing of information.

it is difficult to get frank information from colleagues in the assessment (especially the opinion of subordinates about the leader);

As a rule, subordinates highly appreciate their leaders, even though the principle of confidentiality is strictly observed. This situation can be corrected by using the weight of the assessment of subordinates. By reducing the weight of the assessments of subordinates in relation to the weights of the assessments of the manager or colleagues, you can seriously adjust the final result.

The 360-degree technique helps the head of the company and the HR manager to look at the abilities and capabilities of employees from the widest possible angle. Use the 3 pre-made assessment questionnaires as templates and adapt them to suit your needs.

In the article:

Ready documents:

What is the 360 degree method

Typically, an employee receives feedback and an assessment of their professional competencies from their immediate supervisor. The 360-degree assessment method is used to obtain confidential anonymous feedback from people who interact with the employee in the course of work.

Respondents who are asked to complete a 360-degree questionnaire and evaluate employee competencies include:

immediate and line manager;
colleagues, including those he manages;
customers, suppliers, clients, etc.

The assessed employee himself takes part in the survey. This is necessary to compare the score given in the self-survey and the one that was obtained as a result of feedback. This is important, because employees with average performance tend to overestimate their competence, and those who work productively, on the contrary, underestimate, since they are characterized by perfectionism and self-demanding.

What other conditions must be met for a successful assessment

The 360-degree assessment is called so because the professionalism and personal qualities of a person are evaluated different people with different statuses. The number of participants in the survey can be from 4 to 15 people.. These are the people who, in the course of work, communicate with the object of the survey most often. Before distributing questionnaires to them, you should make sure that their attitude towards the object of the survey is unbiased.

When to Use 360 Degree Appraisals

This assessment method can be used both independently and in addition to other assessment methods. See the table for areas of application.

The 360 Degree Appraisal System is applied to leaders and managers who want to understand and evaluate their strengths and weaknesses. Based on the survey results, development plans are drawn up.

The 360-degree method is also used to evaluate personnel who do not belong to the category of managers. In these cases, feedback can improve the performance of line personnel in their current roles. Employees get an idea of what competencies they need to develop in order to ensure career. The experts of the HR Director magazine will give you advice,

Two Ways to Use the 360 Degree Estimation Method

Companies use the 360 degree method in one of two ways:

As a development tool, which helps a person determine strengths and weaknesses based on the results of anonymous feedback, which is usually inconvenient for colleagues to give. The feedback object gains insight into how others perceive him and has the opportunity to correct behavior and develop skills that will allow him to excel at his job.
As a performance evaluation tool to measure performance employees. In this case, the 360 degree test is not always a good idea because the feedback focuses on behavior and competencies more than basic skills, job requirements, and performance goals.

Why use a 360 degree appraisal:

expedient	Not advisable
Assessment of behavior and competencies	Measuring Performance
Get an idea of how you are perceived by colleagues, subordinates and managers	Definition of conformity professional competence
Assessment of skills such as listening, planning and goal setting	Assessment of the employee's compliance with the basic requirements for the position
Focus on such subjective characteristics as teamwork, communication skills, character and effectiveness as a leader	Measuring strictly objective things like attendance, sales quotas, etc.

Keep in mind that the 360-degree evaluation system is ineffective in companies that use a commanding, authoritarian management style. In such cases, the leadership, as a rule, distances itself from subordinates and does not enjoy the special trust of the team, there is no tradition of collective cooperation and assistance.

360 Degree Evaluation: Principles and Rules

The main principle on which the 360-degree assessment is based, the methodology is strict observance of anonymity respondents, if they, of course, want to keep it.

The 360-degree evaluation will only give the desired results if the team does not use polls as a tool to settle scores with each other. Use the 360 degree method very carefully, making sure that there are no problems in the team and anonymity will not become an excuse to “bury” a more successful colleague.

360-degree assessment, the methodology for its implementation requires special training. Follow a step-by-step approach to preparing and conducting assessment activities. The expert of "System Kadra" will give helpful tips about how to do it right prepare and organize a 360-degree assessment of personnel

The Four Steps of Conducting a 360 Degree Personnel Assessment

Stage 1. Explanation and training

If you give the 360 Degree Questionnaire to an unprepared respondent, you may get irrelevant results. Prepare survey participants for the assessment by telling them about the purpose and rules of the assessment. Explain why the assessment is needed and how the results will be used. Respondents should understand the importance of assessment and perceive it as a tool for professional development, a means to achieve the overall goals of the company and employees.

