How to write a memo for an employee's promotion: a sample document. Sample of job description Sample of employee introduction for promotion

Employees often turn to the HR department for letters of recommendation. They may be needed for the court, for creditors, for employment in a new position. In this article, we will consider a sample characterization for an employee from the place of work and give some tips on how to write it correctly.

Positive characteristics from the place of work: is the employer obliged to issue it

A characteristic is a document in which the employer assesses the personal and professional qualities of an employee. Some may think that such paper is a relic of the past, but if a written request is received by the personnel department or the management of the organization for its provision, the employee cannot be denied. Taking into account Art. 62 of the Labor Code of the Russian Federation, the process of writing a characteristic from the place of work cannot exceed three working days from the date of application. This rule applies not only to those subordinates who are currently registered with the company, but also to those with whom the employment relationship has already been terminated (see, for example, the Determination of the Moscow City Court of 08.09.2011 in case No. 33-28750).

when applying for a new position;
when applying for a loan;
when applying to the guardianship authorities;
for submission to an educational institution;
when awarded with a prize, a state award;
for the court.

Depending on the place where this document is addressed, accents and formulations of the qualities of the employee are chosen.

Varieties of characteristics

Characteristics are:

external;
internal;
positive;
negative.

External - these are the characteristics that are provided to other organizations or government agencies. When compiling such a document, it is necessary to clarify with the employee the purpose of requesting the document, the style of the characteristics and the form of presentation will depend on this.

Internal characteristics are applied, for example, when an employee is transferred to another department or to another unit, for promotion within the organization where he works. In such a document, it is imperative to focus specifically on the business qualities and working skills of the employee.

In some cases, a personnel specialist may ask to prepare a document for an employee of his immediate superior, having previously given him a sample of how to write a description of an employee. This is permissible and even correct, especially if a new person works in the personnel department who knows little about all employees, or the team is so large that it is difficult for a personnel officer to assess the qualities of a particular person.

Note that the employer is not obliged to agree on the text of the characteristics with the employee who needs it. But if he does not agree with the content, then he can challenge the document in court.

Example of characteristics from the place of work: general requirements

In the current Russian legislation, there is no template for drawing up such a document. Nevertheless, general rules do exist.

The characteristic must be issued on the official letterhead of the organization. If such is not approved by the internal order of the enterprise, then in any case, the full details are indicated in the form, especially if the characteristics from the place of work are provided at the official request of some institution.

So, in this document must be indicated:

Personal data, which includes full name. persons, date of birth, marital status, data on military service and education, as well as information on the availability of various awards.
Information about the work. This section contains information about the length of service, the time of adoption, personnel transfers within the organization, information about the work achievements and professional skills of the person. If the employee in the process of work was sent for training, advanced training, etc., then this should also be indicated in the characteristic. This section also provides information on the employee's various merits (gratitude, encouragement, etc.) or disciplinary sanctions.
Personal characteristics. This information is probably the most important part of the entire specification. It may contain various information regarding the personal qualities of a person. If an employee is the head of a unit, then it is worth noting his organizational qualities, the presence or absence of responsibility for subordinates, the degree of readiness to make difficult decisions, exactingness towards himself and his subordinates, and other qualities. If the employee is a performer, then you can indicate the degree of his readiness to fulfill the orders of the manager, initiative, striving for excellent results, etc. Also in this section you can indicate the relationship of the person with the work collective: whether he enjoys authority and respect or relationships in the team do not add up due to the complex nature or other characteristics of the employee.

Since this is an official document, it is necessary that it be signed by the head of the organization. A signature and a seal are required if the company has one. It is important not to forget to put the date of compilation.

Another practical tip: the characteristic will be easier to use if all the information fits on one sheet.

Sample characteristics from place of work to worker: what to write about

The main requirement for a document, of course, is objectivity. As a result, the general description should create an image of the character and help to form the correct opinion.

At the same time, the content may change depending on who it is being prepared for. If an employee intends to go to the guardianship authorities for the purpose of adoption, his personal qualities should be especially noted in the characteristic, for example, mentioning benevolence, caring, good manners. If a worker is planned to be promoted up the career ladder or he needs to find a job in a new place, such epithets as "executive", "proactive", "responsible" will come in handy. For the court, details are needed about how honest a person is, how he relates to his duties, what kind of relationship he has with colleagues.

But there is another pleasant reason to prepare a characterization - the awarding of state awards of the Russian Federation. In this case, personnel specialists should be guided by the recommendations from the Letter of the Presidential Administration of the Russian Federation dated 04.04.2012 No. AK-3560 and the Decree of the President of the Russian Federation dated 07.09.2010 No. 1099 "On measures to improve the state award system of the Russian Federation." The Letter contains methodological recommendations regarding the preparation of documents for the award. It, in particular, says that the information should help evaluate the contribution of the person being awarded, while it is important to mention qualifications, personal qualities, high merits of the employee, assessment of the effectiveness of his activities. It is expressly forbidden to list labor functions, track record or describe the life path of a specialist.

A sample of such a characteristic can be downloaded in the annexes to the article.

Examples of positive characteristics from the place of work

1.

(on the letterhead of the organization)

Characteristic

Issued by ______________________________________________

(Surname, name, patronymic, date of birth, position)

FULL NAME. work (-t / -l) in ____________________________________________ starting from "______" _______________ 20___. During his work, he was repeatedly sent to refresher courses, which he successfully completed, according to the programs: ___________________________.

FULL NAME. has a vast amount of knowledge in the existing specialty and is always aware of the latest developments in his field. Possesses excellent business negotiation skills.

FULL NAME. has established itself as a responsible employee, aimed at excellent results, always ready to make quick innovative decisions and be responsible for their adoption and for the actions of subordinates. Ready to work in any conditions, including after hours.

Differs in punctuality, delicacy in communication with subordinates and colleagues, for which he has respect in the team. Demanding to himself.

"______" _______________ twenty___

Characteristic

This characteristic was issued by full name, date of birth: ___________________________, working in ______________________________________________.

(name of the organization and its details)

from "______" _______________ 20___ to the present time in the position of _________________.

Has a higher education in the specialty _____________________________________.

Family status: ______________________________________________.

(indicate the presence of spouse (s) and children)

This employee is a worthy professional. He has never been disciplined.

He is on friendly terms with colleagues. He is benevolent and restrained, in any situation he is ready for a peaceful solution to the conflict. There are no bad habits. Has the right life priorities and guidelines. She takes part in the social life of the team with pleasure.

This characteristic was issued for provision in ___________________.

___________________ ___________________

Position of I.O. Surname Signature

An example of a negative characteristic

Let's consider what a negative characteristic looks like from the place of work (such a review is possible, for example, in the case of personnel certification).

LLC "Vesna"

№ 567/13

Characteristic

Olga Petrova, born on 03/08/1984.

Olga Petrova has been working at Vesna LLC since January 2018. Holds the position of sales manager. The manager's responsibilities include the following:

sale of the company's products;

interaction with clients;

drawing up a marketing plan for the enterprise;

search for new sales channels;

maintaining contact with clients;

keeping a card index of clients.

From the first days of work in the team of Petrov O.I. showed herself as a conflict person. Repeatedly expressed her negative opinion about the employees of the enterprise, about its management. Expressed disdain for management and clients.

Professional skills of Petrova O.I. are not high. There are no opportunities to improve professional potential.

In the course of fulfilling the assigned tasks, there were several delays in the delivery time of products due to the fault of this employee. The plan for the sale of products is not systematically fulfilled.

Petrova O.I. She repeatedly received disciplinary sanctions and reprimands in connection with being late for work and repeated absenteeism. This employee does not cope with his immediate duties. The question was raised about the inconsistency of the position held.

Head of Sales Department

Sumarkin M.V.

22.05.2019

What should not be in the document

As we have already noted, there is no regulation on the compilation of a characteristic, but still there are certain prohibitions when writing this document. Avoid:

emotional definitions;
insults to the person being characterized;
inaccurate information;
the employee's personal views on politics, religion, and the like;
grammatical and stylistic errors in the preparation of the document, as well as any abbreviations.

Templates to use

All examples that will be below are given for information only. But they can be used in work, replacing some of the information with the data of specific employees. In our case, a sample of the characteristics of the driver from the place of work will be given for different situations.

Expert Advice - Work & Career Consultant

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In HR administration, not only "classic" characteristics for employees are often in demand, but also more specific options for them - job postings. These documents have their own volume and structure, special rules of execution. The information blocks of the presentation are also specific. Just follow these simple step-by-step tips and you will be on the right track for your job and career issues.

