Personnel assessment methods and their characteristics. What methods of personnel assessment are more effective? Qualitative methods of personnel assessment
Introduction
1.2 Personnel assessment methods
Conclusion
Introduction
The current stage of development of market relations, transformations in the economy impose new requirements on quality labor resources. The appearance on the domestic market in the late 90s of Western companies had a very significant impact on the requirements for the personnel policy of any organization, firm or production. Competitiveness, the image of the structure among business partners and consumers, the efficiency of the use of production potential directly depended on the skills, abilities, creative initiative of employees, and the consistency of their interaction.
Providing a structure of any level with highly qualified personnel is impossible without measuring and evaluating its characteristics. As an indicator of the quality of human resources, in general, criteria such as staff turnover, level of education, average age of employees, number of scientific and technological achievements, victories in external competitions are used. Indirectly, the correctness of the selection of personnel can be assessed through economic indicators, such as production efficiency, profit margin, competitiveness and others.
At the same time, the realities of the present time often require not a general, but an individual assessment of each employee, as a combination of his personal and professional characteristics. The manager, having such individual "portraits", gets the opportunity to compare, analyze and subsequently make decisions on the admission, positioning, promotion, training and development of personnel.
Evaluation of the business qualities of personnel is purposeful process determining the compliance of the qualitative characteristics of the personnel with the requirements of the position or workplace.
Studies show that regular and systematic staff assessment has a positive effect on employee motivation, their professional development and growth. At the same time, evaluation results are an important element of human resource management, as they provide an opportunity to make informed decisions regarding remuneration, promotion, dismissal of employees, their training and development.
Personnel assessment is the process of determining the effectiveness of employees in the course of implementing the organization's tasks, which allows obtaining information for making further management decisions that contribute to achieving the best results at the lowest cost.
Certification is one of the links in the assessment of personnel. It aims to assess the conformity of each specific employee a certain standard for the performance of a given job at a given workplace. Unlike personnel assessment, when employees are compared with each other, appraisal compares "employee - work standard" and can only compare how much one employee more or less meets the work standard than another.
In Western management there is no separation of the concepts of evaluation and certification of personnel. The history of the emergence of personnel assessment systems can be attributed to the beginning of the twentieth century, when they appeared in US companies. In the 60s, they began to use evaluation schemes in the context of the strategic objectives of the business, which formed the basis of modern methods. But, despite such a long history of development, there is still no consensus either in the specialized literature or among practitioners about the definition of assessment or certification. Whatever name is chosen, it is important to determine the purpose and content of this activity. Of course, setting the goals of personnel certification is in full accordance with the goals and objectives of the organization, its strategy.
The use of appraisal as one of the personnel assessment methods has its opponents and supporters, and the arguments of each side are quite weighty. Opponents of certification motivate their refusal by the fact that immediate supervisors constantly evaluate their employees, that certification is a formal legal procedure aimed at confirming or increasing the level of remuneration according to tariff scale. The argument in favor of appraisal at present is that it not only serves as a legal basis for transfers, promotions, awards and dismissals, but also serves a number of important purposes: it helps to determine, firstly, which employees require more training, and, secondly, the results of training programs for specialists. It helps to establish and strengthen business relations between subordinates and managers through the discussion of the results of the evaluation and, in addition, encourages managers to provide the necessary assistance.
The relevance of studying various aspects of personnel assessment is determined by the need to ensure the accuracy and adequacy of the results obtained. In recent years, cardinal economic, political and social changes have taken place in modern Belarusian society. In all spheres of public life, the role of the individual has increased, and the intensification of labor, the change in the content of most types of labor activity, the emergence of new tasks have increased the importance of personnel assessment and increased the requirements for the design and application of appropriate assessment technologies and procedures.
The purpose of the course work is to develop recommendations on the use of modern methods of personnel assessment in the work of personnel services.
To achieve this goal, it is necessary to solve a number of interrelated tasks:
- to reveal the concept, content, types and methods of business assessment of personnel;
- to analyze modern methods of personnel assessment, their use in personnel practice (foreign and domestic experience);
The subject of research in the course work are methods of evaluation human resources enterprises.
The object of the study is the personnel of the enterprise.
We used as general methods scientific research, including systemic and dialectical methods of cognition, as well as private scientific methods (concrete historical, formal logical, analytical, statistical).
To write the term paper, textbooks of Belarusian and Russian authors, materials of the periodical press were used. The main source of practical material used in writing the term paper are statistical data, reporting data of JLLC "Galagroup-Invest".
1. Concept, content, types of business assessment of personnel
1.1 Personnel assessment as a function of personnel services
Business assessment of personnel is a purposeful process of establishing the compliance of the qualitative characteristics of personnel with the requirements of the position, workplace. Human resources departments of modern organizations are actively involved in business evaluation, which is one of the functions of their activities. The extent of such involvement varies considerably depending on the type and procedures used.
As a rule, there are two types of business appraisal of personnel:
1) evaluation of candidates for vacant jobs or positions;
2) current periodic assessment of personnel, which is most often carried out in the form of attestation.
Evaluation of candidates for vacant jobs or positions (selection) involves traditional procedures:
- preliminary interview;
– analysis of personal data;
– verification tests;
- preparation of an expert opinion.
This type of business assessment can be carried out both during the initial selection of personnel, i.e., when they are admitted to the organization, and if it is necessary to assess already working specialists who are considered as candidates for another position.
If the business qualities of working specialists are evaluated, then the role of personnel services in obtaining objective evaluation results is very large. In particular, the personnel service of the organization determines the subjects and methods of such an assessment. They are quite varied. For example, the subjects of business evaluation may be: managers of the assessed employees; team (team), i.e. assessment of one level; clients, subcontractors, etc., depending on the specifics of the work of specialists, managers. Self-assessment, 360-degree assessment can be used.
Let's take a closer look at 360-degree evaluation.
360 degree method is a tool for evaluating the effectiveness of an employee, as well as his personal and professional qualities, based on an analysis of the opinions of people with whom the employee directly interacts in the course of work. Usually, such people are colleagues, subordinates, managers, and in some cases also external clients of the assessed employee.
The specifics of the method: the 360-degree method is based on a comprehensive analysis of the subjective assessments of the people around the employee. This is the main advantage of the method, since it allows the employee to understand how other people inside the organization (and outside it) perceive his personal and professional features, style of behavior and interaction.
360-degree assessment provides structured collective feedback on the employee's competence in areas that are key to successful work. The results of the assessment allow the employee to see their strengths and weak sides and plan specific ways to develop professional/management skills to improve performance. The most effective use of the 360-degree assessment is in the following cases:
– identification of key employees (the most effective and most relevant to the requirements of the company);
– increasing the productivity of the employee and the effectiveness of his interaction with other people inside and outside the Company;
– formation of a personnel reserve;
– creation and improvement of the employee motivation system;
– increasing the efficiency of investments in training and development of personnel;
– development of a performance management system for employees;
– formation corporate culture organizations.
360 degree evaluation technology.
The 360 degree evaluation takes place in several stages:
Stage 1. Preparation for the assessment.
Selection of significant competencies for assessment.
It is important to determine in advance what will be the subject of the upcoming assessment, what personal / professional / managerial qualities will be measured. For example, the following competencies can be selected for evaluation of managers: leadership, communication, decision making, openness to new things, etc.
Identification of participants in the evaluation process. Typically, four groups of employees in an organization are interviewed in a 360-degree assessment:
1. The assessed employee himself;
2. His colleagues;
3. His leadership;
4. His subordinates (if any). if necessary:
5. His clients (both internal and external).
When choosing participants in the 360-degree procedure, it is important to make sure that when interacting with these people, the employee has the opportunity to demonstrate competencies (professional and managerial qualities) that are evaluated.
Development of a 360 degree questionnaire.
A standard questionnaire consists of several blocks that reflect the most important aspects of an employee's work that can be assessed using the 360-degree method (for example, "building relationships", "managing people", "working with information"). Each aspect is revealed using a separate group of questions (5-7 questions).
Carrying out preparatory work with staff.
Preparatory explanatory work is carried out with all employees of the Company participating in the 360 degree evaluation procedure. As a result of this work, employees get an idea of the goals and stages of the 360-degree assessment, as well as what specific benefits each of them and the Company as a whole can receive as a result.
Stage 2. Conducting a 360 degree assessment.
Organization of an anonymous survey of participants in the evaluation procedure.
The survey of participants in the 360-degree assessment is conducted either in electronic form or on paper. Participants in the assessment receive a copy of the questionnaire (or a link and password to access the server where the electronic version) and fill it out in the allotted time.
Ensuring the confidentiality of the information received. During the 360-degree assessment, complete confidentiality and security of the information received is ensured. Only a few people from among the experts have access to primary data, who are subsequently involved in the processing of questionnaires and the preparation of analytical reports.
Stage 3. Analysis and interpretation of the obtained data
Processing questionnaires 360 degrees. The responses of the participants received during the assessment are analyzed by experts, after which a final report is generated, which reflects the comprehensive results for each competency of the assessed employee.
Preparation of final reports for each assessed employee.
The report includes several standard elements: analysis of respondents' answers to each question, combined into separate blocks; comparing the results obtained with each other, highlighting the strengths and weaknesses of the assessed employee; comparison of estimates provided different groups respondents, and analysis of the discrepancy between the assessments of other people and the employee's own self-assessment.
Stage 4. Providing feedback to assessed employees.
Holding meetings of employees with experts to discuss the results of the assessment. Feedback takes the form of individual paired meetings of assessed employees with experts. The feedback procedure is usually carried out in several steps:
– a description of the essence of the 360-degree method and those aspects of professional / management activities for which the evaluation was carried out;
– discussion of the individual results of the employee in each aspect;
- discussion of the most strengths employee
– discussion of the weakest sides of the employee, analysis of possible causes;
- discussion and analysis of those aspects in which the employee's self-esteem differs significantly from the assessment of other people. Discussing the aspects on which these assessments coincide;
- selection of several aspects for further development, taking into account the personal interest of the employee and the requirements of his current and future position;
360 degree survey results. As a result of the 360-degree assessment, the customer receives a professional and managerial "portrait" of the assessed employee, formed by the collective feedback of his colleagues, management, subordinates and clients. The results of the assessment allow you to see the difference between the employee's self-esteem and the opinion of the people around him. The information obtained will help management make informed personnel decisions, competently plan the development of an employee and choose the best style of interaction with him.