Stage 2. Questioning according to the 360 degree method

Distribute questionnaires and ask respondents to complete them by a given deadline. If there are many participants and large questionnaires, automate the processing of results using online platforms such as SurveyMonkey, Google Forms, or MindMiners.

Stage 3. Processing and analysis of the results of 360-degree personnel assessment

After tabulation or analysis using online search tools, share the results only with the interested party and the immediate supervisor of the employee. None of the employees should know how one of his colleagues evaluated him. The survey object only has access to general data and statistical results.

Stage 4. Feedback and development plan

it final goal applying the 360-degree evaluation method. Together with the employee, draw up a development plan and coordinate it with the immediate supervisor. The expert of "System Kadra" will tell you, how to properly conduct a 360-degree assessment in a company, how to plan it and process the results

360 degree assessment: 3 completed questionnaires

When designing questionnaires yourself, keep in mind what you want to assess. When it comes to professional competencies, include no more than 50 positions in the questionnaire. Choose the ones that suit your purpose.

Do not complicate the questions, but decipher them so that the respondent understands exactly what is meant. For example, when you want to evaluate stress tolerance write in the form: Maintains smooth calm relations with clients, does not react to rudeness».

Decide which rating scale you will use. If you are using a 360-degree digital competency scale, do not make it five-point so that a score of "1" or "2" is not perceived as a negative indicator. It is better to use alphabetic, neutral designations or increase the number of possible points to 8-10.

Questionnaire No. 1. 360 Degree Assessment Example of a Competency Questionnaire

The experts of Sistema Kadra offer another version of the questionnaire, which allows assess the professional competencies of an employee

In the case when the 360-degree method is used to assess the leadership qualities of the staff, the questionnaire will be much shorter, limit yourself to 10-15 positions, this is enough to get an idea of the presence or absence of an employee's leadership inclinations. To evaluate in this case, use the concepts "Never", "Sometimes", "Always".

Questionnaire No. 2. The 360 Degree Method Example of a Leadership Questionnaire

Installing for a new employee probation, company management wants to make sure that he really has the personal qualities that will be in demand. For newcomers completing the onboarding period, an abbreviated version of the 360-degree assessment questionnaire can be used.

Questionnaire No. 3. 360 degree questionnaire to evaluate a new employee on probation

Labor Code Russian Federation offers a large number various ways termination of labor relations.

Dear readers! The article talks about typical solutions legal issues but each case is individual. If you want to know how solve exactly your problem- contact a consultant:

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One of the most popular is drafting a special agreement. Thus, you can choose the optimal conditions for dismissal - both for the employee and for his employer.

Rules

The procedure for dismissal by agreement of the parties is very similar to a similar procedure - by own will. But it has several important features-differences.

These include the following:

in the application for dismissal, the reason for the termination of the employment relationship must be indicated - by agreement of the parties;
the employee must be notified in writing about the drawing up of the agreement itself;
on the generated document containing all the conditions of dismissal, the signatures of both parties must be present.

At the same time, in the text of the agreement, it is imperative that all points be sufficiently fully disclosed. This is especially true for the date of dismissal, as well as the amount of compensation.

It should be remembered that its value cannot be less than indicated in. It includes compensation for unused vacation, as well as wages for the time already worked.

At the discretion of the employer, as well as at the request of the employee, compensation may be increased.

Most often this is practiced in cases where it is the employer who initiates the termination of the employment agreement.

Payment terms monetary compensation upon dismissal in the considered way, remain the same - wages and vacation pay must be transferred on the day of termination employment contract or the next one.

Otherwise, the employer may be fined. Its value is 1/300 of the refinancing rate of the Central Bank of the Russian Federation per day.

The situation is somewhat different regarding the compensation paid in excess of the mandatory one under the Labor Code of the Russian Federation. The employer may, at its discretion, designate the date of transfer of this payment.

This issue should be taken especially carefully, since the employer often uses the legal illiteracy of his employees.

Before signing an agreement, it is best for an employee to first consult with an experienced lawyer in this kind of cases.

The procedure for dismissal by agreement of the parties

When dismissing by agreement of the parties, the following procedure must be observed:

the employee must be familiarized with the intentions of the employer under the signature - or independently write a letter requesting dismissal by agreement of the parties;
the text of the agreement of the type in question is formed;
the employee must familiarize himself with it, and then sign at the bottom of the document (mandatory);
an order for dismissal is drawn up;
corresponding entry is made in work book, it is issued to the dismissed employee;
on the day of termination of the employment contract, the wage arrears are transferred (or the next day).