Quick step-by-step guide
So, let's look at the actions that need to be taken.

Step - 1
There are different ideas: to encouragement, to the application of disciplinary sanctions, to dismissal, to conferring a special rank, etc. When starting to write a submission for an appointment to a position, formulate for yourself its main goal: to express the initiative and proposal to transfer the employee to a new job level for him and to justify this decision. Next, we move on to the next step of the recommendation.

Step - 2
Divide the document into two parts. One will be the headline, the other will be the main one. In the first, the details are important: date (number is optional), type (presentation), its name. Next, we move on to the next step of the recommendation.

Step - 3
There is no strict approach to defining the name of a view. Possible, for example, the following options: "Submission of the transfer to the position", "Presentation for the appointment to the position". Next, we move on to the next step of the recommendation.

Step - 4
In the main part of the submission, include the following information about the employee: last name, first name, patronymic, date of birth, position. You can start the document with a line - an established language stamp: "Ivanov Ivan Ivanovich (data) is submitted for appointment to the position (name)". Next, we move on to the next step of the recommendation.

Step - 5
Next, make a reference to education (what educational institution did you graduate from, when, what profession and specialty you received). Next, we move on to the next step of the recommendation.

Step - 6
Give a description of the production (labor) activities of the employee. For this, use the data of the work book or other documents that confirm the seniority, experience of the candidate for the position. Describe the main reasons for the recommended move up the corporate ladder. If it will be a higher position, indicate the merits of the subordinate, his achievements, successes. Next, we move on to the next step of the recommendation.

Step - 7
Evaluate the performance of the employee in the previous position as a whole, his role in the implementation of significant projects of the organization and the implementation of special tasks. Indicate the employee's attitude to business, analyze the quality of performance of job duties. Note the professional skills, individual abilities. Next, we move on to the next step of the recommendation.

Step - 8
Fill out the final part of the submission with the following details: the signature of the originator of the document, the conclusion of HR specialists (in the absence of another structural unit of the organization), a mark of the employee's consent to transfer to another position. Next, we move on to the next step of the recommendation.

Step - 9
Take a note: for any organization, personnel changes are always painless, in which the use of the "internal reserve resource" is predictable. That is why more and more often so-called rotation programs are being developed at enterprises - job movements planned for the future "horizontally" and "vertically".

We recommend that you pay attention to the following tips from a work and career counselor
Please note that there are no strict rules and regulations for making submissions for different purposes. Choose the best option for yourself in terms of volume and content, adequate to the document flow standards adopted in the organization.

More information and helpful tips from a work and career expert
Within the framework of rotation programs, transfers to positions with appropriate representations are carried out on a fairly formalized basis, and the interests and motivation of personnel are beneficially linked to the objectives of the enterprise. The practice of moving employees with such a personnel policy turns out to be very effective.

This quick start guide covers:

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We hope the answer to the question - How to write a submission for a position - contained useful information for you. Good luck to you! To find the answer to your question, use the form -

N.B. Belova,
Tomsk

Sooner or later, each employee of the personnel service has to draw up a description or representation of the employee. The hardest part is for those who for the first time are faced with such a responsible matter as preparing a review of their staff about labor and social activities.

There are no statutory requirements for characterization and representations. Their content is largely shaped by practice, office management standards adopted in the organization, education and experience of personnel service employees.

In order to facilitate the work of personnel officers and all those who have to draw up these documents, we will give a number of rules and recommendations for their preparation and execution and start with the characteristics.

Specifications

A characteristic is a document with a review of a citizen's labor, social or other activities, a brief description of his qualities manifested in labor and social activities. The need for it arises when a citizen or his behavior is required to be assessed and made in relation to an imperious decision.

Depending on the purpose of compilation and use, characteristics are divided into characteristics intended for use in an organization (hereinafter referred to as "internal") and characteristics compiled at the request of third-party (relative to the organization) entities and intended for use outside the organization (hereinafter - "External characteristics").

Characteristics for external use

External characteristics are compiled at the request of the employees themselves (for presentation at the place of request), the requirements of state and other bodies, third-party organizations. The purposes for which characteristics are required from the employer can be varied: both for solving everyday issues (for example, admitting an employee to an educational institution, obtaining a loan, etc.), and for resolving issues related to the acceptance of an employee by the state (including jurisdictional) or a municipal authority of an imperious decision (for example, on the issuance of various permits, the application of measures of state influence against an employee (reward or punishment), etc.).
The most difficult thing for employees of human resources services is the compilation of the characteristics requested by lawyers, bodies (officials), in the proceedings of which there is a case of an offense, the commission of which is imputed to the employee, by the courts (judges).

In all cases of bringing an employee to administrative or criminal liability, the court and the body authorized to impose administrative punishments, when resolving the case and imposing punishment, must take into account the identity of the perpetrator, his property status and other circumstances that are important for the correct resolution of the case. For this, they are entitled to demand information characterizing the employee, his family and property status, and others. In most cases, documents requiring the submission of the required information do not indicate what information is required by the court or other jurisdictional authority. In view of this, an employee of the personnel department, at best, can consult with a lawyer or the employee himself, and at worst, he must independently determine what information is needed by the requesting characterization.

Here are general rules that will help to simplify the solution of a number of difficulties arising in the preparation of characteristics.

This part can immediately include information about the organization that issued the characteristic, for example:

Instead of "employee" in the title to the text, you can indicate the specific name of the position (profession, specialty) occupied (performed) by the employee. However, this approach is more suitable for internal characteristics, since the whole work activity of the employee is important for external ones, and not only in the last position (in the last profession).

In practice, the year of birth is often indicated in the heading part, for example:

Here, in the heading part, the date of compilation of the characteristics is given, for example, as follows:

The date of compilation can also be indicated in the signatures of officials certifying the characteristics, or at the end of the text (see below).
The main part of the characteristics can be divided into the following information blocks:

Let's consider them in detail.

General biographical information

General biographical information means the date and place of birth, information about education (level of education, names of educational institutions and time of education). The personnel service establishes this information on the employee's personal card and other accounting documents.

General biographical information can be presented in two ways:
a) in a narrative form- when the data is indicated in one sentence (in several sentences of the same style) while maintaining a single meaning, for example:

b) in questionnaire-list form of presentation- when the data is indicated in the form of a list, for example:

If an employee has several levels of education (in different directions) or two (or more) educations of the same level (for example, two higher education), then they are reflected in the description with an emphasis on the main or the main thing for the employee.
In the same block, information about military service is indicated, for example:

The brief information on the biography of the employee may include information about the marital status - the state of marriage, the presence of children, etc., for example:

Brief information about work activity to the last place of work

This block is rarely included in the description - as a rule, at the request of the employee himself or his lawyer. In this case, the HR officer indicates from 3 to 5 places of work to the last place, for example:

These data are established according to the employee's work book.

Characteristics of labor activity at the last place of work

In this information block, employees of the personnel department can be recommended to present information about the employee in the following order:

1) positions (profession, work), which the employee occupied (performed) in this organization, brief description of responsibilities for the last position held (work performed) or for several last positions (jobs) of interest to the subject who requested a characterization. For example:

A more detailed listing of the duties performed by the employee should be indicated only if the employee himself, a lawyer or another person requesting a characterization asks for it. It seems that for such situations it is easier to prepare a copy of the employee's job description or production instructions, and in the description, the main emphasis is on the employee's achievements, for example:

2) the business qualities of the employee, shown by him in the course of work. In fact, this block provides an assessment of the employee's behavior, given to him by his colleagues, immediate supervisor, subordinate employees, personnel service. To prepare the characteristics in this part, the estimates given to the employee during the last certification can also be used.

What kind of business qualities should be given in the characterization, the employee of the personnel department must determine together with the employee, lawyer or other person requesting the characterization, and if it is impossible to consult with interested parties, independently, guided by the goals and reasons for drawing up the characterization.

It is always difficult to start listing the qualities of an employee. In order to facilitate this process, we recommend using Table 1, in which a human resources employee, an employee's immediate supervisor or a subordinate must answer the main key questions about the employee - "What is he?" or "Who is he?" - in different directions.

Table 1

Areas of activity	Which? / Who?