The assessed employee will also gain rich and valuable experience in analyzing their strengths and limitations, learn to use the resources and opportunities at their disposal more efficiently for professional and managerial growth.
It should be noted that there is no ideal subject of evaluation. There are positive and negative aspects of the assessment of any subject. Their choice depends on a number of factors that personnel officers must consider. In practice, most often the subject of evaluation is the immediate supervisor of the specialist.
The current periodic assessment of personnel (certification) in comparison with the assessment of candidates for vacancies is more formalized, the procedure for its implementation is largely determined by regulatory legal acts of various levels. The personnel service is entrusted with the organizational work to prepare for the certification of managers and specialists. The personnel service of the enterprise, even at the stage of preparing for the certification, should take into account the characteristics of its organization and the personnel being certified.
In most modern companies, personnel assessment is carried out once or twice a year. Everything today more companies entrusts the conduct of a comprehensive assessment of personnel to recruitment agencies that have a wide range of various techniques and methodologies, including tests, role-plays, group exercises, discussions and business simulations. One of the advantages of independent experts is their unbiased attitude towards the testers, which allows them to give an objective assessment of each employee. Recruitment agencies are constantly improving the level of services provided, offering more and more advanced methods and new directions in the assessment and certification of employees.
1.2 Personnel assessment methods
In modern personnel practice, to assess the business qualities and performance of specialists working in an organization, numerous and diverse methods are used, that is, methods and techniques that improve the objectivity of business assessment.
There are no good or bad methods. Them right choice depends on a number of factors that personnel officers must take into account. In this regard, the following groups of factors can be distinguished:
1. Factors of the initial state of the assessment system existing in the organization. The presence or absence of any evaluation system in the organization should be taken into account. If it exists, it is necessary to study what types, methods, evaluation indicators are used, etc.
2. Features of the organization's personnel: quantitative and qualitative structure, its compliance with the needs of the organization, personnel management strategies.
3. Factors of the internal environment: financial condition technologies used, the prevailing style and methods of management, corporate culture, etc.
4. Factors external environment the functioning of the organization: the state of the labor market, the market for goods and services, the presence and degree of competition of competing enterprises, etc. .
Based on the consideration and analysis of the above factors, personnel officers select methods for evaluating specialists who are their objects. It should be noted that the proposed methods are intended mainly for managers, who in most cases are the main subject of evaluation of their subordinates.
Of the variety of methods used, the simplest, in our opinion, are the following four: the method of graphical evaluation scale; alternative ranking method; critical case method; goal management method.
The graphic rating scale is the most common method of business evaluation. The scale displays the characteristics (quantitative and qualitative), each of which corresponds to the level of performance of duties (from unsatisfactory to excellent). In turn, each rating is expressed in certain numerical values indicated in the rating scale, which are then summed up.
The alternative ranking method is the ranking of employees from best to worst according to some characteristics. First, you should write out all the employees who need to be evaluated, and delete from this list those whom the manager does not know well enough. Then it is necessary to designate the best and the worst until all are ranked in this way.
Critical case method. The manager constantly keeps a record of successful or undesirable examples (or cases) of the performance of duties by each subordinate, then every 6 months discusses these examples with them. The critical case method is often used in addition to ranking methods because it provides the hard facts needed to explain the score. Keeping a current list of critical cases helps to eliminate any shortcomings in the performance of duties by subordinates.
Goal management method. This method begins with a joint (employee and his manager) definition of the employee's key goals for a certain period (a year or six months). There should be few such goals, they should reflect the most important tasks of the employee's activity for the coming period of time. At the end of the period, the specialist and the manager evaluate the achievement of each goal and the entire personal plan of the employee, as a rule, as a percentage. Although the assessment is carried out jointly, the manager has the final say in making the final decision.
An effective form of assessment of specialists and managers of Belarusian enterprises is the certification of personnel. In addition to traditional forms of this work, human resources departments develop and widely apply new methods. So, at the Belarusian Metallurgical Plant, recently they began to evaluate employees according to the standard evaluation sheet developed here. It reflects the opinion of the expert group about the professional and personal qualities of a person. The composition of the expert group usually consists of 5-7 people. It includes work colleagues, immediate supervisors, sometimes clients. The self-assessment of the certified employee is also taken into account.
An interesting personnel form of corporate culture development in staffing is used at RUE Gomselmash. Here, employment at the enterprise is carried out, as a rule, with the guarantee of the plant employee. Moreover, the interview with the applicant in the personnel department is carried out without fail in the presence of the guarantor.
In the Republic of Belarus, assessment is practiced in some companies, and even if it is carried out according to a simplified scheme, the very fact that the company uses modern technologies staff appraisals are respected. Such a company is ODO "Arlon".
Four-stage Assessment Center of the Arlon company.
1st stage. Presentation of the candidate (fifteen minutes of the presentation itself, the same amount of questions on the presentation).
2nd stage. The candidate is given a case created separately for each position. For 50%, the case is written based on the company's experience, but other introductory conditions are used. As a rule, three to five problem areas are hidden in the text. For thirty minutes in a separate negotiation room, the candidate can think about the solution, then returns to the experts and presents the solution to the case.
3rd stage. The candidate fills in a professional test (a set of questions with answers from which you need to choose the right one) and solves professional problems.
4th stage. General questions (15-20 minutes) that arose from the experts during all stages, as well as about the candidate's resume and questionnaire.
Using this method, you can better evaluate the candidate, his managerial and personal qualities, form adequate expectations from the candidate among managers, and this, in turn, helps to immediately determine the areas in which extra education or support during probationary period.
There is a huge plus in conducting an assessment center - candidates do not yet have experience of participating in such procedures and are not “trained” in them, such as, for example, in a standardized interview, when homework and stereotypes are felt, and on the other hand, in the situation of an assessment center, the candidate has more opportunity to open up and express yourself. So the company has the opportunity to get to know the candidate better, and he, in turn, receives a lot of additional information about the company and has the opportunity to get to know and get to know our leaders.
There has not yet been a case when an employee who passed the Assessment Center left the company. At the same time, candidates who did not pass the competition often thank the staff of the assessment center for the opportunity to gain new experience. They say that serious attitude in a company for selection speaks of the seriousness of the company and causes an additional desire to work in it. Of course, the selection process itself becomes more complicated and takes more time, but the result justifies these costs.
All of these assessment methods have their advantages and disadvantages. If they are intended for the manager - the main subject of the assessment, then the role of personnel officers is to discuss the methods used with the manager in advance and prepare him for their correct use.
2. Analysis of modern methods of personnel assessment, their use in personnel practice (foreign and domestic experience)
2.1 Overseas experience staff assessments
One of the most important methodological problems of assessing personnel for present stage- who should evaluate the employee. In the practice of most US firms, this is done by a manager-manager. In addition to him, in some cases they do this:
- a committee of several controllers. This approach has the advantage that it eliminates the bias that can occur when an assessment is carried out by a single supervisor;
- Colleagues of the appraised. For this system to bear fruit, it is necessary that they know the level of productivity of his work, trust each other and do not seek to win each other the opportunity to raise salaries and promotions;
- subordinates of the assessed;
- someone not directly related to working situation. This option is more expensive than the others and is mainly used to evaluate a worker in some very important position. It is possible to use this option also in cases where it is necessary to fight accusations of bias and prejudice. It should be taken into account that when using this approach, the person making the assessment will not have such a volume of information as in the previous four options;
- self-esteem. In this case, the employee evaluates himself using the methods used by other appraisers. This approach is used to develop the skills of introspection in employees rather than to evaluate performance;
- use of a combination of the listed forms of assessment: the assessment of the controller can be confirmed by self-assessment, and the results of the assessment by the boss can be compared with the assessment of subordinates or colleagues. A two-way (assessor-assessed) discussion of the assessment results provides good suggestions for senior management.
The main of all the considered approaches is the assessment of subordinates by their leader, but the most important goal of the assessment is to identify the opportunities for personal development of the employee and then it is better to use the assessment by the boss of his subordinates in combination with other methods.
In addition to establishing qualitative criteria that make it possible to give an objective and fairly complete description of the activities of managerial employees, it is extremely important to evaluate them quantitatively. The method of collective discussion of a candidate for a position can be attributed to the most effective, fairly common and promising. This expert method fully complies with modern recommendations, although it has been widely used in practice since the beginning of the 20th century.
Let's analyze the experience of the best Western companies by evaluating the work of the evaluation center in Yukos.
In the Human Resources Department oil company Yukos believes that the performance appraisal has helped many of its employees to express themselves positively and made career opportunities clear. And what is no less important, people saw and appreciated how interested the senior managers who were members of the commissions were in an objective assessment of the level of their professional training. This work is extremely important for both sides. This is the only way to form a single team.”
The staff of the assessment center can be minimal: a manager and a secretary. Experts (both external and from among the employees of the organization) can only be invited for the duration of the assessment procedures (for 1-3 days). In addition to the actual organization of the assessment procedures and participation in the assessment procedures, the duties of the center’s employees include the selection of groups of assessed employees and expert managers, as well as providing the latter with methodological materials, and, if necessary, conducting training for managers invited as experts.
As a rule, the assessment of candidates in the assessment centers takes from several hours to three days, depending on the level of management for which the assessment and selection is carried out: 3–6 hours for the assessment of line managers; one to two days for middle managers; three days - for senior managers.
Table 2.1 shows some of the methods used in the practice of the evaluation centers.