It is very important to remember that when writing a letter of resignation by an employee, they must necessarily indicate the reason in the text - by agreement of the parties.

This is the main difference between a statement of this type and a similar document, but written upon dismissal of one's own free will.

The wording sounds something like this: "I ask you to dismiss me by agreement of the parties." This moment is strictly required. Since, if it is necessary to conduct a trial, a letter of resignation is a serious documentary evidence.

The dismissal agreement must necessarily contain all the most important points of the procedure of the type in question.

Since it is this document that is the basis for terminating the employment contract. It outlines all the duties of the employee and the employer himself, as well as other important points regarding the dismissal.

When terminating an employment contract in this way, a standard order for dismissals is formed in the form of T-8.

In addition to the standard information that it should contain, it is imperative to indicate in it the reason for dismissal “by agreement of the parties”, as well as the details of the agreement itself, a link to it.

This moment is strictly mandatory, violation of this rule threatens to cause problems with the labor inspectorate.

The penultimate stage is the formation of the corresponding entry in the work book. Upon dismissal, reference is made to the Labor Code of the Russian Federation.

If for some reason the employee is not able to pick up the work book on his own, then anyone else can do it for him - but only with the appropriate power of attorney.

If this is also not possible, then the employer has the right to send a work book by mail ( by registered mail with a description of the attachment).

If, after reading the agreement, the employee refuses to sign it, this moment must be documented without fail.

To do this, a statement with a refusal is formed in an arbitrary form, where a link should be indicated to the details of the agreement, the terms of which seemed unacceptable to the dismissed employee.

If the employee refuses, termination of the employment contract in the manner in question becomes simply impossible.

How to make an entry in the labor

An entry in the work book must be made on the basis of a special Instruction for filling out these documents. It was approved by the Decree of the Ministry of Labor of the Russian Federation dated 10.10.03 No.

Must comply following rules upon making the appropriate entry:

must be paid on the day of termination of the employment contract - not earlier and later than this date;
the entry must necessarily correspond to the text of the dismissal order itself;
all dates in the document must be indicated by Arabic numerals, with two-digit - day / month, four-digit - year;
no abbreviations are allowed - all words must be written in full;
the entry must be made only in Russian;
directly with the entry made, the employer is obliged to familiarize his employee with a signature - it must be made in a special personal card (compiles by).

It is very important for the employee to make sure that the wording of the corresponding entry is correct. Since the presence of errors can lead to serious problems during the subsequent employment. For example, if a dismissal for negative reasons is indicated in the work book.

If the employee found any errors when filling out the work book by the employer, then it is imperative to require the appropriate corrections to be made or the formation of a new document.

If you refuse to do this, you should apply to the court - at the place of registration of the employer enterprise itself.

How to make an order

It is very important to correctly draw up an order for dismissal by agreement of the parties.

This document must contain the following sections:

the full name of the employer, as well as its detailed details;
document number, exact date of its compilation;
the name of the order "on termination of the labor agreement with the employee";
the date of the actual dismissal is indicated;
the details of the employee must be present:
- surname;
- patronymic;
- position held;
- Personnel Number;
grounds for dismissal - the Labor Code of the Russian Federation;
documentary basis - “agreement on termination of the employment contract dated xx.xx.xxxx”
surname, name and patronymic of the head authorized to approve these documents;
manager's signature;
employee's signature.

It should be remembered that this order must be drawn up according to all the rules, according to the T-8 form. If there are any serious shortcomings, the document may simply be invalidated.

How to draw up an agreement sample

Today, in the current legislation, there is no sample agreement drawn up upon dismissal.

But at the same time, the following main sections and data must be present in it:

grounds for termination of the employment contract - precise and brief wording with reference to the relevant article of the Labor Code;
day of termination of the employment contract;
conditions for terminating an employment relationship:
- the amount of compensation;
- other;
duties and rights of the dismissed person, the employer;
indicates the absence of claims of the parties to each other;
details (full name) and signatures:
- dismissed employee;
- authorized manager.

This document is legally binding when properly drafted. It must be remembered that violation of its provisions by any of the parties is unacceptable and may serve as a reason for the annulment of the agreement, its recognition as null and void through the court.

The document must have an individual serial number, and also be drawn up in two copies. One remains with the employer himself, the second is transferred to the hands of the employee.

If the manager has no experience in generating documents of this type, then you should definitely familiarize yourself with the sample first.