Leading activities: leadership, ability to plan and organize work, authority with colleagues and subordinates, exactingness, etc.
Creative activity: initiative, the ability to set and solve creative problems, the ability to find non-standard approaches to solving problems, etc.
Social and communication activities: sociability, conflict resistance, stress resistance, the ability to work in a team, etc.
Educational activity: own learning ability, tendency to self-study, ability to teach and educate others, etc.

The left column of the table can be supplemented by the HR officer at his discretion. The right column of the table filled in by the employee's immediate supervisor, his colleagues, and the HR officer is the main one for describing the employee's business qualities. For example:

Fragment of a filled table

Areas of activity	Which? / Who?
Professional activity: qualifications, competence, professional abilities, professional thinking, knowledge of the profession, etc.)	*Highly qualified specialist*
Executive activity: organization, efficiency, diligence, perseverance, efficiency in fulfilling orders / orders, diligence, conscientiousness, discipline, diligence, accuracy, independence, etc.	*Executive* *Conscientious* *Independent* *Disciplined*

When transforming short estimates into the main section of the characteristic, you must adhere to the following rules:

-	to describe the qualities of the employee, the narrative form of the text of the document is used, for example, "manifested", "characterized", "refers";
	the style of presentation should be neutral; when describing the qualities of an employee, it is unacceptable to use emotionally expressive language means, figurative comparisons (metaphors, epithets, hyperbole, etc.);
	the text of the characteristic should be succinct and clear, characterized by the logical and grammatical coherence of the text, the simplicity of the language; the brevity of the presentation, however, should enable the reader of the characterization to get a complete picture of the employee;
	in the text of the characteristic, it is unacceptable to use turns of colloquial speech, technicalisms, professionalisms, the use of foreign words and terms in the presence of equivalent words and terms in the Russian language, own abbreviations of words, expressions "etc.", "others." and others;
	despite the fact that the characteristic is a description of the employee's qualities, nevertheless, it is undesirable to use personal pronouns in it ("he", "she", etc.).

With this in mind, the business qualities of an employee can be described as follows:

He treats the performance of his duties in good faith and responsibly. Disciplined. When solving complex issues, he shows independence and efficiency. She is diligent in fulfilling the orders of the management.
Possesses organizational skills, enjoys authority among colleagues and employees of related departments. Demanding to herself and her subordinates.

In the above example, the description of the qualities of the employee is given using verbs and short adjectives. The same information can be summarized as follows:

During the work of Sergeev O.P. proved herself as a highly qualified specialist in the field of standardization, well-versed in the legislation on technical regulation.
To the performance of official duties Sergeeva O.P. treats in good faith and responsibly. It is characterized by a high degree of discipline. When solving complex issues, he shows independence and efficiency, diligence in fulfilling the orders of the management.
Sergeeva O.P. possesses organizational skills, enjoys authority among colleagues and employees of related departments, shows exactingness towards himself and his subordinates.
Knows how to find non-standard approaches to solving the problems facing the department, to be creative in business.

As can be seen from the presented fragment, the description of the employee's business qualities is given in the order set out in the table (by line of business). This approach is considered the most correct, but not the only one. When preparing a characterization, the compiler can list the qualities of the employee not by groups, but in accordance with the logic of the story.

The characterization of the employee should be as objective as possible. In compiling it, the employee of the personnel department must give a real and truthful, and not desired or ideal, description of the employee. If the latter has disadvantages, they should be reflected in the characteristic. As practice shows, a characteristic is considered more objective, in which the ratio of shortcomings and positive qualities is 1: 5, that is, there should be no more than 20% shortcomings. A change in the ratio in favor of negative qualities makes the characteristic negative, and in favor of positive ones - raising doubts about objectivity.

When listing the employee's shortcomings (in the same areas of activity as positive qualities), one should be correct and refrain from clearly expressed negative assessments. It is advisable to associate disadvantages with advantages, and in some cases you need to try to neutralize them by listing positive qualities, for example:

The foregoing does not mean at all that if the employee has no shortcomings, then in order to make the characteristics more objective, they need to be invented. You just need to strive to ensure that this document characterizes the employee as accurately as possible;

3) participation in the organization's projects, the employee's contribution to the organization's activities. This block should be given after the description of the business qualities. If the employee has participated in important projects, it is advisable to describe the degree of his participation, personal contribution and, if possible, the qualities manifested at the same time, for example:

4) the personal qualities of the employee, manifested by him in the course of labor and social activities. When describing the personal qualities of an employee, they are guided by the above rules. Like business, personal qualities are described in the form of judgments about the employee. In order to make it easier to remember the character traits of an employee, you can also use a table in which the compiler first gives short answers to the question "which" and only then transforms them into a single text.

table 2

If in assessing business qualities it is still possible to speak of some kind of objectivity, then the assessment of personal qualities is overwhelmingly subjective, unless it is given by a large group of people. Moreover, personal qualities can be interpreted in different ways. So, for example, the characteristic "ambitious" can be interpreted in two ways: both as a positive trait, which allows one to draw conclusions that the employee is striving for great achievements, and as negative, indicating that the employee shows excessive self-esteem and self-esteem.

Therefore, just as in the case of business qualities, words must be chosen carefully. The same should be said with regard to the shortcomings - if, in the opinion of the compiler of the characteristics, they are and are obvious, you need to try to balance them with advantages.

With that said, personal characteristics can be described as follows:

If a psychologist does not take part in drawing up a characterization, one should not get carried away with a psychological assessment. The maximum that an employee of the personnel department can do is describe the character warehouse (calm, impulsive, etc.) or temperament (sanguine (balanced, mobile), choleric (unbalanced, mobile), phlegmatic (balanced, inert), melancholic (unbalanced It should be noted that conclusions about the character or temperament of an employee will be objective only if they are based on long-term observations of him;

5) the results of training, retraining and advanced training. Basically, this information is provided in the characteristics requested by the new employer of the employee, the bodies establishing the new professional status of the employee, etc. In the characteristics compiled for submission to the court and other jurisdictional authorities, this information will be redundant, unless they are provided for “completeness of the picture »Or to compensate for the lack of information about work activities. In this case, information about an employee's training can be linked to his business or personal characteristics as follows:

6) information about awards and incentives, disciplinary sanctions. This information is established according to the data of the employee's personal card. If an employee has several homogeneous incentives, they can be indicated in general terms. Significant incentives and awards need to be highlighted, for example:

If an employee has "unreleased" or "outstanding" disciplinary sanctions, then when deciding whether to indicate them in the profile, the HR officer should be guided by the principle of objectivity of information. However, it should be noted that the right to indicate or not indicate this or that information entirely belongs to the personnel service, if in the request from the jurisdictional authorities there is no direct indication that the description should indicate disciplinary sanctions (if any).

Characteristics of social activities

This information block indicates in which public associations or bodies the employee is a member, in which public projects and events he takes part, etc. This block can describe the social activities of the employee both inside the organization and outside it, but about which the personnel service is reliably known from the messages of the employee, other sources. For example:

Other information

Once again, we draw the attention of personnel services employees to the fact that a characteristic is not an employee's personal or registration card, but a document in which the employer must evaluate the employee. If the court, law enforcement and other authorities were interested only in reference data about the employee, they would have had enough of a copy of a personal card or an extract from it.

In the event that an employee of the personnel service is afraid to make a mistake in his estimates or cannot give them due to the lack of psychological education, or considers it necessary to refrain from evaluations, but nevertheless provide information that may be of interest to the subject using the characteristic, he can be advised simply state the facts that took place during the employee's work in the organization. In the event that he himself was not a witness to these facts, it is advisable to indicate where he knows this information from. In the characteristic, you can give a brief summary of the statements, statements or statements of the employee, which can further characterize him. For example:

Despite the fact that this information is of a stating nature, it can entail more significant consequences for the employee than the estimated characteristics. Therefore, you need to give an account of how it will be interpreted.
What is undesirable to do in a characterization is to make predictions and assumptions, unless there is a special need to do so.

Purposes for which the characteristic is given

At the end of the characteristic, it is indicated for what purpose the characteristic was issued. If it is known in advance, then this is directly indicated in the characteristic, for example:

If the characteristic is being prepared for use in several organs, then it can be written in it:

If the date of compilation of the characteristic was not indicated in the heading part, it can be indicated in this information block, for example:

The place of presentation of the characteristic can be indicated in the heading part, for example, if the characteristic is being prepared for presentation to potential employers, then the place of presentation can be indicated as follows:

Features for internal use

Cases and grounds for drawing up internal characteristics should be determined in local regulations. Mostly the need for them arises when deciding questions about transfers to vacant positions, about the application of incentives or disciplinary measures, about determining the employee's suitability for the position held or the work performed (during certification), about assigning new duties to the employee (for example, managing a new project), about sending to a long and responsible business trip, etc.