Table 2.1 - Methods for evaluating managers used in the practice of evaluation centers
| Method name | Brief description of the method | |
| 1 | 2 | |
| biographical method | Evaluation of an employee based on biographical data | |
| Oral or written characteristics in any form | Oral or written description of who the employee is and how he performs at work (accomplishments and omissions) | |
| Evaluation of achieved results | Oral or written description of the specific work performed by the employee | |
| Interview | It is carried out in a structured or unstructured form to assess the degree to which the experience, professional knowledge, work behavior and attitude of the assessed employees correspond to the established requirements | |
| Group discussions | Assessment of knowledge, leadership potential, personal and business qualities of employees, communication skills in the course of a joint discussion of the problems posed to the group | |
| Analysis of specific situations (case - study) | Analysis of specific practical situations (their description can take from one page to hundreds of pages). The assessed managers should identify the most important problems of the situations proposed for analysis and develop proposals for their solution. | |
| Selection of evaluation characteristics from a standard list | Comparison of the qualities that the person being assessed possesses with a list of qualities presented in a pre-designed assessment form | |
| Method of expert assessments | Determination of the degree of manifestation of certain qualities among employees by putting down expert assessments on a certain set of scales presented in the evaluation form | |
| Psychological testing | Determination of personality traits, knowledge, skills, abilities and other characteristics based on specially selected tests | |
| Ranging | Determination with the help of experts of the rank (place) evaluated among other candidates based on the totality of evaluation results | |
| business games | Playing situations according to a pre-designed scenario that simulates production conditions and requires decision-making based on available information | |
| Target scoring method | Accrual (withdrawal) of a certain number of points for certain achievements (omissions) in the course of evaluation procedures | |
| Graphic Profile Method | Instead of quantitative or qualitative assessments, a graphic form of assessment (personality profile) is used. The method allows for a visual comparison of the “ideal” leader being assessed with the profile, as well as comparing different employees with each other. | |
| Method of critical | Assesses how the employee behaved in critical situations | |
| situations | (emergency events, making a responsible decision, solving a new unfamiliar problem, resolving a conflict situation, etc.) | |
| Interview | In a free form or according to a pre-compiled program, a discussion of the plans and results of the work of the assessed | |
| "Manager's folder" (in-basket) | Setting priorities, developing an action plan and making decisions based on the analysis of a specially designed package of documents: letters, reports, memorandums, telephone messages and other documents | |
Assessment centers not only provide an assessment of employees of the organization applying for the employment of certain leadership positions, they often act as a training tool for employees and at the same time as a way to develop the skills necessary for effective leadership (for example, assessment skills and interviewing skills) in managers participating in the work of the assessment center as experts.
Careful selection of evaluation exercises, their standardization, as well as the use of a number of special organizational techniques can significantly reduce the subjectivity of decisions.
The assessment center should have a sufficiently large set of assessment methods and update them regularly to meet changing conditions and requirements, as well as to exclude the possibility of preliminary "training" in the correct answers to the questions of assessment assignments.
The tests used in the assessment centers are aimed not so much at assessing existing knowledge and skills, but rather at assessing the ability to learn new things and determining the level of development of qualities and skills required by a leader. The group discussions used in the assessment centers are most often devoted to specific production issues: identifying ways to reduce employee turnover; ensuring the effectiveness of in-house training; ways to improve productivity and quality, etc. The use of structured interviews provides important Additional information for each evaluated, which is taken into account in the final conclusion.
The detailed conclusion of the assessment center for each assessed includes a detailed examination of his business and personal qualities, demonstrated abilities, the degree of readiness to occupy a specific position, and the prospects for further promotion. In most cases, a situational analysis is also given: what style of leadership the person being assessed gravitates towards, what are its strengths and weaknesses, what kind of tasks and managerial functions it tends to, shortcomings that should be paid special attention to. An important feature of the work of assessment centers is that the final reports that are prepared for each assessed contain not only an assessment of their potential, but also a number of recommendations.
The practice of Western assessment centers.
As a rule, tests are given from several hours to three days: 3–6 hours for assessing foremen, one day for line managers, two days for middle managers, three days for top managers.
In the assessment center of the English company STC, the assessment of managers under a three-day program takes place in three stages. The first stage includes five evaluation procedures: implementation of managerial actions; discussion of the problem in small group; decision-making; presentation of the developed project; preparation of a business letter.
The second stage includes filling out forms of psychometric tests, performing exercises to identify communication skills and filling out forms of personality questionnaires (in particular, the 16-factor Cattell questionnaire).
The third stage consists in filling out special forms for mutual evaluation in the group of those being evaluated.
Benefits of using assessment centers.
Among the obvious advantages of the evaluation center approach to assessing managers are the following.
1. Evaluation centers are more reliable than other selection methods. This comprehensive assessment method is more reliable in predicting the future success of candidates than other methods.
2. Detailed assessments given by the center are perceived by candidates as more fair and objective, since the experts of the assessment centers are not associated with the evaluated “boss-subordinate” relationships.
3. The assessments given by the center focus on the key competencies of the candidates. In the evaluation, the emphasis is not on assessing the past performance of candidates, but on observing and evaluating their behavior in specially simulated situations. The use of a wide range of tests, procedures that simulate the main components of management activities, and business games allow candidates to maximize their potential.
4. Evaluation business games are closely linked to the most significant aspects of the work of a leader, which allows them to draw reasonable conclusions about specific candidates based on their results.
5. Candidates can receive more comprehensive feedback on the results of assessment centers.
6. Standardization of test exercises equalizes the chances of different candidates.
With all the advantages of this assessment method, the work of assessment centers is not without certain difficulties and problems that hinder their wider use. Among these problems are the following.
1. Relatively high costs. Higher financial costs compared to other valuation methods. Requires more time spent by observers and candidates; it is necessary to prepare methodological and other materials.
2. Sufficiently low efficiency. Most of the materials and conclusions are unclaimed.
3. Ethical problems associated with the need to communicate the results of the assessment to individuals who have shown unsatisfactory results.
4. The danger that the evaluation criteria are oriented more towards yesterday's requirements, and not to those requirements that the assessed workers will have to meet tomorrow.
Today, for the vast majority of organizations, the creation of an assessment center, the main task of which will be to assess the potential of specialists or managers who apply for inclusion in the reserve or for higher positions, is exotic. The main reason for this is not the laboriousness of the methods used in such centers, but the lack of relevant specialists and insufficiently clear understanding by the management and representatives of the personnel departments of the main content of the work of the assessment center and the results that can be obtained as a result.
If the management of the organization decides on the need to create an assessment center, then another issue that should be decided is in what form the center will work - on an ongoing basis or its work will be terminated immediately after the completion of the assessment procedures and the preparation of relevant reports.
Using the above theoretical provisions on the organization of personnel assessment at an enterprise, as well as using the experience of foreign firms, we will analyze the organization of personnel potential assessment in the Republic of Belarus using the example of JLLC "Galagroup-Invest".
2.2 Analysis of modern methods of personnel assessment in personnel practice domestic enterprises on the example of JLLC "Galagroup-Invest"
JLLC "Galagrup-Invest" is a part of the Belarusian production and trade concern of the timber, woodworking and pulp and paper industries "Bellesbumprom". JLLC "Galagroup-Invest" was registered by the Decision of the Executive Committee of Minsk No. 70-75 dated June 21, 1994. Registration No. 288 Code OKPO 00276624 Republic of Belarus.
JLLC "Galagroup-Invest" is an enterprise that carries out a complete processing of wood, starting with logging and cutting of tree-lengths, production of lumber, plywood, furniture panels, blockboard, woodworking products and ending with the production of highly artistic furniture.
Currently, the Company produces over 130 types of products. The main types of products supplied for export are plywood and furniture. The production of solid pine furniture for export is developing at an accelerated pace (37.4% of the supply of products for export).
The mission of JLLC "Galagroup-Invest" is leadership in the production of woodworking products. The main strategic goal of JLLC "Galagroup-Invest" for the coming years is to increase production volumes based on improving production and increasing the competitiveness of products in the markets of the Republic of Belarus and foreign countries. Key performance indicators are given in Annex A.
The average number of employees in the company as of January 1, 2009 amounted to 51 people, of which 17 employees. (5 managers and 12 specialists). As of 01.01.2010, the number of employees of JLLC "Galagroup-Invest" amounted to 60 people, including 20 employees. (6 managers and 14 specialists).
Organizational structure JLLC "Galagrup-Invest" (figure 2.1) is determined by the Charter and includes the management apparatus (management services) and production units directly.
Figure 2.1 - Organizational structure of JLLC "Galagroup-Invest"
All questions operational activities enterprises are decided by the director of the enterprise and deputies appointed by him, heads of departments of the administrative apparatus, workshops, departments, sections, etc., as well as foremen. The main composition of the management personnel of JLLC "Galagroup-Invest" are employees with higher and secondary education, who have extensive experience working at the enterprise. Administrative and managerial personnel mainly have higher technical and economic education.
In JLLC "Galagroup-Invest" there is a regulation on the personnel service, according to which the personnel service is a structural subdivision of the enterprise. In its activities, the personnel service of the enterprise is guided by the current legislation of the Republic of Belarus, the charter of the enterprise, the collective agreement, orders and orders of the head of the enterprise and is subordinate to the head of the enterprise.
Structure and staff personnel service are approved by the head of the enterprise, taking into account the tasks facing the enterprise, its specifics and the number of employees. The head of the personnel service is the head, who is appointed to the position and dismissed by the head of the enterprise. The distribution of duties between employees of the personnel service is carried out by the head in accordance with the job descriptions and regulations on the personnel service.
The personnel department of JLLC "Galagrup-Invest" employs 5 people. The structure of the personnel service of the enterprise is shown in Figure 2.2.
Figure 2.2 - The structure of the personnel service of JLLC "Galagroup-Invest"
The main tasks of the personnel department of JLLC "Galagrup-Invest" are:
– participation in the development and implementation of the personnel management strategy;
- providing the enterprise with the necessary number of personnel managers, specialists, workers of the required professions, specialties and qualifications;
– implementation of effective selection, placement and implementation labor potential personnel in accordance with their professional, business and moral qualities;
– participation in the formation and development of a stable workforce, the creation of a favorable socio-psychological climate;
– continuous improvement of personnel management based on the implementation targeted programs, modern personnel-technologies and the provision of systematic assistance to managers on personnel management problems.
Personnel assessment upon hiring is carried out by the recruitment specialist of JLLC "Galagrup-Invest". In his activities, he uses two documents: a questionnaire (Appendix B) and an interview form (Appendix C).