This will avoid the most common standard errors. Thus, you can save time, prevent labor disputes due to gross errors in the agreement.

With compensation

One of the most important points regarding dismissal by agreement of the parties is the impossibility of terminating an already signed contract.

For example, if an employee writes a letter of resignation of his own free will, then during the entire period of working out (2 weeks), he has the right to pick it up without any consequences.

The situation is different with an already concluded agreement. Since this agreement is bilateral, it is possible to change its terms only if there is the consent of the second party.

Thus, if an employee suddenly changes his mind about quitting, then he can cancel his decision only with the consent of the employer. In its absence, the employment contract will terminate on the day indicated in the agreement.

But at the same time, dismissal with payment of compensation by agreement of the parties should be carried out within the framework of current legislation, as well as the latest edition of the Labor Code.

If any provisions have been violated, then the agreement itself will simply be declared invalid through the court, and the employee will be reinstated in his previous position.

Arbitrage practice

Quite often, when terminating an employment agreement by the methods under consideration, various kinds of controversial issues arise.

In this case, the difficult situation must be resolved through the court. At the same time, the employee of this statement, almost always, when analyzing cases of this type, is guided by the existing practice.

Today, many workers are still afraid of the entry in the work book "dismissal by agreement of the parties." They are more to their liking - "fired of their own free will." Employees, not without reason, believe that their new employer will find such an employee conflicting or unprofessional. Claiming to new position You need to explain your reasons for leaving. Therefore, a more familiar wording of dismissal is chosen.

Such doubts are explained by the fact that in the labor legislation this article is practically not described or deciphered in any way. It says that the employment contract can be terminated at any time, by mutual agreement. This, as you can see, is not enough. This article was introduced in 2002, that is, for more than ten years, the practice of its application has already been developed.

The initiators of such dismissal can be both the employee and the employer.

Any circumstances can serve as reasons for dismissal at the initiative of an employee, but the most basic ones will be described in the list below:

the employee does not want to be fired on an “aggressive” basis, for example, for violation of discipline;
too much pressure from the employer;
uncomfortable working conditions;
more promising work was offered;
moving;
the employee wants to receive severance payments that are in his contract;
he definitely needs to choose the moment of dismissal (for example, now, or in three months);
the employee wants to receive more benefits for a longer period of time than if he quit of his own free will without a good reason;
he does not need to motivate his departure from work;
no need to notify the employer;
the reputation of the employee is not affected by such a basis.

The most common employer reasons are as follows:

staff cuts are needed;
you can use such a basis if the employee is guilty of something;
the employee is disloyal and does not comply with discipline;
it is necessary to dismiss personnel, but this cannot be done for other reasons; for example, the worker is on vacation or sick leave;
the employee does not fit in with colleagues.

The peculiarity of this wording is that both parties are interested in dismissal. Suppose an employer does not like the quality of a person’s work, and he suggests that he quit, and the employee needs to move to another city.

Often it is management that takes the initiative, because it is easier for an employee to quit of his own free will.

If the employer puts pressure on the worker when concluding an agreement, the latter has the right to defend his interests in court. An employee may directly inform his manager about his desire to go to court.

Such behavior will not worsen the situation, but only strengthen the position of the employee. The authorities are afraid to contact legally savvy employees and often make concessions to them.

However, this foundation also has its drawbacks:

Article 78 of the Labor Code of the Russian Federation states that an employee can be fired even when he is on sick leave or on vacation. But the employer will not be able to do this if he is the initiator of such a dismissal. The employee has the right not to agree to such an offer, because on such a basis everything should be on a voluntary basis. True, sometimes management can offer good severance compensation.
Trade unions have no control over dismissal by agreement of the parties. The employer is not obliged to consult with someone and coordinate their decisions. Therefore, the employee, before making any decision, must carefully consider everything.
After signing the agreement, the employee will not be able to cancel his dismissal unilaterally, since both parties must participate in making such a decision.

Even through the court, he will not be able to withdraw his application with rare exceptions (for example, if the management forced the employee to sign against his will).

Dismissal by agreement of the parties with the payment of compensation occurs depending on the agreements and conditions in the document. By default, no one will pay the employee.

First you need to write the name of the document. A little lower - specify the details: the date of entry into force of the contract and its number. Further, it is indicated locality, in which the company is registered and the date of conclusion of the agreement.

The body of the document indicates the name of the enterprise, then the position, the initials of the head (usually the director) and the information of the employee in the same form.