The guidelines outlined in the previous section can be used to compile the intrinsic characteristics. However, in the internal characteristics, more emphasis should be placed on the worker's labor activity.
Depending on the purpose of drawing up a characteristic, in addition to the qualities of the employee, it can provide an assessment of the creative potential of the employee, conclusions about his aspirations, expectations and claims (for example, for career growth), recommendations on the use of his qualities, etc.

Often, internal characteristics are part of other documents, for example, representations, which will be discussed in the next issue of the journal.
Since the internal characteristic is compiled exclusively for internal use, it is not necessary to indicate the place of presentation in it.
In some cases, it becomes necessary to indicate the official, at the request (demand) of which the characteristic was drawn up.

Rules for registration and issuance of characteristics

Typically, the characteristics are compiled by staff members. At the same time, the primary characteristic, which forms the basis of the official document, is usually prepared by the immediate supervisor of the employee. The general characteristics can be based on surveys of colleagues or subordinates of the employee himself.

Regardless of who prepares the characteristics, the local regulatory act of the organization must clearly define who has the right to issue characteristics and whose signature they must be certified.
For characteristics intended for external use, the main requirement is their officiality. Therefore, they must be signed by the first person of the organization or a person authorized by him and certified by the seal of the organization. A number of companies practice certification of the characteristics with a second signature - the immediate head of the personnel department.

Internal characteristics are signed only by the head of the personnel department or the compiler of the characteristics, they are not stamped.

Characteristics refer to documents containing personal information about the employee, and, therefore, their preparation and presentation must be carried out in compliance with the norms of Chapter 14 of the Labor Code of the Russian Federation. According to Article 88 of the Labor Code of the Russian Federation, the employer cannot communicate the employee's personal data to a third party without obtaining the employee's written consent (with the exception of cases when it is necessary in order to prevent a threat to the life and health of the employee, as well as in cases established by federal law).

In the event that an employee is the initiator of drawing up a characteristic intended for external use, then the characteristic is issued to him against receipt. You should also take a receipt for the receipt of the characteristics from the lawyer of the employee who receives it in your hands. To account for the external characteristics issued by the organization, an appropriate book (magazine, album) is kept, provided for by the local Regulation on the protection of personal data of employees, in which marks are put on the issued characteristics and recipients' signatures (upon receipt). When the characteristics are sent by mail, the receipt marks are put down in it, affixed on the basis of mail notifications.

A copy is made from the characteristics transferred or sent by mail to the initiator of its preparation, which is placed in the employee's personal file. Moreover, this applies to both the characteristics of working employees and dismissed ones.

Impact characteristics

In conclusion of the first part of the article, let us return once again to the content of the characteristics.

When compiling them, a large number of questions arise about the ethics of bringing this or that information. The desire of HR staff to “do no harm” sometimes leads to the fact that the characteristics turn into “commendation sheets”.

According to judges and officials of jurisdictional authorities that make decisions on punishment, most of the characteristics are written according to the same template, and they are all similar to the presentation of workers for awards. If the initiators of the initiation of a criminal case or an administrative offense case are the employers themselves, then the exact opposite takes place - the characteristics of employees who have committed official offenses directed against the interests of the owners of the enterprise are initially similar to sentences. There are only a few objective characteristics.

It would be rash to give universal advice - to write everything and only "the truth and nothing but the truth" in the description, for the simple reason that, firstly, any human assessment of events and behavior is subjective and "everyone has their own truth", and , secondly, because a positive assessment is more difficult to use to the detriment of an employee than a negative one, and it does not matter who is the subject of its use. We believe that the above ratio of the employee's merits and demerits will bring the minimum harm and the maximum benefit, if, of course, the latter are available. As for the merits, even if it is impossible to form an idea about the employee, there are a number of neutral and impartial assessments that can be used as the basis for the characterization.

The most responsible is the compilation of characteristics for courts or other bodies deciding whether to apply punishment to an employee, to issue a permit to an employee (for example, for adoption), etc. In order for the characterization to be as complete as possible, you should try to consult with a representative of the employee or body that requested the characterization.

After such a description is drawn up, the staff member must give it one of three ratings: "positive", "satisfactory" or "negative". If it is difficult to do it yourself, then you can ask a colleague (of course, without giving information about the employee).

In no case should it be considered that the characteristic is written for "pro forma" purposes. External characteristics, especially judicial ones, can change a person's life. Here are just a few examples of how characteristics from the place of work and place of study influenced the fate of people:
a) positive characteristic:

Fragment of the judgment

b) satisfactory performance:

Fragment of the judgment

c) negative characteristic:

Fragment of the judgment

When composing another characteristic, you need to remember that its application can change not only the life of an employee, but also other people, for example, an adopted baby - putting your signature in the characteristic, you decide his fate. Therefore, be careful with your words!

Performance

N.B. Belova,
Tomsk

A submission is understood as a document that expresses an initiative to apply specific measures to an employee or to take certain actions against an employee. In many ways, the views resemble characteristics. Moreover, in some of them the characteristics are included as separate blocks. However, these are different documents differing both in content and design.

The view can be conditionally divided into two parts: heading and main. The first contains the following details:

-	date and number. Proceeding from the fact that most of the submissions are strictly individual in nature, they may not be assigned a registration number - in this case, submissions are recorded by the date they were issued and the names of employees;
	type of document(performance);
	heading to text... Unfortunately, a uniform approach to determining the name of the type of document under consideration has not developed in practice: in some cases, the title to the text answers the question "why?" (for example, "to encourage"), in others - "about what?" (for example, "about the promotion"). According to the All-Russian Classifier of Management Documentation (OKUD), the documents in question should be called "the idea of reward", "the idea of transfer to another job." At the same time, if we proceed from the fact that the title is determined based on the wording of the main action - "submitted to ...", then the documents under consideration should be called "presentation for encouragement", "presentation for the application of a disciplinary sanction", etc. Since no uniform requirements for the preparation of the documents under consideration have been established, it seems that both approaches - “the idea of reward” and “the idea of reward” - will be correct. At the same time, in order to unify the personnel service, it should give preference to one of them. The title may not stand out at all in the view. In such cases, the text emphasizes the direct wording of the submission - “submitted to ...” (for example, as in the sample representation on transfer to another job, given in the section “PAPERS” - page 82);
	data about the creator of the presentation. Information about the author of the submission can be indicated both in the title of the document (see the sample submission for the application of a disciplinary sanction on page 81), and at its end in the signature details (see the sample submission for encouragement on page 79 of the "PAPERS" section);
	destination. In the event that a specific decision is to be made on the submission, the person to whom the submission is addressed is indicated in the heading part as shown in the sample submission for promotion (page 79 of the "PAPERS" section). The addressee is not given when the text of the submission provides for a place to indicate the decision on the submission and the signature of the person who adopted it (for example, as in the sample submission to the application of disciplinary sanction - page 80 of the section "PAPERS").

In the main part of the submission, first of all, accounting information about the employee (surname, name, patronymic, position or profession, date of birth, etc.) should be provided. Their composition is determined by the personnel department for each type of submission (see recommendations for compiling individual types of submissions). Also, depending on the type of presentation in it, separate information blocks are given: characteristics of the employee's qualities, necessary to resolve the issue of applying specific measures to the employee; grounds for applying appropriate measures to the employee; direct presentation; conclusion of the relevant subdivisions on the submission; other information. The view itself can be formulated as follows:

"I represent _____________________ to ________________________________________";
(employee data)

"_____________________ submitted to _____________________________________."
(employee data) (actions or measures in relation to the employee)

In practice, the following formulation of the presentation is also often used:

"_________________________ is worthy of __________________________________________".
(employee data) (actions or measures in relation to the employee)

Other information may be included in the submission depending on the measures to which the employee is presented (see the next section).

Types of views and their content

I. Submission for promotion

Representation for employee reward is the most common type of presentation. It is provided for in the HR administration system of a significant number of organizations and government agencies.

Before proceeding to characterize the content of this presentation, you need to pay attention to the following point. Not always the wording "preparing a submission to reward an employee" means drawing up a separate document - a submission. In most normative legal acts regulating the procedure for encouraging and rewarding employees, the above provision means the preparation of documents for encouraging personnel in general; specific types of documents are provided for by instructions for office work, other local regulations of the organization. For example, the preparation of a presentation for rewarding employees with some departmental insignia in labor involves the preparation of such documents as letters of application (addressed to the head of the body that carries out the promotion), award sheets, and others.