The staff assessment methodology used at the enterprise JLLC "Galagrup-Invest" is quite simple in terms of selection of criteria and implementation, and is mainly carried out in the form of certification of executives and specialists. The manager prepared detailed characteristics for employees subject to certification, familiarized the employees being certified with their content. Certification of personnel, including managerial, at JLLC "Galagroup-Invest" is carried out once every 5 years.
Thus, the assessment of personnel is reduced to the submission of two documents: an attestation sheet and a characteristic. On the basis of which certifying commission, appointed by order of the head of the enterprise, makes decisions.
The studied documents of the conducted certification testify to some formalism: to approve the results of the certification; eliminate the noted shortcomings; communicate to employees. The minutes of the commission meeting do not always contain comments on shortcomings. The main appraisal document is a description certified by the head of the enterprise and the chairman of the shop committee, and the traditional quotation from the minutes of the meeting of the attestation commission: all questions were answered.
The development of the certification procedure is mainly due to the contradiction between the inability to quantify the labor contribution of employees mental labor and the desire to "objectively" characterize this contribution.
The easiest way to evaluate the real contribution of a leader or specialist to his immediate superior. Only he knows that this worker was in fact entrusted, in what conditions he worked, to what extent he was distracted by various social assignments, how his work was controlled, how it was stimulated, what assistance was provided to him and what obstacles were deliberately placed.
The immediate supervisor (and in practice - the head of the personnel department, and often the person being certified) draws up a characteristic, which is then signed by the immediate supervisor and chairman of the shop committee. This is followed by a meeting of the certification commission, which decides whether the employee fits the position. The verdict of the commission is recorded in the attestation sheet.
Disadvantages of the certification procedure:
- the characteristics are subjective (an eulogy or a “wolf ticket”, with which they will not even be taken to prison) or, on the contrary, are absolutely faceless, they cannot be relied upon at all);
– certification can turn into a performance with dragging in advance decision, or in a poorly organized exam with a random result and a large nervous cost of the assessed;
- after certification, there is often almost no valuable information left for the subsequent management of the organization.
The regulations described above, in order to increase the objectivity of the characteristics and give the meetings of the certification commission a more constructive focus, can be supplemented with expert assessments of the business qualities of the person being certified.
A list of business qualities to be assessed is being developed. Experts from among superiors, subordinates and colleagues are appointed for each certified person, who are asked to evaluate each of his qualities from the proposed list in points, like school grades. Estimates of different experts are averaged. Sometimes extreme estimates are discarded before averaging as subjective. (“Like in figure skating!” the authors proudly report, believing the assessment methods in the popular sport to be the height of scientific validity).
The sheet with average marks is entrusted to the head of the person being certified so that he takes into account the opinion of the experts when writing the characteristics. In addition, this sheet may be useful to the certification committee: both for making a decision on the suitability of the position, and for determining the scenario for the meeting of the commission (with which of the certified students it is necessary to talk longer, what documents should be involved; for example, if the certified student has a low score in labor discipline, get acquainted with the documents fixing its violations).
There are also disadvantages to this option:
– score sheets do not have a significant impact on the quality of characteristics.
- with large discrepancies between the characteristics and the rating sheet, it is not very clear what to believe, while usually public opinion does not lean towards the opinion of the boss.
- Significantly increases the complexity of certification.
– when manually processing expert assessments, information leakage is inevitable, and the anonymity of assessments (if any is promised) is not ensured, which subsequently leads to the bias of experts.
- the certification methodology for manual processing can be redone at any moment, which some managers often rush to take advantage of, reshaping it to their taste, sometimes quite ignorantly.
- the score sheet is not a document, is not subject to legal protection and therefore can be generally ignored as a boss, writing a characterization, and the attestation commission.
– appraisal is still separated from the essential tasks of management, it is considered “third-rate” in importance.
– the data bank is not normally used.
- each expert understands the principles of scoring in his own way (for example, one school teacher four actually means three, and the other - five).
- the qualities themselves can also be interpreted in different ways, and although experts are offered written explanations, some experts do not read them, while others, having read them, ignore them.
- the final marks, expressed in points, are perceived with difficulty even visually, not to mention the perception "by ear"; The image of an employee does not add up to compare two employees (two columns of numbers) turns out to be quite a challenge.
- the problem of information leakage is not completely solved, since the share of “manual” operations in which leakage is still possible is still large.
- sometimes they fall into the temptation to reduce a column of numbers into a certain final indicator, that is, to evaluate an employee with just one number. Then, make sure in practice the absurdity of the results obtained by simple averaging, introduce weight coefficients of features, complicate the algorithms for obtaining the final score, but no one has managed to get on this path yet.
To assess the competitiveness of the chief accountant, head of the supply department and head of the production and technology department of JLLC "Galagrup-Invest", we will compile an approximate list of personnel qualities and determine their weight (table 2.2). Rules - conditions for expert assessments are given in Table 2.3.
Table 2.2 - Approximate list of qualities of the personnel of JLLC "Galagroup-Invest"
Personnel Qualities |
The weight of the qualities of personnel by category | ||
| head of production and technology department | Head of Procurement Department | Chief Accountant | |
| 1. Competitiveness of the organization in which the staff works | 0,20 | 0,25 | 0,20 |
| 2. Hereditary competitive advantages (abilities, physical data, etc.) | 0,20 | 0,15 | 0,15 |
| 3. Business qualities (education, special knowledge, skills, abilities) | 0,3 | 0,4 | 0,20 |
| 4. Intelligence, culture | 0,05 | 0,05 | 0,1 |
| 5. Sociability | 0,05 | 0,05 | 0,1 |
| 6. Organization | 0,05 | 0,05 | 0,15 |
| 7. Age, health | 0,15 | 0,05 | 0,10 |
| Normalization conditions | 1,00 | 1,00 | 1,00 |
Table 2.3 - Rules - conditions for expert assessments
Let's evaluate the competitiveness of the chief accountant of JLLC "Galagroup-Invest" on the basis of expert assessments of competitive qualities given in Table 2.4.
We analytically construct a formula for assessing the level of competitiveness of a particular category of personnel - K P.
We form the requirements for the calculation formula.
Accounting for all competitive qualities of personnel - summation by index j = 1, 2, 3, 4, 5, 6.7.
Table 2.4 - Results of an expert assessment of the qualities of the chief accountant of JLLC "Galagrup-Invest"
Accounting for the weight of the j-th quality of personnel - a j (table 2.2).
Accounting i-th grades expert of the j-th quality of personnel according to a five-point system - β ij , i - 1, 2,..., n, n - the number of experts (n = 3 (table 2.4)) - summation by index i.
Accounting for the full group (correspondence) of two factorial events - expert assessment of the j-th quality β ij and the weight of the j-th quality a j by the formation of products a j β ij .
Taking into account the conditions for normalizing the level of competitiveness of personnel K P with preliminary consideration of the conditions for normalizing the weight coefficients of personnel qualities (Table 2.2) - dividing the summation results by the number 5n is the maximum possible number of points that the assessed individual personnel can receive (5 points × n experts).
We structure the calculation formula for K P, taking into account the above requirements:
. (2.1)
Let's calculate the competitiveness of the chief accountant of JLLC "Galagrup-Invest", corresponding to the seven dominant qualities (middle level of management) (table 2.2) based on the results of assessments of three experts (table 2.4):
K P \u003d / (5 ∙ 3) \u003d 13.2 / 15 \u003d
On the basis of the calculated value of the level of personnel competitiveness K P = 0.88, the following conclusion follows: the chief accountant of JLLC "Galagrup-Invest" has a fairly high competitiveness.
Let's evaluate the competitiveness of the head of the supply department of JLLC "Galagroup-Invest" on the basis of expert assessments of competitive qualities given in Table 2.5.
Table 2.5 - Results of the expert assessment of the qualities of the head of the supply department of JLLC "Galagrup-Invest"
K P \u003d / (5 ∙ 3) \u003d
11,45 / 15 = 0,763.
Based on the calculated value of the level of personnel competitiveness K P = 0.763, the conclusion follows: the head of the supply department of JLLC "Galagrup-Invest" has a fairly high competitiveness, but it is lower than that of the chief accountant.
Let's evaluate the competitiveness of the head of the production and technological department of JLLC "Galagroup-Invest" on the basis of expert assessments of competitive qualities given in Table 2.6.
K P \u003d / (5 ∙ 3) \u003d
10,85 / 15 = 0,723.
Based on the calculated value of the level of personnel competitiveness K P = 0.723, the conclusion follows: the head of the production and technological department of JLLC "Galagrup-Invest" has a fairly high competitiveness, but it is lower than that of the chief accountant and head of the supply department.
Table 2.6 - The results of an expert assessment of the qualities of the head of the production and technological department of JLLC "Galagrup-Invest"
Recommendations: in order to further improve competitiveness, the head of the production and technological department of JLLC "Galagrup-Invest" should pay attention to such qualities as organization, as well as improve his health.
Based on the analysis carried out, the following conclusions can be drawn: in JLLC "Galagroup-Invest" two HR specialists are engaged in personnel assessment: when hiring, this is a recruitment specialist, and the assessment of employees is a certification specialist. When hiring, a questionnaire is used, however, the practice of working with recommendations from previous places of work, the lack of verification of applicants by the security service is not used as a selection criterion.
In JLLC "Galagroup-Invest" a qualitative assessment of the potential of personnel is carried out due to the coordinated work of all enterprise services that perform work in the field of personnel assessment, as well as due to the knowledge and ability to put into practice the employees of the analyzed enterprise legal framework personnel assessments. The regulation on the personnel service developed and in force at the enterprise contributes to the control over the implementation of the assessment of the personnel potential of the enterprise within the framework of the legislation of the Republic of Belarus.
Based on the results of the study conducted in the previous chapter, it is possible to propose the introduction in JLLC "Galagroup-Invest" of a methodology for assessing the potential of personnel (in particular, managerial ones), including the assessment of the value of the enterprise's personnel potential, the calculation of the estimated value of an employee, and the Goodwill of the employee's personnel potential.
The value of the human resource potential of the enterprise is the total estimated value of all employees of the enterprise.