This is followed by provisions that the employer and employee have agreed upon. The first line is the line that records the fact of the termination of the contract with an indication of the article. Specifies the end date for the employee. After that, the terms of the agreement and their special clauses are set out - does the employee want to go on vacation before being fired when he receives severance pay. And also it is necessary to establish the obligations of the dismissed. For example, transfer cases to your colleague.

These items are followed by two standard ones:

The parties have no claims against each other.
Each party has one copy of the agreement, and they are legally equal.

Below is an example of such an agreement.

Compensation after dismissal

When an organization encounters a problematic employee who is disloyal or does not perform well, they need to fire them. Terminating a contract on grounds that damage reputation will be very difficult for management. In addition, this process threatens to be time-consuming and inconsistent with company policy.

In this case, it will be more profitable to persuade the employee (namely, to persuade, and not to force) to sign an agreement with the payment of compensation to him. This will save management time and money, and thicken the worker's wallet.

The paper must contain the amount and the date of its issuance. Then the dismissed person will receive money for the period specified in the document. If he did not receive the entire payment, then the company will have to pay it with interest.

Let's consider this important question in detail:

First, it is determined whether it is necessary, in general, to pay an allowance to the employee. This provision is fixed in the contract.
Next, you need to decide on the amount of money. It is not formed or limited by law in any way. It is usually set according to the worker's average earnings, or his salary, or just a fixed amount. Although it is not controlled by the state, its volume is still important for both parties, because they will have to transfer contributions to social funds and pay personal income tax if certain limits are exceeded. This will hit the budget of both the enterprise and the worker. To calculate the limits, a methodology is used, which should be fixed in the agreement. Following it, the employer finds three times the average income of the worker.
The next step is to determine the term of dismissal. This is also an important point. On this day, you will need to make all the necessary payments and transfer the documents to the dismissed person. Sometimes you need to take inventory. And it is also worth saying that the day of dismissal can be absolutely any and it is not necessary to work for fourteen days.

When the previous points are completed, an agreement is drawn up. Although there is no clear procedure for such an agreement, it must be fixed in writing. There should be a date for the end of work, the amount of benefits and other important items, depending on the agreements.

After drawing up the document, the employer lists the agreed compensation:

salary for the last working period;
severance pay;
compensation for all holidays that the employee did not use.

Although the allowance is given on a voluntary basis, for each day of delay the same percentage applies as for wages. For each day of delay, one hundred and fiftieth (1/150) of the amount of underpaid compensation is added to the amount. However, if in local regulations another method of calculation is established, then it is necessary to use it.

And also the question could arise - will this payment be taxed? As mentioned earlier, the allowance is subject to income tax. individuals when it exceeds the limits, that is, three times the average salary of an employee if he works in normal climatic conditions, otherwise - six times. In all other cases, the allowance is exempt from taxes.

The legislation provides for making an entry in the work book indicating the reason for the dismissal of the employee in strict accordance with the rule of law. Therefore, writing "dismissed by agreement of the parties" is wrong. It is necessary to write as expressly stated in the article of the law.

An example is the following wording:

"Employment contract terminated."
"Employment contract terminated."
“Dismissed by agreement of the parties, paragraph 1 of the first part of Article 77 Labor Code Russian Federation".

All three phrases are legally equal and any of them can be used. For a complete record, its serial number and date are first indicated in columns - "1" and "2", respectively. The law provides for the signature of the employer, seal and signature of the employee in all cases of dismissal.

Dismissal on the basis of an agreement between the two parties allows a citizen to register with the Labor Exchange immediately after the termination of the employment contract and receive a certain amount as financial support from the state. In the process of obtaining this benefit, there are some features and nuances.

As many people know, unemployment benefits are paid to citizens whose salaries paid taxes to the state budget every month. Payments occur within one year after the termination of the employment contract. The amount itself will depend on the average wage at the last job.

Registration of payments to citizens who do not have any official sources of income, have not retired or may receive new profession, having completed courses at the Employment Center (Employment Center), is not provided.

students;
persons under the age of sixteen;
persons who are in military service under a contract;
pensioners.

If you want to receive, in addition to unemployment benefits, also payments from a previous employer, then you should send documents for registration within two weeks after the termination of the employment contract.

Documents you must provide:

a document certifying the qualification;
work book with a record of dismissal by agreement of the parties;
certificate 2-NDFL indicating average salary at the last workplace;
identity document;
SNILS.

What is the procedure and procedure for calculating benefits? First, from your 2-NDFL certificate, they take data on the average salary for the last three months of work at your last place of work. Next, your three salaries are added up and divided by three. Thus, your average wage is obtained. Now you need to find the percentage of your average monthly income and get the amount of compensation that you will be paid.