If the personnel department intends to include in the office work system directly the presentation for the promotion, then when developing its form, it is advisable to take into account a number of the following recommendations:
1) there must be a place for credentials in the submission. Their composition depends on "for whom" the form is being developed. So, in the submission to the employee's incentive, which will be drawn up by the employee's immediate supervisor, it is not entirely correct to provide columns for indicating those credentials to which only the personnel service has access. For the form of such a presentation, general data are sufficient, which are known to the immediate supervisor of the employee - the last name, first name and patronymic, the position held (work performed), the personnel number. In the event that columns for more information are included in the form, for example, about the length of service in the organization, the time of filling the last position (performing work in the last profession), etc., then they can be filled out by an employee of the personnel department after receiving a partially completed submission from the head of the structural unit. In this case, you can specify in the interlinear who fills out this or that column, for example:

Fragment of the presentation

PERFORMANCE
to encourage

2. Date of birth ________________________________________________

3. Position / profession __________________________________________
(indicated by the employee's manager)
4. Personnel number ______________________________________________
(indicated by the employee's manager)
5. Work experience:
- general _________________________________________________________
(indicated by the personnel department)
- In the organisation _________________________________________________
(indicated by the personnel department)
- in the position held (by profession) _____________
(indicated by the personnel department)

If the submission is developed directly for the personnel service and will be addressed to the head of the organization, then the composition of the credentials can be much larger, for example, about the employment contract, education, etc. Once again, we draw your attention to the fact that the question of what credentials should be indicated in the submission, the personnel department decides on its own;
2) it is advisable to provide a place in the presentation for the promotion to reflect information about the employee's unlifted disciplinary sanctions, for example:

"Information about the disciplinary sanctions not lifted ________________";

3) in the event that, in the opinion of the personnel department, the person entitled to apply incentives needs to know information about the employee in order to make a decision on incentives, the submission form provides for columns for a brief description of the employee, for example:

"A brief description of _______________________________________".

The characteristic can also be highlighted in a separate information block (see below). If, for the person who makes the decision to reward the employee, only merits and achievements are important, for which the employee is actually presented for reward, in the form of presentation it is sufficient to provide lines for their listing, for example:

"Specific merits (achievements, successes, distinctions) _____________";

4) the presentation for the promotion may not provide for the possibility for the direct supervisor of the employee to indicate a specific type of promotion. In this case, the document formulates a general proposal to apply incentives to the employee without specifying which one, for example:

"___________________________________ is presented for promotion."

For the final decision on the submission, separate columns or information block are provided;
5) the submission form must provide a place for the signature of the employee who made the submission.

In the event that the incentive system provides for the coordination of submissions drawn up by immediate supervisors with the personnel service, then in the form of submission it is advisable to provide a place for its conclusion.

Depending on how the head of the organization or another person should express his decision on the presentation, when developing the presentation form, it is necessary to provide a place for the resolution or for the expression of a specific decision.

Thus, the presentation can be divided into the following information blocks:

In view of the above, the presentation for the promotion can be drawn up according to the model given in the section "PAPERS" - p. 79.

For cases of submission for the promotion of a group of employees in order to reduce the workflow, it is advisable to develop a separate submission.

The main part of such a view can be constructed according to the following pattern:

Fragment of the presentation

Per ______________________________________________________________
(incentive motive)
presented for promotion in the form of _______________________________
(specific type of promotion)
1. ______________________________________________________________

2. ______________________________________________________________
(surname, name, patronymic; position, profession)

This form is used if a group of employees is presented to one type of incentive. The template in the section “PAPERS” on page 80 can be used to represent multiple employees for different types of incentives.

II. Submission for application of a disciplinary sanction

Submission to the application of disciplinary action is used in the HR administration system of a significant, but not a large number of commercial organizations. This is largely due to the fact that in order to make a decision on bringing employees to disciplinary responsibility, there are enough documents confirming the fact of the commission of disciplinary offenses (acts, minutes, reports, memoranda, etc.).

If the personnel service intends to consolidate the obligation to put forward an initiative on the application of disciplinary sanctions to the heads of structural units and to unify the documents in which such an initiative is expressed, then when developing the submission form, it is necessary to take into account the recommendations given in the previous section (on the development of a submission to encouragement). So, first of all, the personnel service must determine the composition of the credentials. In the main part of the presentation, it is advisable to provide columns for:

In the submission, space may be provided to summarize the employee profile.

As in the case of the submission for encouragement, in the submission for the application of disciplinary sanction, there must be a place for the resolution of the head of the organization or another person authorized to make decisions on bringing employees to disciplinary responsibility, or for its direct decision. A submission to the application of a disciplinary sanction can be drawn up in the form given in the section "PAPERS" (page 81).

III. Translation submission

This type of representation is also not found in every organization. As a rule, ideas about the transfer are introduced into the office work system to resolve issues of transfer to senior management positions and in cases where local regulatory legal acts provide that the appointment to the position is made on the appropriate presentation of a higher official.

In the transfer submission, it is necessary to provide a place for:

1)	credentials (last name, first name and patronymic, current position, date of birth, education (level, educational institution, graduation date, specialty by education), other information from a personal card necessary to resolve the issue of transfer to a vacant position);
	direct submission - “submitted for appointment to the position of ____________________”;
	characteristics of the employee's labor activity, drawn up on the basis of a work book or other documents confirming the employee's experience;
	the grounds for the submission for translation (merits, achievements of the employee, etc.);
	signatures of the compiler of the submission, the conclusion of the personnel service or other structural unit, marks of the employee's consent to transfer.

Since the transfer to a higher position can be conditionally considered an incentive, then when developing a specific form of presentation, it is advisable to use the recommendations given in subsection I of this section, and, in particular, to provide a place for the decision of the head of the organization (another official) on the proposal. As an example, we can use the presentation shown in the PAPER section (p. 82).

IV. Representation of an employee during certification

The traditional procedure for attestation of personnel provides for the preparation of a submission for the certified employee.

In the most common form of submission to the certified employee, in addition to the place for indicating the credentials of the employee (last name, first name, patronymic, date of birth, position held at the time of certification, date of appointment to the position, education, general seniority, length of service, etc.) , space is allocated for:

1)	characteristics of the production (service) activities of the employee and the qualifications of the employee;
	information on the compliance of the employee's professional training with the qualification requirements for the position and the category of remuneration (according to the results of the previous certification);
	evaluating the results of the employee's work for the period between attestations, incl. assessment of participation in the implementation of individual projects, the implementation of special assignments, etc .;
	assessing the employee's attitude to work and the quality of job duties, the employee's personality, including his professional qualities and individual abilities;
	preliminary conclusions about the compliance of the employee's professional training with the qualification requirements for the position and the level of remuneration at the time of certification.

In the form of submission to a managerial employee, in addition, a place is provided for reflecting the results of the activity of the structural unit headed by the employee, the results of the implementation of the project coordinated by him.

Usually, the employee's immediate supervisor is responsible for compiling and arranging the submission. The document signed by him is submitted for approval to the personnel service or directly to the attestation commission. If the local Regulations on the certification of the organization's personnel provide for the approval of the submission with the personnel service, then the submission form should provide for a place for approval visas or special marks of the personnel service.

When developing a presentation form for a certified employee, a presentation option can be taken as a basis, in which the content is designed according to the following pattern:

Presentation option

PERFORMANCE
per certified employee

1. Surname, name, patronymic _______________________________________

2. Position held at the time of certification _________

3. Date of appointment _________________________________
4. Motivated assessment of professional, personal qualities and
performance results _______________________________
_________________________________________________________________
_________________________________________________________________
________________________________________________________________.

___________________________________ _________ _____________
(position of the head, (signature) (transcript)
who made an idea)
"___" ___________ _______G.
Acquainted with the presentation _________ _____________
(signature) (transcript)
"___" ___________ _______G.

In some organizations and institutions, the procedure for drawing up a submission for a certified employee is characterized by certain features. So, for example, when attesting the heads of secondary specialized educational institutions, a presentation for attestation is prepared by the board of the educational institution on the basis of the director's report on the results of work at the general meeting of the team and signed by the deputy chairman of the board of the educational institution indicating the dates and numbers of the minutes of the meeting, board meeting. Consequently, the submission form should provide a place for specifying the details of the listed documents.