The estimated value of an employee is an estimated value equal to the product of the employee's paid or estimated salary and the coefficient Gkp (Goodwill of the human resources potential):
S= ZP ∙ Г kp, (3.1)
where S is the estimated value of the employee, rubles;
ZP - estimated or paid wages to the employee, rub.;
G kp - coefficient, Goodwill of the employee's personnel potential (calculated value).
The goodwill of an employee's human resources potential is a coefficient that reflects the real, market, individual value of an employee not as a staff unit, but as a specific person who is able to perform certain functions, solve certain tasks.
Appendix D (window Coefficients G kp) shows the values of the coefficients that can be relied upon when performing the calculation (Appendix D contains a fragment of this methodology using the example of individual management employees of JLLC "Galagroup-Invest"). It should be noted that these are recommended values, but, in view of the fact that each employee is individual, then, accordingly, each employee must be approached individually, regardless of the recommended values.
The proposed methodology for calculating the cost of the personnel potential of JLLC "Galagrup-Invest" will allow, on the one hand, to make all the necessary mathematical calculations and reach specific numbers, but on the other hand, it is quite simple, primitive and does not require any special software, no big time costs.
Of course, the proposed calculation method is imperfect, which is why it can easily be criticized by experts from academic science, but this approach is acceptable in assessing the value of the enterprise's human resources potential.
We will reveal the mechanism for implementing the methodology for assessing the potential of managerial personnel, including the assessment of the value of the personnel potential of an enterprise, the calculation of the estimated value of an employee, and the Goodwill of an employee's personnel potential.
The person making the calculation (in JLLC "Galagrup-Invest" it will be a certification specialist) himself has the right to consider the qualifications of the available personnel according to a classification acceptable to him (see Appendix D "Example of calculating the cost of personnel potential").
The person making the calculation himself has the right to put down the coefficient (goodwill of the personnel potential) as he sees fit. The main thing is that it was done correctly enough.
This technique assumes that the value of the human resources potential of a commercial enterprise is calculated based on the assumption that all human resources enterprises are replaced by others.
The replacement period is 1 month.
In view of the fact that the staff is completely replaced, we assume that the recruitment of new staff will be carried out on the basis of recommendations, through recruitment agencies, and by placing advertisements in the specialized press.
The level of staff wages and the amount of remuneration of recruitment agencies is taken based on the level of wages and the cost of services that have developed in the labor market at the present time.
The factors that affect the goodwill of an individual employee can fluctuate quite a bit.
Implementation of the technique: open the spreadsheet. We create 2 sheets: "main sheet" and "goodwill KP" and enter into it staffing employees (see Appendix D). We create the third sheet "Coefficients Гкп" and fill it in, based on the example in Appendix G.
On the main sheet, we determine which positions will be hired on third-party recommendations, which through recruitment agencies, which through advertising in a specialized newspaper.
Accordingly, we highlight: blue color - according to third-party recommendations; yellow - through newspaper ads; white - through Recruitment Agencies.
We fill in the columns: "the current level of remuneration" and "Estimated ..." in the "main sheet".
Calculate the cost of recruitment services ( recruitment agency). The cost of services is taken as part of the estimated wage. Fill in the table ("main sheet").
Open the Goodwill KP sheet. We arrange the coefficients based on an example (sheet "coefficients G kp"). In the "Goodwill KP" sheet, we sum up the set coefficients and obtain the "Goodwill Human Resources" coefficient for each employee separately. We copy the ratio "Goodwill of personnel potential" into the "main sheet".
We make the calculation by multiplying the estimated salary and the goodwill of the personnel potential. We sum up the costs and get the result.
I also consider it expedient to introduce a "cafeteria" system in JLLC "Galagroup-Invest", where each social incentive is assigned a certain score. Depending on the position of the employee in the hierarchy of positions, status and results achieved, the employee is invited to form a social package for himself for a certain point.
The following job position assessment matrix is proposed, which contains all of the above components:
1. Knowledge (qualification, education) and work experience.
Knowledge is understood as the totality and type of information necessary to perform the work provided for by the job description. This indicator assesses the skill and related knowledge, skills and abilities required to perform the job satisfactorily. Moreover, this assessment is made in two aspects (table 3.1).
2. The complexity of the work (effort) - includes physical and mental efforts.
Table 3.1 - Evaluation of knowledge and work experience of an employee
Physical effort - the degree of physical exertion necessary to perform typical and regular duties recorded in the job description. Mental effort is a combination of mental stress and visual attention required to perform job duties. Evaluation of these efforts is made according to tables 3.2 - 3.3.
Table 3.2 - Evaluation of the physical efforts of the employee
| Description of physical effort | Number of points |
| Light work requiring little physical effort. Mandatory sitting position most of the time | |
| Work requiring little physical stress; involves frequent standing up, walking, bending over, and regular operations on a computer, office or technology equipment | 2 |
| Work requiring above average level of physical stress; involves constant standing, walking, bending over, continuous use of equipment, including office equipment, monotonous repetitive work | |
| Work that requires strong physical exertion, but only periodically or at intermediate stages of its implementation | |
| Exceptionally hard work, great physical exertion, determined by its specificity or the long-term nature of the efforts made |
3. Initiative and independence - this factor is associated with the degree of independence of the position in the performance of official duties.
Table 3.3 - Evaluation of the employee's mental efforts
| Description of physical effort | Number of points |
| Monotonous work, constant execution of single functions | 2 |
| Current work, performing several functions that do not require special mental stress | 4 |
| A variety of work using elements of analysis, the choice of ways to solve the tasks (2 or more groups of functions with a variety of operations) | 6 |
| Diverse work requiring detailed analysis, logical reasoning, decision making various problems(constantly several groups of functions, unpredictability of their occurrence) | |
| Work associated with a creative approach to the search and systematic analysis of information associated with the isolation, formulation and formulation of problems, the development of solutions to these problems |
Table 3.4 presents the levels of this autonomy.
Table 3.4 - Evaluation of the initiative and independence of the employee
| Description of the degree of initiative and independence | Number of points |
| Follows certain instructions: instructions are available, come from the immediate supervisor, who is constantly present. Powers are limited and constantly reviewed | 3 |
| Follows established procedures: all job responsibilities are rigidly defined, although the position is not under constant control Unusual situations are always resolved by a superior | |
| Should general instructions A: Not all job responsibilities are rigidly defined. The goals are formulated from above, but the planning and organization of work is carried out by the employee independently, although the implementation procedures are defined. Appeal to a superior is episodic | |
| Follows a general policy: for this position, only common goals, the development of procedures and methods for performing work is carried out by the employee independently based on the policy of the organization | |
| Creates and formulates policies, procedures and methods of work: the holder of this position is practically under self-control, which is carried out according to the results of work. End result score |
4. The level of decision-making - this factor is closely related to the previous one, but is more aimed at assessing the nature and scope of decisions that the holder of the position must make in the performance of his official duties. Here we mean not only managerial decisions, but also decisions related to the implementation of various technological instructions, involving a choice from alternative options (table 3.5).
Table 3.5 - Assessment of the level of decision making
| Decision level description | Number of points |
| Decisions are based on fully known factors. A general course of action has been outlined. Decisions are made to complete the operating cycle | |
| Decisions are based on most known factors and where it is simply a matter of choosing the best alternative available. Decisions are coordinated with higher management before negative consequences can occur | 4 |
| Decisions are made under conditions of uncertainty, but sent for approval by higher management before negative consequences can occur | |
| Large scale solutions with many alternatives. The negative effect associated with errors is usually not immediately apparent. | |
| Decisions requiring a high level of intelligence, of a strategic nature, leading to undesirable consequences in case of errors | |
| Strategic decisions at the policy development level with major economic implications. Results will become tangible only after a certain period of time |
5. Level of maintaining contacts with clients and third parties - this factor assesses the volume of communication or joint work required for this position with personnel inside or outside the organization (excluding direct superiors who control this position).
Table 3.6 - Evaluation of the level of maintaining contacts
| Description of the contact level | Number of points |
| 1 | 2 |
| Virtually no contact with clients, no external contacts at work | 1 |
| Contacts with clients and external organizations occasionally | 2 |
| Constant contact with customers, involving interaction with | 5 |
| high-ranking officials on issues requiring clarification, discussion or decision-making | |
| Contacts at the lower level, as well as contacts at the external level, involving interaction with officials of a significantly higher rank on issues requiring clarification, discussion or decision-making | 8 |
| External contacts at the highest level, often requiring difficult negotiations, a vision of strategy and a sense of timing |
The level of responsibility for the work of others and the level of liability are assessed according to tables 3.7 and 3.8.
Table 3.7 - Assessing the level of responsibility for the work of others
Table 3.8 - Assessment of the level of liability
According to the developed job position assessment matrix, the position of a certain employee is evaluated. The assessment is carried out by the employee himself and his immediate supervisor, after which the arithmetic mean is found - this will be the assessment of the position in points. The second stage is the development of a list of social benefits and the establishment of the number of points that correspond to each type of benefits from this list. For convenience, this information is summarized in a table. It is possible to offer an approximate list of social benefits provided to employees to choose from within the framework of the “cafeteria” system (table 3.9).
Table 3.9 - List of social benefits
| Social benefits | Number of points |
| Vaccination in epidemics | 5 |
| Corporate skills training | 10 |
| Training | 10 |
| Participation in external trainings | 10 |
| Providing theater tickets for the whole family | 10 |
| Provision of tickets for sporting events | 10 |
| Provision of travel tickets | 15 |
| Provision of medicines for diseases (up to 40 thousand rubles) | 15 |
| Physiotherapy | 15 |
| Manual therapy, massage | 15 |
| Participation in conferences | 20 |
| Payment for meals in a cafe (canteen) | 20 |
| Payment for mobile communications (up to 100 thousand rubles) | 30 |
| Vouchers to sanatoriums, rest houses | 30 |
| tourist trips | 40 |
| Payment for tuition at universities | 50 |
| Individual advanced training in home-learning systems | 55 |
The last stage is the formation by the employee of the variable part of the social package from the list proposed to him for the score received.
The introduction of the "cafeteria" system at the enterprise will allow taking into account the work of each employee of the enterprise, and, therefore, will motivate employees to increase labor productivity without reducing the quality of work.