The payout amount is different for each month. Within three months after registration, you can receive 75% of the average salary, then 60%, then 45%.

So, if you received forty thousand rubles at your last job and now your fourth month of unemployment is underway, then the calculation formula will look like this: 40,000 x 0.6 \u003d 24,000 rubles.

At first glance, the amount is pretty good for the fact that you will not do anything. However, you will not be paid that kind of money. If the result of the work exceeds the limits set by the state, then you will be paid an amount corresponding to the ceiling of these limits. The smallest allowance is 850 rubles, the largest is 4900.

If you were fired from your last job for an unexcused reason, such as misconduct, you will be paid the minimum benefit.

Brief description of the entire dismissal process

This list lists the main procedures for dismissal. If the state somewhere is not established clear order actions, the established practice helped here.

If you want to terminate the employment contract, you need to decide with your management so that all agreements are recorded on paper:

The parties agree on terms.
An agreement is being drawn up.
Management represented by the employer draws up an order.
The employee performs his last duties, completing all projects and handing over cases to colleagues.
The employer makes an entry in the citizen's work book upon termination of the contract.

The whole procedure ends with the payment of the sums agreed with him to the dismissed person.

Sometimes a manager needs to make a reduction.

Then he faces many problems:

it is necessary to warn the worker about the termination of the contract for 2 months;
get acquainted with the data of all employees;
to find those who can not be fired on this basis at the moment;
identify those who will benefit from the reduction.

Further, after the date of termination, it is necessary to pay wages for the time of working off, severance pay, and if a citizen was registered with the Labor Exchange and did not find a job within three months, accrue additional funds to him. And also the manager will be responsible for the procedure, that is, the worker can challenge the actions of the employer.

Obviously, this is a very complex process. Therefore, management has the opportunity to offer the employee to quit by agreement of the parties.

In this case, there will be only three steps:

discussion of conditions;
signing;
fulfillment of final duties.

The employee, in turn, has the right not to agree to such an offer if it does not give him any benefits. Then the employer usually offers a severance pay of one and a half times the amount prescribed by law and other benefits.

The worker, for his part, must not make hasty decisions. It is possible to agree to such a proposal from the management only when the dismissal for reduction will bring him less benefits than by agreement of the parties. Everything needs to be carefully considered and weighed. Even if the director asks to get into position, most often he just wants not only to make his work easier, but also to shift it to the employee.

You cannot rely solely on verbal promises when signing an agreement. As already mentioned, a clear structure of the document, established by law no, therefore, all agreements and conditions should be written down so that you do not have problems later, because it is impossible to withdraw such an agreement at the initiative of one party.

What to choose: dismissal of one's own free will or by agreement of the two parties

Some positive aspects of mutual consent to dismissal were discussed earlier. However, there are others.

If the contract is canceled at the employee’s own request, the employer may require working off within two weeks. If, for example, another company offered you a better salary, but on the condition that you must start work immediately, you can try to persuade the previous employer to leave by agreement of the parties. In this case, you can do nothing.

An example can also be given for the reverse situation. You decide to quit and warn the employer about this so that you have the opportunity to interview for new job. In this case, he is helped by dismissal by agreement of the parties. Until the date of dismissal has come, both parties are aware of the planned termination of the employment contract. The employee calmly looks for a new job, if he is sure that during this period he will find it, and the employer is looking for a new qualified subordinate.

After submitting the application, the specialist has the right to change his mind and cancel his decision during the period of working out. At the legal level, his work will remain with him, as before he initiated such a procedure.

At the end, here are some key tips:

The agreement is drawn up by mutual agreement in writing.
Once signed, neither party can revoke it at will.
Upon dismissal, all obligations and conditions must be met.
The clauses of the agreement must not contradict the law.
An employee may be dismissed for another reason before the moment of dismissal by agreement of the parties.

When hiring an employee, the employer may refuse for a certain reason. In order to understand how the reason is justified, you should read the labor law. Now many employers may not give you workplace due to the fact that you have a non-Slavic appearance, too old or too young, the wrong gender (even if it does not play any role in this profession), and so on.

This is a violation of the law and should be punished. And in many very different cases, employers often commit the offense in one way or another. Some do not even know that they are violating someone's rights. Employees, in turn, should take care of their own interests, not make hasty decisions about the choice of grounds for dismissal, and always keep a plan "B" for themselves.

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