Since the legislation does not establish uniform requirements for the certification procedure, and, consequently, for the form of submission to the certified employee, the organization may provide for a special approach to reflecting the employee's assessments. For example, in a number of banking organizations, personnel certification is carried out according to the scheme established by the Central Bank of the Russian Federation for its employees in the Regulations on the certification of employees of the Central Bank of the Russian Federation, approved by order of the Central Bank of the Russian Federation dated May 15, 1994 No. 01-000. In this scheme, the form of submission provides for the possibility of putting down assessments by groups of experts, which include representatives of various departments that most often interact by the type of activity with the certified employee. In this case, each expert evaluates the person being certified according to the parameters specified in the submission form:

Fragment
presentation forms

PERFORMANCE
(for a specialist)

Surname _______________________ Position ______________________
Name ___________________________ ________________________________
Patronymic ______________________ Place of work ___________________
________________________________

II. Assessment of a specialist (rate the indicators on a 7-point scale)
labor productivity, professional and personal qualities
certified specialist. For the extreme values of the scales (1 and 7 points)
the necessary explanations are given. Circle the score that is
In your opinion, the most consistent with the level of attested):

Assessment of performance indicators

For each work Work is spent
much less time is spent
longer than dictated
it is dictated by experience or experience or plan
plan 1 2 3 4 5 6 7

In some organizations, the certification scheme does not provide for the preparation of representations for employees - they are replaced by reviews about the employee's activities, reviews about the employee or characteristics-reviews. These documents differ from the representations in that, in addition to the information listed above, a special information block contains reviews about the employee of his immediate supervisor and preliminary conclusions about the employee's compliance or non-compliance with the position held or established requirements.

In conclusion, it should be noted that in the considered form of representations, as such, there is no formulation of the representation - what the employee is representing.

V. Presentation for conferring a special title

Submission for conferring a special rank is the core of the procedure for conferring special ranks on employees of a number of government agencies. Since this procedure is mainly regulated by special regulatory legal acts, the forms of submissions are also approved by these acts.

Basically, the forms include the following information blocks:

1)	accounting information about the employee (last name, first name, patronymic, position held, education, length of service, etc.), information on the assignment of the last special rank (details of the assignment document, the nature of the assignment of the rank (regular, early);
	direct presentation with an indication of the special rank, terms of presentation, the nature of the assignment (next, early);
	characteristics of the professional, business and personal qualities of the employee (description of performance with an indication of specific results achieved, information on the implementation of recommendations given during the previous certification). In the submission for the assignment of the next special rank ahead of schedule or one step higher, it is indicated for which specific merits or performance indicators the employee is presented for the assignment of a special rank;
	conclusion of the personnel department on the submission (on support, disagreement with the submission, rejection of the submission);

	certificate of conferring a special rank to an employee (special rank, details of the document on conferring the rank).

Since submissions for the assignment of special titles are circulating only in some state bodies, it seems unnecessary to cite their samples. The same personnel services employees who have to resolve issues with the preparation of the considered submissions, we recommend that you study the schemes provided for by special regulations, for example, the Instruction on the organization of work on the use of incentives and disciplinary sanctions in the bodies for the control of the circulation of narcotic drugs and psychotropic substances (order of the Federal services of the Russian Federation for the control of drug trafficking dated 09.06.2004 No. 174), the Instruction on the procedure for presenting employees and citizens recruited into the service of the customs authorities of the Russian Federation for the assignment of special titles (order of the State Customs Committee of Russia dated 30.04.1998 No. 280).

Vi. Submission for dismissal

This type of representation is also used in government agencies. Its introduction into the system of personnel records management is due to the specifics of service in state bodies (when the right to raise the question of dismissal of an employee is vested with his immediate supervisor or the head of the corresponding structural unit) and the peculiarities of building their personnel apparatus. But in transferring this experience to commercial organizations with small personnel services, there is hardly a special need - the personnel inspectors loaded with the registration of mandatory documents will not be enthusiastic about drawing up another document when an employee is fired. As for line managers, heads of structural divisions, it seems difficult to involve them in the procedure for drawing up representations.

For those who nevertheless intend to introduce submissions for dismissal into the office work system, it is advisable to pay attention to a number of regulatory legal acts regulating the procedure for dismissing employees of state bodies, for example, to the Instruction on the organization of work on dismissal of employees from service in drug control authorities. drugs and psychotropic substances (Order of the Federal Service of the Russian Federation for the Control of Drug Trafficking of 23.06.2004 No. 186), Methodological Recommendations for the Organization of Work on the Admission of Citizens of the Russian Federation to Service (Work) in the Customs Authorities of the Russian Federation for Appointment to a Position, for Dismissal of Officials persons of the customs authorities of the Russian Federation and institutions of the State Customs Committee of Russia (order of the State Customs Committee of Russia dated March 17, 2004 No. 115-r), Instruction on the procedure for applying the Regulations on service in the internal affairs bodies of the Russian Federation in institutions and bodies of the penal system of the Ministry of Justice of the Russian Federation (pr ikaz of the Ministry of Justice of Russia dated 26.04.2002 No. 117).

It should be noted that some companies in the near future will be required to provide for dismissal in their office management system. This applies to those organizations in which citizens are already doing or will be doing alternative civilian service. According to the Regulation on the procedure for passing the alternative civilian service, approved by the Government of the Russian Federation of May 28, 2004 No. 256, the decision to dismiss a citizen from the alternative civil service is made on the basis of a submission for dismissal; in the submission to dismissal, the grounds on which the citizen is subject to dismissal from the alternative civil service are indicated. When developing the form of such a submission, the personnel department can use the options for submissions approved by the above regulatory legal acts.
In any case, in the form of presentation, it is necessary to provide columns for indicating the following information:

Fragment of the presentation

...
submitted for dismissal in accordance with ______________________
(subparagraphs,
__________________________________________________________________
clauses, articles of the federal law)
in connection with ______________________________________________________.
(reason for dismissal)

In the form of submission for dismissal, it is also necessary to provide a place for the marks of the dismissed to become familiar with the submission and the signature of the employee who made the submission.

In conclusion, it should be noted once again that there are no normatively fixed rules for the compilation and design of submissions. As for the above methods, they should be considered as recommendations.

Examples of positive and negative characteristics

To begin with, let's give an example of a positive characteristic from the place of work. This is the most common option, which lists the strengths of a person and his positive professional qualities.

Nikiforov Semyon Ivanovich is a high profile specialist who has been working at Electrosystems LLC for 15 years. His total work experience is 22 years. During his work at Electrosystems LLC, he has established himself as a responsible, qualified employee. Semyon Ivanovich competently, quickly and efficiently solves the tasks assigned to him. The projects for the installation of electrical systems entrusted to him were carried out with high quality and in a short time. The main positive qualities of Semyon Ivanovich are his responsibility and perseverance in achieving the goal. It is also impossible not to note his ability to correctly explain the task to other specialists. Nikiforov Semyon Ivanovich was twice awarded a commendation from the management of Electrosystems LLC.

Now let's give an example of a negative characteristic:

Mitrofanov Ivan Ilyich worked at Electrosystems LLC as a mechanic for 1 year and 3 months. During this time, he did not show high professionalism. Despite some positive qualities, Ivan Ilyich is characterized as a poorly disciplined worker. Lack of discipline manifested itself in non-compliance with the deadlines for the execution of work, regular delays. Ivan Ilyich was twice disciplined.

Feature when encouraged

The promotion can be initiated by the management of the organization. In this case, the requirements for the procedure can be flexible and determined by local regulations:, Regulations on incentives, etc. Often, the package of documents for presenting an employee for encouragement includes the characteristics of the immediate supervisor.

A sample of the characteristics from the place of work to the worker who is planned to be awarded the Certificate of Merit

To choose the right words for a characterization, you need to think about what qualities in the company are considered the most valuable, and based on this, define the employee. The example of a job profile presented above emphasizes performance. However, it is possible that your company particularly encourages:

dedication, loyalty to the company and its leaders;
or the ability to make decisions, take initiative;
or a responsible attitude to the quality and timing of work;
or the ability to build relationships with clients ...

But there is another type of encouragement - the awarding of state awards of the Russian Federation. In this case, serious requirements are imposed on the documents from the place of work (for details, see the Decree of the President of the Russian Federation dated 07.09.2010 No. 1099 "On measures to improve the state award system of the Russian Federation", as well as in the Letter of the Presidential Administration of 04.04.2012 No. AK-3560). The Letter contains methodological recommendations regarding the preparation of documents for the award.