Conclusion
The analysis carried out in the course work allows us to draw the following conclusions:
Personnel assessment is a procedure carried out in order to identify the degree of compliance of the employee's personal qualities, quantitative and qualitative results of his activities with certain requirements. The task of assessing the potential of personnel is to identify its labor potential, the degree of use of this potential, the employee's compliance with the position held or his readiness to take a specific position, in order to characterize the effectiveness of his labor activity, and, consequently, the value of the employee for the enterprise. Of the variety of personnel assessment methods used, the following four are the simplest: the graphical evaluation scale method; alternative ranking method; critical case method; goal management method.
In foreign practice of assessing the potential of personnel, centers for assessing the potential of personnel are widely used. The experience of the assessment center in the Yukos company, as well as in the assessment center of the English company STC, showed that these assessment centers not only provide an assessment of the employees of the organization applying for certain leadership positions, they act as a tool for training employees and at the same time are a way to develop the skills necessary for effective leadership of managers participating in the work of the assessment center as experts. The tests used in the assessment centers are aimed not so much at assessing existing knowledge and skills, but rather at assessing the ability to learn new things and determining the level of development of qualities and skills required by a leader.
In JLLC "Galagroup-Invest" two specialists of the personnel service are engaged in personnel assessment: when hiring, this is a recruitment specialist, and the assessment of employees is carried out by an attestation specialist. When hiring, a questionnaire is used, however, the practice of working with recommendations from previous places of work, the lack of verification of applicants by the security service is not used as a selection criterion. In JLLC "Galagroup-Invest" a qualitative assessment of the potential of personnel is carried out due to the coordinated work of all departments of the enterprise performing work in the field of personnel assessment, as well as due to the knowledge and ability to put into practice the employees of the analyzed enterprise of the legal framework for personnel assessment.
The results of the assessment of the competitiveness of the chief accountant, the head of the supply department and the head of the production and technological department of JLLC "Galagrup-Invest" indicate that the chief accountant has a fairly high competitiveness (competitiveness level (KP) is 0.88); the head of the supply department also has a fairly high competitiveness (K P = 0.763), but it is lower than that of the chief accountant, and the head of the production and technology department also has a fairly high competitiveness (K P = 0.723), but it is lower than that of the chief accountant and head of supply.
The methodology for assessing the personnel of JLLC "Galagrup-Invest" is quite simple in the field of selection of criteria and implementation (which is undoubtedly the advantage of the assessment methods used at the enterprise), is mainly carried out in the form of certification of managers and specialists and comes down to the presentation of an attestation sheet and characteristics, based on which the attestation commission, appointed by order of the head of the enterprise, makes decisions.
In general, the personnel assessment system of JLLC "Galagroup-Invest" is at the proper level, however, there is a need for its continuous improvement, application latest developments and methods, in connection with which it is possible to propose the following: implementation in JLLC "Galagroup-Invest" of the methodology for assessing the potential of personnel, including the assessment of the cost of the enterprise's personnel potential, the calculation of the estimated value of an employee, the Goodwill of an employee's personnel potential. The proposed method for calculating the cost of an organization's human resources potential will, on the one hand, make all the necessary mathematical calculations and reach specific figures, and on the other hand, it is quite simple, primitive and does not require any special software or large time costs.
I also consider it expedient to introduce a "cafeteria" system in JLLC "Galagroup-Invest", where each social incentive is assigned a certain score. Depending on the position of the employee in the hierarchy of positions, status and results achieved, the employee is invited to form a social package for himself for a certain point. The introduction of the "cafeteria" system at the enterprise will allow taking into account the work of each employee of the enterprise, and, therefore, will motivate employees to increase labor productivity without reducing the quality of work.
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Posted On May 15, 2018
Introduction……………………………………………………………………………………………………
1. General approaches to certification of employees……………………………………………
2. Forms of personnel assessment……………………………………………………………………….
3. Two approaches to personnel assessment……………………………………………………………
4. Methods of personnel assessment…………………………………………………………………..
4.1 Quantitative assessment methods…………………………………………………….
4.2 Qualitative assessment methods…………………………………………………………..
4.3 Diagnostic assessment system…………………………………………………..
Conclusion…………………………………………………………………………………………….
Bibliography.
Applications………………………………………………………………………………………………
Organizations exist to achieve their goals. The degree of implementation of these goals shows how effectively the organization operates, i.e. how effectively organizational resources are being used.
The profit indicator allows you to evaluate the effectiveness of the organization as a whole, which consists of the efficiency of using all organizational resources, including each employee. It is natural that employees perform their tasks differently. production duties- in any organization or division there are leaders, outsiders and middle peasants. However, in order to carry out this gradation, it is necessary to have single system evaluating the effectiveness of each employee's performance of their job functions.
Such a system improves the efficiency of human resource management of the organization through:
¨ positive impact on employee motivation. Feedback has a beneficial effect on the motivation of employees, allows them to adjust their behavior in the workplace, and achieve increased productivity.
¨ professional training planning. Personnel assessment makes it possible to identify gaps in the work of each employee and provide measures to eliminate them.
¨ professional development and career planning. Evaluation of employees reveals their weak and strong professional qualities, which allows you to carefully prepare individual development plans and effectively plan your career.
¨ making decisions about remuneration, promotion, dismissal. Regular and systematic evaluation of employees provides the management of the organization with the information necessary to make informed decisions about salary increases (rewarding the best employees has a motivating effect on them and their colleagues), promotion or dismissal.
The benefits mentioned above do not automatically come to the organization at the time of the implementation of the assessment system. They are realized when the series is executed additional conditions:
¨ Firstly, the evaluation system and, most importantly, the actual evaluation of the work of employees should be as objective as possible and perceived by employees as objective. To impart objectivity to the assessment system, its criteria should be open and understandable to employees.
¨ Secondly, the results of the evaluation should be confidential, i.e. known only to the employee, his manager, the human resources department. Publicizing the results creates tension in the organization, promotes antagonism between managers and subordinates, and distracts employees from preparing and implementing the corrective action plan.
¨ Staff acceptance of the assessment system and their active participation in the assessment process is also a condition for its effective functioning.
It is very difficult to create an assessment system that is equally balanced in terms of accuracy, objectivity, simplicity and understandability, therefore today there are several personnel assessment systems, each of which has its own advantages and disadvantages.
However, the most common is the personnel appraisal system.
1. General approaches to employee appraisal
Certification is a process of evaluating the effectiveness of an employee's performance of his duties, carried out by his immediate supervisor. Certification includes several stages: determining the date of certification, training the employee and manager, certification interview and filling out the form.
Employee's personal plan . One of the results of the certification interview is the approval of the employee's personal plan for the next certification period. The main purpose of the plan is to develop a "recipe" for improving the efficiency of the employee. There are several forms of such plans, although the most common (and complementary) ones at present are individual development plan and personal goals.
Individual development plan (Fig. 1) represents the self-assessment of the employee (in relation to the position he holds), his vision of how he could improve the results of his professional activity and activities that could help him in self-improvement. Often an individual plan contains a clause on the long-term professional development of an employee, i.e. development of his career.
Fig.1. Individual development plan
Personal goals - this is a limited set of key tasks for an employee for the certification period. Setting personal goals is an element of the system management through goal setting(MVO in English abbreviation). The goals included in the personal plan should be specific, measurable, tense and related to the tasks facing the organization as a whole and the unit in which the employee works. In order to achieve this, the goals set by the employee are discussed with the manager. The result of such a discussion is an agreed personal plan of the employee, which he is guided by during the attestation period.
Many organizations today use both individual development plans and personal goals to conduct certification. The first makes it possible to plan and evaluate the professional development and growth of an employee, the second sets specific professional tasks and provides a tool for assessing their implementation.
current control. During the entire certification period, the manager exercises control over the work of the employee, including the implementation of the individual plan. For these purposes, the manager can use a special form of registration of achievements, which allows to more objectively evaluate the employee at the end of the period and better prepare for the certification interview.
2. Forms of personnel assessment
One of the most important methodological problems - who must evaluate the worker. In the practice of most firms, this is done by a manager - a manager. In addition to him, in some cases they do this:
1. a committee of several controllers. This approach has the advantage that it eliminates the bias that can occur when an assessment is carried out by a single supervisor;
2. colleagues of the assessed. For this system to bear fruit, it is necessary that they know the level of productivity of his work, trust each other and do not seek to win each other the opportunity to raise salaries and promotions;
3. subordinates of the assessed;
4. someone not directly related to the work situation. This option is more expensive than the others and is mainly used to evaluate a worker in some very important position. It is possible to use this option also in cases where it is necessary to fight accusations of bias and prejudice. It should be taken into account that when using this approach, the person making the assessment will not have such a volume of information as in the previous four options;
5. self-esteem. In this case, the employee evaluates himself using the methods used by other appraisers. This approach is used to develop the skills of introspection in employees rather than to evaluate performance;
6. the use of a combination of the listed forms of assessment: the assessment of the controller can be confirmed by self-assessment, and the results of the assessment by the boss can be compared with the assessment of subordinates or colleagues. A two-way (appraiser-assessed) discussion of the assessment results provides good suggestions for senior management.
3. Two approaches to personnel assessment
Assessment methods in which employees are assessed by the immediate supervisor are traditional for most modern companies. They are effective in large hierarchical organizations operating in a fairly stable external environment.
Executive Assessment: Methods Based on Competency Assessment
A. Agashkova
Leadership assessment is one of the most powerful tools for enterprise development. However, the evaluation gives a positive result only if its goals are correctly defined (the goals of the evaluation procedure do not conflict with each other) and the evaluation tool is adequately selected. Each group of assessment methods is aimed at solving certain problems of the enterprise, has its own advantages, but also its limitations. a brief description of methods are given in Appendix 1.
Therefore, in practical work, methods in their pure form are not used, but their combination is used. Due to a competent combination of evaluation tools, they enhance positive effects and compensate for limitations. In practice, the best result is achieved by combining result-oriented assessment methods with competency assessment methods. The combination of these methods makes it possible to measure the degree of achievement by the leader of the goals set for him and, at the same time, to ensure his development. This combination orients the assessment procedure in three dimensions at once: to the past (in this case, the manager’s past activities are considered as a source of information about the results achieved), the present (the level of development of the manager’s skills and abilities is determined) and to the future (the long-term goals of the manager’s activity and development are determined) .