Sample characteristics for an employee to receive a state award

Characteristics when deciding the issue of collection

The employee has committed a misdemeanor, and the question of recovery arises: reprimand or dismissal. Perhaps an internal investigation is underway. What kind of punishment should you choose? To answer this question, all the circumstances and materials of the incident are carefully investigated. If a positive characteristic from the place of work is taken into account, containing such assessments as:

responsibility for the work performed;
lack of bad habits;
observance of labor discipline, etc.,

then the punishment for an employee who has committed a misconduct may be mitigated.

Sample characteristics when deciding the issue of collection

Boost characteristic

In a large organization with a ramified hierarchical structure, or in state and municipal bodies, many internal procedures are strictly formalized. For example, there is. The set of documents for each participant of such a reserve includes characteristics. They focus on the qualities of an employee required for a candidate for a managerial position: competence, strong-willed, organizational skills, intelligence and authority.

Sample boost characteristic

Characteristics at certification

The Labor Code does not regulate the procedure for conducting in the organization. However, if such a procedure is planned, it is necessary to draw up a local regulatory act - the Regulation on Attestation, approving it by order. The Regulations should contain a list of documents provided to the certification commission, including the characteristics of the certified employee.

The characteristic should include:

information about education, professional development, position, work experience;
evaluation of the results of work and the implementation of significant projects;
information about the presence or absence of penalties or incentives.

Sample characteristic for attestation

Characteristics to court

During court hearings, characteristics of the defendant (accused) are often attached to the case materials: they can be requested by any participant in the trial, including the employee against whom the case has been initiated. Look at a sample of the characteristics of the driver from the place of work - it became a circumstance mitigating administrative responsibility (decision of the Davlekanovskiy District Court of 23.08.2010, case No. 12-93 / 2010).

The employer should remember that the document issued by him becomes a kind of testimony, and try to be as accurate and truthful as possible.

Sample characteristics for the court

Use in your work the sample employee profile from the previous section as a template, substituting your definitions.

This document:

drawn up on the letterhead of the organization;
includes the personal data of the employee (full name, year of birth, marital status, work experience, position, education, etc.);
contains a detailed description of business and personal qualities;
ends with a phrase explaining the purpose of drawing up the document (most often "for submission to the court" or "for presentation at the place of demand");
signed by the head of the enterprise;
certified by a seal (if any).

To the chairman of the attestation commission

TsRTDiYu "Polaris" E.V. Belyakova

deputy. director for organizational

the mass work of E.I. Shestakova

PERFORMANCE

for an employee newly appointed to a managerial position, a candidate for a managerial position for attestation in order to establish compliance with the position of a managerial employee

on Shestakova Elena Igorevna

Deputy Director for Organizational and Mass Work

1. General information

1. Date of birth (day, month, year)	08/06/1962 year
2. Information about education (higher, what professional educational institution he graduated from, graduation date.	Chelyabinsk State Institute of Culture, 1990
3. Diploma specialty.	Cultural and educational work
4. Diploma qualification.	Cultural educator. Director-organizer of mass celebrations.
5. Education in the areas of training "State and Municipal Administration", "Management", "Personnel Management":

5.2. The name of the institution.
5.3. Duration of training.
5.4. Date of graduation.
6. Refresher courses in the management profile activities:	"Additional education of children as an integral part of general education." Institute of Management and Economics, St. Petersburg, 72 hours, 2001. "Expert activity in education" Murmansk Regional Institute for Advanced Training of Educational and Cultural Workers, 72 hours, 2010. "Director's innovations in theatrical action" Federal State Budgetary Educational Institution of Higher Professional Education St. Petersburg State University of Culture and Arts, 72 hours, 2012 Self-education
6.1. Course names.
6.2. The name of the educational institution.
6.3. Number of training hours.
6.4. Year of ending.
7. Total work experience (years)	Years
8. Teaching experience (years)	Years
9. Work experience in this position (years)	Year months
10. Work experience in this institution (years)	Years
11. Date of appointment to the position for which the employee is certified	2010 year

II.Main achievements in professional activity

The presence of a qualification category for teaching activities:

Availability of awards:

Certificate of honor of the Education Department of the Administration of the city of Monchegorsk, Murmansk region, 2009;

Certificate of honor of the Ministry of Education and Science of the Russian Federation, 2009

Certificate of honor of the Education Department of the Administration of the city of Monchegorsk, Murmansk region, 2010;

Letter of thanks from the Head of the Municipal Formation of the Administration of the City of Monchegorsk, Murmansk Region, 2010

Academic degree __________________________________________________________

III. Prerequisites for appointment to a managerial position

Was in the reserve for filling managerial positions in educational institutions since ______ when

Elena Igorevna Shestakova at the Center for Children's Development and Youth "Polaris" from 2001 to 2010 worked as the head of the department. In 2010 she was appointed to the position of Deputy Director andheads the departmentorganizational and mass work,whose purpose is- creation of a unified system of developmental leisure, ensuring the formation of social activity, civic position, healthy lifestyle, creativity of the child's personality, a comfortable sphere of family leisure.

The most widespread in the department were the following areas of activity, which determine the existing model of organizational and mass work of the department asan effective way to intelligently organize leisure time through the organization and holding of mass events, involving the pupil in the bright world of games, competitions, contests, holidays, mastering traditional and innovative experience, knowledge, education, communication:

Socially significant programs (for various categories of city residents - large families; disabled children and orphans; WWII veterans, etc.);

Mass, thematic, theatrical, game leisure programs;

Traditional creative events, concerts;

Festivals, contests, shows, competitions, promotions;

Organization of leisure programs for accompanying children's health camps and playgrounds for students during the holidays;

Cultural and leisure activities ordered by educational institutions, secondary schools, institutions, organizations of the city.

E.I. Shestakova has established itself as a competent specialist with knowledge in the field of: strategies for the development of education in Russia and the principles of educational policy; goals, content, forms, methods of teaching and upbringing, modern concepts and technologies; types of educational institutions, their place and role in the education system, requirements for the results of their activities; foundations of the economics of education; regulatory framework for the functioning and development of the education system; theoretical foundations of management, leading management schools and concepts, features of management in education; principles of analysis and construction of educational systems and methods of planning their activities; styles of effective team leadership; systems and methods of material and moral incentives for employees; modern methods of control of educational, financial and economic activities and office work in the institution; requirements for the conduct of office work in an educational institution.

Indicators of professionalism E.I. Shestakova are such qualities as: sociability, humanity, organizational skills, initiative, love and respect for children, constant work on improving leisure activities, objectivity in assessing their work and professional activities of colleagues, knowledge of modern domestic and foreign technologies of training and education. The head of the department owns techniques of persuasive influence, has a high cognitive activity, follows special literature, uses progressive ideas of pedagogy, has pedagogical tact, is able to analyze the activities of an educational institution, identify the most significant problems and find effective ways to solve them; develop regulatory and organizational documentation of an educational institution; develop programs for the development of leisure activities within the educational institution; build the organizational structure of department management; plan and organize control of the department's activities; motivate performers to achieve high results in labor activity and professional development; prevent and resolve conflicts in the team; organize the development of innovations; hold business meetings, conversations, organize group work.

The proper state of the regulatory framework; leisure programs, timetables, targeted educational work program; the state of the material and technical base of the department; quantitative and qualitative characteristics of the movement of the staff of teachers-organizers; socio-psychological climate in the team under leadership; the quality and level of sanitary and hygienic conditions, the state of office work in the department - are indicators of the productivity of the Center's leisure activities.

Elena Igorevna's activities are based on a set of managerial and pedagogical activities (diagnostic, communicative, goal-setting, design, organizational, control and evaluation, analytical, stimulating, axiological). A special place in the work of the head of the department is occupied by the improvement of professional skills, which includes self-education, training in advanced training courses, exchange of professional experience with colleagues. She has extensive experience in professional self-education.

He is critical of the results of his work, has an active position in the effective organization of productive educational activities aimed at assessing and correcting the creative process in order to achieve high performance results. Knows how to be creative in solving various pedagogical problems. Forms ways of joint activities and cooperation, tries to find creative solutions to achieve the set goals.

As the head of the department, Shestakova E.I. has the goal of her own management activities - to identify the prospects for the development of the Center's creative activities, improve the quality of leisure activities, using the potential capabilities of organizers and teachers of additional education and improving the forms and methods of teaching, upbringing and organization of leisure. This goal is substantiated by the problems, needs of management activities in the Center for Education and Science "Polaris", it is specific, measurable, resource-provided and built into the context of the Center's activities, the municipal education system as a whole. To achieve the goal, adequate methods and means have been selected that meet modern requirements for the organization of management.

As a result of planning and forecasting the activities of the department, a positive dynamics of growth in the number and quality of leisure activities (including the organization of paid activities) was ensured relative to similar indicators for the previous period, the resource and methodological support of leisure activities meets the modern requirements of leisure activities and the implemented corrected educational program “The future begins today". The professional competence of teacher-organizers also meets modern requirements for educational, educational and leisure activities. A variety of types of educational activities and forms of organizing leisure time contribute to the increasing attraction of spectators, the participation of students, their parents in events, cooperation with other institutions, the expansion of educational space and an increase in the demand for organizational and leisure activities at various levels. The department has formed a planning and control system. When planning the work of Shestakov E.I. takes into account the individual characteristics of development: inclinations, interests, health status of students; knows methods of diagnosing the level of intellectual and personal development of children, owns a set of variable methods of pedagogical technologies, selects them and applies them in accordance with the existing conditions. Since 2010, being the chairman of the Artistic Council of the Center for Youth Development and Legal Affairs "Polaris", Shestakova E.I. actively works to regularly update and improve the quality of the repertoire of creative teams, improve the level of preparation of leisure activities, exhibition activities.

The relevance of professional experience shows its connection with advanced directions in teaching and upbringing of the younger generation, compliance with modern achievements of psychology and pedagogy.E.I. is characterized by a high degree of satisfaction from the profession and self-realization in it, has a sufficiently high level of general culture, which allows her to freely orient herself not only in her direction, but also in related fields, and as a result - to effectively implement her professional functions.

In his work, he uses various forms and methods of control, the effectiveness of which is made up of purposefulness, planning, systematicity, timeliness and efficiency.

Possessing the methods of analysis, Elena Igorevna conducts analytical work to identify, study, generalize advanced pedagogical experience, regularly conducts the compliance of the results with the planned ones,promotes personal development, improves the quality of the creative readiness of the department teachers. In order to determine the degree of compliance of leisure programs with regulatory requirements, it monitors the activities of the department. The analysis of monitoring results allows Shestakova E.I. make a conclusion about the effectiveness of the organization of leisure, methodological support in the activities of teachers of the department taking part in professional competitions ("I give my heart to children" 2009-2010 - T.V. Kuznetsova .. B.V. Grigoriev;regional competition; "Festival of pedagogical ideas" -20111-2012 y.y. - Morozova N.G., Zyablov N.N. ; participation in pedagogical conferences, master classes, pedagogical workshops, workshops, both in the center and at the municipal, regional levels.) department.

Elena Igorevna has an effective social work experience. As part of initiative, creative, author groups, he participates in the development and implementation of socially significant models, actions, projects ("Step to Success") and programs, cooperates with heads of institutions in other professional fields, expanding the network and system of interaction with social partners in the areas of activity. Takes an active part in the work of the Methodological Council of the Center for Children and Youth "Polaris", heads the professional, creative association of teachers (MO), develops educational and methodological manuals, guidelines, programs, scenarios of theatrical concerts, shows, diagnostic tools. He is fluent in modern educational technologies and methods and effectively applies them in practical professional activities, using means, methods that correspond to the goals set, optimally combining traditional and new educational technologies. The introduction of innovative forms and methods contributes to the optimization of methodological support, the use of variable ways of working with information, technologies of self-development and self-education, the creation of additional conditions for the design of ways of professional self-realization, the analysis of self-improvement. Since 2009-2011. took part in experimental activities, being a member of the working group of the city innovation platform for topics: "Diagnostics of the effectiveness and efficiency of the teacher of additional education"

In 2011-2012 y.y. conducts work on the organization and conduct of seminars in the framework of the city innovative reference school on the topic: "Modern methodological approaches to the organization and conduct of mass events in educational institutions of Monchegorsk." (release of a collection of teaching materials).

Information competence is one of the important qualities of Elena Igorevna, she always promptly ensures effective search, structuring of information, its adaptation to the peculiarities of the educational process and the organization of leisure activities of the Center.

Elena Igorevna usesin the work of ICT - various digital network information educational electronic resources, professional tools, software and methodological complexes for the implementation of professional practical tasks. Applies computer and multimedia technologies in his work.

(Educational forum on the pedagogical portal of the Ministry of Education of the Russian Federation ww.school.edu.ru; pedsovet.org/ forum. (Round tables and videoconferences with the participation of prominent figures in education, teleconferences); Network of creative teachers (www.it-n.ru); school-collection. edu. ru; festival.lSeptember.ru Consultant Plus; "Held in the profession"; Federation of Internet Education - School Sector project; "4 steps";Internet - the state of teachers - http: //www.intergu.ru).He is a member of the All-Russian club of social networks of educators n S portal.ru; prosh-koly.ru. Has publications on the Internet.He actively publishes posts on Russian sites. Russian sites pedsovet.org are especially active. and teacher-of-russia.ru. edu.jobsmarket.ru/ Created my own mini-site deputy. director ( a href = "http://nsportal.ru/lpm"> Laboratory of Pedagogical Excellence

= "http://nsportal.ru/shestakova-elena-igorevna"> Site of the deputy. director for OMP on the website, where the teaching materials developed by Elena Igorevna are presented (programs, scenarios, plans, reports, etc.) on electronic media. Participates in online communities in professional contests, forums, has a Certificateparticipant of distance seminars on interactive technologies and special software SMART Technologies Inc, Polymedia Moscow 2012 Currently developing a personal Internet site. Takes an active part in the 17th All-Russian competition for grants "Dreams Come True", the goal of which is to fully realize the creative potential.

Mastering information concepts, knowledge and skills, observing the activities of members of professional communities is a powerful means of supporting professional activities, allowing them to develop, constantly remaining relevant and competent teacher - the head of the department. The level of competence and professionalism allows Elena Igorevna to take an active part in the city expert commission for the accreditation examination of the activities of municipal educational institutions.

To improve the quality of the activities carried out by the teachers of the department, Internet materials, all available vehicles are used.

An educational and methodological base has been created and systematized (collections of video clips and 3D models, animations, multimedia discs, audio materials, scripts and methodological products of different genres on OMP issues, documentation, photos, etc.)

During the entire period of work at the Shestakov Center, E.I. actively works in the attestation and tariff commissions, is a member of the jury of the Center's competitive events and city events.

Elena Igorevna is working on the formation of a rational organization of work, providing a psychological climate, rallying, developing a creative team of like-minded people, strengthening old and introducing new traditions in the department, contributing to the effectiveness of leisure activities. In addition, Shestakova is a positive person with an active life position, whose creative energy is an example for teachers, students and parents.

Compliance with the business and personal qualities of the leader, the results of practical activities correspond to the goals, objectives andrequirements of the qualification characteristics for the position. A pedagogical model of work in the field of leisure has been created and brings positive results, based on a combination of: individual and collective work; the parallelism of the impact on the individual and the collective; complexity, where psychological and pedagogical conditions are taken into account: a positive field of emotional and intellectual tension, the creative nature of collective activity, the coincidence of interests, needs and capabilities of teachers of the organizational mass department with the content of activities and role functions of pedagogical leadership.The work done is expedient, effective and is the basis for attestation in order to establish the suitability of the position of a managerial employee newly appointed to a managerial position.Professional qualifications, pedagogical skills, the effectiveness of professional activities -the totality of all indicators provides an opportunity to give a positive assessment of the performance and appoint Shestakov E.I. for a leadership position.

"___" ___________ 20___

Director of the Center for Development and Legal Affairs "Polaris" __________________ (signature decryption)

(signature)

M.P.

Acquainted with the presentation __________________________________

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Telephone number of the attested: d home / cellular d.t. - 8 815 3630728, cell - 8 9522916909
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* In accordance with clause 1 of article 9 of the Federal Law of July 27, 2006 No. 152-FZ "On Personal Data" I agree (agree) to carry out any actions (operations), including: receiving, processing, storing, in relation to my personal data required for certification.

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Attached to the submission:

A copy of the work book or order of appointment to the position;

Copy of education diploma (s)

A copy of the certificate of advanced training by position (at least 72 hours),

A copy of the document confirming the ICT training

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