Let us consider an assessment procedure based on measuring the competencies of managers.
The essence of this method is to determine the key competencies necessary for successful implementation performance of the assessed position and measuring the degree of development of the identified competencies of the assessed manager.
Competences are a set of knowledge, skills, attitudes and personal qualities necessary for the successful performance of a specific position in a particular enterprise.
This method is used to implement the following tasks of the enterprise:
Determining the need for development and training of managers (development of competencies requires a fairly long period of development - 12 months or more);
Motivation of leaders;
Determining the compliance of the head of the position (occupied or vacant, if promotion is planned).
Advantages of this method:
Allows you to draw the attention of managers to those competencies that require development and determine the ways in which this can be done;
With its adequate use, a motivating effect arises. This happens through the collaborative work of the assessed leader and the assessor, when both parties discuss the level of development of the competencies of the assessed and decide what developmental and training activities are necessary for further progress. However, the motivating effect occurs only if the assessment of competencies is not directly related to the level of remuneration of the manager. Otherwise, the feedback procedure based on the results of the assessment is reduced to the attempts of the assessor to overcome the resistance of the assessee regarding the identified “reserves” (insufficient level of development of competencies). When the question of the level of payment arises, the appraiser "goes on the defensive" even in the presence of irrefutable facts;
Allows you to track the dynamics of the development of the competencies of managers;
Objectivity (it is achieved by measuring the characteristics of the assessed leader based on the analysis of the production behavior of managers);
Allows you to compare managers with each other (according to the degree of development of competencies).
Leadership competencies include:
1.professional competencies(managerial skills) - knowledge, skills and professional qualities necessary for the management of a particular team, structural unit or function. These competencies are identified through job analysis.
An example of the “results orientation” competency is given in Table 1.
2.behavioral strategies leading to success or failure in the activities carried out within the evaluated position. Behavioral strategies are described with the help of patterns of behavior "+" and "-" (an example of patterns of behavior in the competence "orientation to results" is given in Table 1).
3. organizational (corporate) competencies - qualities that affect the efficiency of work in the conditions of a given enterprise (for example, the “learning ability” competency is necessary for successful work in enterprises that are at the stages of “formation” or “growth”). The description of the “learnability” competence is given in Table 2.
4. meta-competencies - competencies that are so powerful that they affect the ability of a manager to acquire new competencies (for example, the competencies "emotional intelligence" and "adaptiveness", manifested in the field of learning and development). An example of the description of the “adaptability” competency is given in Table 3. The essence of including this group of competencies is that the skills needed tomorrow will not necessarily match the skills needed today, so the ability to learn from experience is one of the most valuable competencies.
Assessment technology based on the competency model.
Stage 1. Development of a competency model.
Initially, it is necessary to describe the functions that the assessed position performs and highlight the most important of them. Job analysis can be done using the following methods:
Diary method (when the manager keeps an hourly record of his production activities within a certain period of time);
Direct observation method (when a specialist observes the work of the manager);
The use of special questionnaires that offer the manager to consider the list of components of his workflow and choose the most relevant for his professional activities, or rank them in order of importance (for example, the Position Analysis Questionnaire - PAQ and the Work Profiling System, developed by by SHL).
In order to obtain a more complete and accurate description of the workflow, it is necessary to combine two or more work analysis methods.
After the work is described, it is necessary to highlight the criteria by which it will be possible to select the most effective managers occupying the same levels of management. Quantitative indicators are best suited for this (for example, the amount of profit or revenue received by the unit, staff turnover, the number of trained employees, the average score in employee appraisal, market price company shares, etc.). This is a very important step, since the result of work on the development of a competency model depends on the correct definition of performance criteria.
Critical Incidents Interview, when the manager and/or his immediate supervisor and/or his colleagues are asked to recall cases (incidents) when the work was done especially well and the manager was satisfied with his own performance - as well as cases when work was done poorly.
Recalling a number of incidents, respondents should describe them in detail: the conditions in which the situation arose, the actions taken by the manager, the consequences of these actions. The task of this procedure is to highlight the features and properties that determine success and failure in the performance of this work;
Repertory grid method (Rep Grid). This procedure is carried out individually with each interviewed employee. Interviews are conducted with a leader who is one or two levels higher than the position being studied and the best performers of the position being evaluated.
Interview procedure:
a) The interviewee is asked to recall six employees who perform the job being studied. The respondent must know the described employees well, their work experience at the enterprise must be at least two years, they must show different performance. Ideally, three of them should be above average or exceptional, and three below average or inefficient. It is not necessary to give the names of the characterized workers, you can assign a number to each of them or designate them with letters.
b) the respondent must then evaluate the behavior of the described workers and select two that are most similar to each other and not similar to the third. The interviewer should highlight the property that reflects this. It is important here that one aspect of the behavior is singled out and that there is a verb in its description. After that, the respondent should indicate how the behavior of the third worker differs. The interviewer records the responses and asks follow-up questions to check the responses and to refine and clarify the characteristics of the behavior being described. In the terminology of repertory grids, the parameter obtained in this way is called a "construct".
c) the procedure is repeated with the second triplet.
Personel assessment
The same questions are asked, but in order to reveal a different aspect of behavior.
d) this continues with different combinations of workers, and the combinations must not be repeated.
For example, a similar pair of A and B
These workers make plans in advance, they prepare thoroughly and in advance.
Differs from them
He always leaves the task to the last minute. Does not plan in advance, everything becomes a surprise for him.
In this case, the parameter looks like “the ability to plan”, however, in order to be convinced of this, it is necessary to apply this behavioral grid to other respondents in order to make the sample representative.
e) Next, behavioral grids need to be analyzed. This can be done in many ways, one of them is to characterize the parameters that appear in each lattice, and then remove from them those that do not distinguish between effective and inefficient workers.
Personnel assessment is carried out to determine the compliance of the employee with the vacant or occupied workplace (position) and is performed different ways(assessment of the potential of an employee, assessment of an individual contribution or certification as a comprehensive assessment).
Currently, there are several systems for evaluating specialists:
Method analytical evaluation: the attestation commission considers a written description - a review of the employee and conducts an interview with him; rating system, where the total number of points scored, percentages, points (rating, rating scale) is calculated;
Ranking (“aligning” personnel by ranking): as a result of ranking, the manager (attestation commission) can compare employees with each other with subsequent conclusions;
Situational evaluation - as a scale for evaluation, a description of the demonstrated behavior of an employee in a specific situation is used, for which a description of effective and ineffective examples of behavior is developed during, for example, receiving visitors, concluding agreements with partners, etc.;
Evaluation to achieve goals - the method is effective for management personnel.
Overview of systems, methods and techniques for personnel assessment
Distinctive features: orientation towards a specific goal; concentration on certain goals; general goal setting to make sure that staff perceives mistakes as personal problems.
In practice, the most common method is the method of analytical evaluation, and more and more popular (especially abroad) is the method of evaluation by achieving goals, which essentially becomes an integral part of the organization's management system by goals.
Personnel assessment is carried out to determine the employee's compliance with the vacant or occupied workplace (position) and is performed in three ways.
1. Evaluation of the employee's potential. When filling a vacant job, it is important to establish the potential of the employee, i.e. professional knowledge and skills, production experience, business and moral qualities, personality psychology, health and performance, the level of general culture.
2. Evaluation of the individual contribution allows you to establish the quality, complexity and effectiveness of the work of a particular employee and its compliance with the position held using special techniques.
3. Certification of personnel is a kind of comprehensive assessment that takes into account the potential and individual contribution of the employee to the final result.
The initial data for personnel assessment are:
Models of personnel workplaces;
Regulations on certification of personnel;
Philosophy of the organization;
Internal labor regulations;
staffing;
Personal files of employees;
Personnel orders;
Sociological questionnaires;
Psychological tests.
As a result of personnel assessment, the following documents are formed:
Results of testing (examinations) of professional knowledge and skills;
Socio-psychological portrait of a person;
Medical report on working capacity;
Evaluation of business and moral qualities;
Analysis bad habits and hobbies;
Evaluation of the level of industrial qualification;
The conclusion of the attestation commission.
The task of a comprehensive assessment of management personnel has many alternative options, both in terms of the methods used to study the characteristics of employees, and in terms of the formation of an integral indicator. At present, a method for a comprehensive assessment of management personnel using a rating has been developed and experimentally tested.
The rating is a sum of points that measures the potential of an employee for a certain period of time, depending on the combination of qualitative and quantitative characteristics and based on the accepted model of the workplace.
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Necessity, goals and methods of personnel assessment.
Under staff assessment It implies a planned, strictly formalized and standardized assessment of employees as members of the organization holding certain positions.
Personel assessment - this is a system for identifying certain characteristics of employees, which then help the manager in making management decisions aimed at increasing the performance of subordinates.
The main objectives of personnel assessment:
1. administrative purpose is achieved by making an informed administrative decision (promotion or demotion, transfer to another job, referral for training, dismissal) based on the results of the assessment of personnel performance;
2. information purpose lies in the fact that both employees and managers have the opportunity to obtain reliable information about the activities;
3. motivational goal is that the assessment itself is the most important means of motivating people's behavior, tk. Adequately assessed labor costs will ensure a further increase in the productivity of workers, but only if the work of a person is evaluated according to his expectations.
Personnel assessment methods are a means to achieve specific purpose, serve as the basis for interaction between the manager and the subordinate, combine the goals of the enterprise and the employee, etc.
Methods are classified into three main groups:
1) Qualitative methods - these are methods that determine employees without the use of quantitative indicators:
- Matrix method(involves comparing the qualities of a particular person with the ideal characteristics for the position held)
- Arbitrary characteristics system method(management simply highlights the brightest achievements and the worst mistakes in a person’s work, and comparing them draws conclusions)
- Assessing the performance of tasks(the work of the employee as a whole is evaluated)
- 360 degree method(evaluation of the employee from all sides)
- Group discussion
2) Combined methods - it is a set of descriptive methods using quantitative aspects.
- Testing ( assessment based on the results of solving pre-set tasks)
- Sum method
- Grouping system(employees are divided into several groups - from those who work perfectly, and to those whose work is unsatisfactory compared to the rest)
3) Quantitative methods - all results are recorded in numbers.
- Rank method(several managers rank employees, then all ratings are compared, and usually the lowest ones are reduced)
- Scoring method(for each achievement, the staff receives a predetermined number of points, which are summed up at the end of the period)
- Free scoring(Each quality of an employee is evaluated by experts for a certain number of points, which are summed up and the overall rating is displayed).
Personal manager
Criteria for evaluating applicants and employees.
To obtain reliable information, it is necessary to accurately and objectively identify the indicators for which the assessment is made. In this case, it is important to establish clear and thoughtful criteria for assessing personnel.
Personnel assessment criteria - these are indicators that represent the most significant labor, behavioral, personal characteristics of employees, as well as characteristics of the results of their professional activities, which can serve as objective grounds for determining the degree of compliance with the position held.
There are four groups of criteria that are used in any organization with some adjustments:
1. Professional criteria personnel assessments contain characteristics of professional knowledge, skills, professional experience a person, his qualifications, results of work;
2. Business Criteria personnel assessments include such criteria as responsibility, organization, initiative, efficiency;
3. Moral-psychological personnel assessment criteria, which include the ability for self-assessment, honesty, fairness, psychological stability;
4. Specific Criteria assessments of personnel, which are formed on the basis of the qualities inherent in a person and characterize his state of health, authority, personality traits.
Applicant evaluation criteria:
- The amount of labor the volume, effectiveness, intensity of labor, use of time are determined;
- The quality of work the proportion of errors in work, the quality of products and their compliance with the best world standards are established;
- Attitude to work - the initiative of the employee, his ability to withstand heavy workloads, the ability to adapt to various situations, especially new ones;
- Accuracy in work attitude to the means of production, their use, the optimal use of raw materials and materials, the degree of accounting material costs at work;
- Willingness to cooperate within the enterprise - participation of the employee in solving joint problems, relationships in the team, the ability to participate in teamwork, reaction to comments from outside, other personal qualities.
What are the methods of personnel assessment in the organization?
Personnel assessment tools.
Important means of assessing personality are observation and research. Having the opportunity to directly observe a person, how he behaves at work and in his spare time, “family, among friends and acquaintances, in a narrow circle and in a larger society, it is powerful to form a judgment about his personality. much can be established only by long and close association.
In order to select personnel assessment tools based on a competency-based approach, it is necessary to understand what the subject of assessment is, i.e. what competencies are to be assessed.
To assess the personnel of the enterprise, several methods are used: analysis of personal data, interviews, competitive exams, expert assessments, testing, evaluation of work results.
The means of evaluating applicants are often classified into personal and technical.
1. Personal staff assessment tools:
- analysis and evaluation of documents (analysis of the application, biography, academic performance, photographs, verification of personal profile, reviews);
- testing (a test for academic performance, intelligence, character);
- interview-interview (analysis of the ability to express one's thoughts, attitudes to work, sociability, speech skills);
Technical means of personnel assessment:
- working experiment (trial of work in laboratory conditions, trial movements, assessment of the most significant elements of the labor process);
- graphological conclusion (personality analysis: personal image, picture of academic performance, industrial relations).
person manager
Conditions for the qualitative assessment of personnel.
Necessary conditions and requirements for the qualitative assessment of personnel:
- Objectively - regardless of any private opinion or individual judgments;
- Reliable - relatively free from the influence of situational factors (mood, weather, past successes and failures, possibly random);
- Reliable in relation to activity - the real level of skill proficiency should be assessed - how successfully a person copes with his business;
- With the ability to predict the assessment should provide data on what types of activities and at what level a person is potentially capable;
- Complex - not only each of the members of the organization is evaluated, but also the connections and relationships within the organization, as well as the capabilities of the organization as a whole;
- Process evaluation and evaluation criteria d.b.
not accessible to a narrow circle of specialists, but understandable to appraisers, observers, and the assessed themselves (i.e., have the property of internal evidence);
- Conducting evaluation activities should not disrupt the work of the team, but be built into common system personnel work in the organization in such a way as to really contribute to its development and improvement.
Necessity, tasks, and methods of staff development.
Staff development - carrying out activities that contribute to the full disclosure of the personal potential of employees and the growth of their ability to contribute to the activities of the organization.
Development opportunities e.b. provided to everyone, because it increases not only the efficiency of work, but also the flexibility of management, improves morale, facilitates the delegation of authority, and ignoring the need for development, new knowledge and skills increases staff turnover.
Personnel development has traditionally been based on learning processes that are managed and financed by the enterprise for which these learning processes intended. The purpose of training is to develop the intellectual potential of employees.
Personnel development tasks:
1. Professional development for the purpose of new products, proper use, maintenance and repair of means of production; training and retraining of personnel, training in modern technologies.
2. Ability to communicate and work in a group.
3. Awareness of the importance of the growing role of labor, financial, production work discipline in the sense of accurately performing actions that ensure the error-free operation of a machine, installation, department or enterprise.
4. Formation of responsibility as a systemic quality of an employee and the development of its types.
5. Independent development by the staff of their professional skills and knowledge.
Among methods personnel can be distinguished:
a) methods of formation and development of the personnel potential of the organization:
- methods of organizational development, staffing;
- methods for improving the corporate style of management;
- methods of conflict management that promote interpersonal communications and create a favorable microclimate;
- manager's group work technique.
b) methods for developing the potential of each employee:
- methods of training and retraining of workers, specialists and managers;
- methods of professional development outside the organization;
- branded one-day or weekly seminars;
- conferences, group discussions;
- a system of methods for promoting the development of creativity (heuristic methods, business games)
- management trainings.
Personal manager
Purpose, principles, forms and essence of a new approach to retraining of personnel in market conditions.
Retraining of personnel refers to additional education, provides a new qualification of the relevant profile of education at the levels of higher and secondary specialized education and is confirmed by a diploma of retraining of the established sample.
aim professional retraining specialists is to obtain additional knowledge, skills and abilities in educational programs that provide for the study of individual disciplines, sections of science, engineering and technology necessary to perform a new type of professional activity.
Retraining is based on principles consistency, commitment, differentiated approach, prospects.
Retraining should be purposeful, i.e. be specific oriented workplace and a worker willing to take it.
The volume of retraining and the specification of its forms depend on the availability of an appropriate training base at the enterprise, material support, and the ability of the enterprise to conduct this work on a contractual basis with special educational institutions.
Retraining of personnel is carried out at the expense of funds attributable to the cost of production. In addition, funds specially created in employment services act as a source of financing, some of which can be transferred to enterprises for retraining personnel within the framework of employment programs in a given territory.
Personal manager
Improving the qualifications of personnel.
Staff development - this is training after the employees have received basic education, aimed at consistently maintaining and improving their professional and economic knowledge (deepening, increasing, bringing in line with the requirements of a higher position), skills, and increasing skills in the employee's profession. For this, they organize production and economic courses, schools of management, special-purpose courses, schools of advanced techniques and methods of work, etc.
Modern advanced training programs aim to teach employees to think independently (including economically), solve complex problems, implement an entrepreneurial approach to business, and work in a team.
They provide knowledge that goes beyond the position and stimulate the desire to learn further. However, the prospect of advanced training activates only those employees who have not yet reached their ceiling.
In order to increase the responsibility and interest of personnel in the continuous improvement of their qualifications, it is necessary to ensure the relationship between the results of advanced training, certification, job transfers and remuneration of workers with the quality of knowledge and the effectiveness of their practical use.
Work on advanced training is an integral part of the training of the personnel reserve and therefore it is provided collective agreements administration with employees of the enterprise, and the activities themselves to improve their skills are reflected in the planning system at the enterprise.
Professional development of personnel d.b. comprehensive in scope, differentiated by individual categories of workers, continuous, focused on promising professions.
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MODERN TECHNOLOGIES FOR ASSESSING PROFESSIONAL QUALITIES AND STAFF PERFORMANCE RESULTS
Stepkina N.S., Tretyakova L.A.
The study and systematization of modern methods of personnel assessment are relevant, since the strategic task of the personnel manager is the formation of a competitive personnel structure of the organization, which determines the efficiency of production. Sooner or later, the HR manager faces the task of conducting a personnel assessment. When choosing methods for conducting an assessment, it is important not to lose sight of its goals, namely: assessing the performance of employees, their contribution and suitability for their positions, as well as identifying promising employees for their training and promotion.
Personnel assessment is a system that allows you to measure the results of work and the level of professional competence of employees, as well as their potential in the context of the company's strategic objectives.
Personnel assessment is a purposeful process of establishing the compliance of the qualitative characteristics of personnel with the requirements of a position or workplace.
During the assessment, the employer compares the employee holding a particular position with a specialist who would be ideally suited for this position.
Various methods are used to evaluate the work of personnel. In Russia, attestation is considered the traditional method of assessment. Modern valuation methods in Russia appeared recently, when Western companies entered the Russian market. The number of firms that use the Assessment Center, Management by Objectives, "360 degrees", Performance management is increasing, but not at a very fast pace. The main obstacle is the Russian mentality of the continuity of Western technologies, distrust of them, as well as the desire for conservatism and stability.
1) Certification. The certification procedure is set out in officially approved documents. In their absence, the company must have the "Regulations on certification" of the company's personnel approved in the prescribed manner. All regulations and procedures are approved and agreed upon by the company's leaders. By decision of the administration of the organization, certification can be regular or extraordinary.
Certification evaluates the results of the employee's work (based on recommendations from the manager or on the evaluation sheet), personal and business qualities, practical skills and level of knowledge (in the form of a standard exam), qualifications.
The attestation commission is created from employees of personnel services, members of the trade union, representatives of the middle level. The number is usually determined by an odd number of participants ranging from 5 to 11 people. The commission, in the presence of the employee, considers all the data and decides on the future fate of the employee in the company.
The results of certification may be the basis for the dismissal of an employee in accordance with Art. 81 Labor Code RF. If the employee does not agree with the decision of the certification commission, then he can appeal to the commission on labor disputes organization or go to court. The Commission must provide reasons for its decision.
Advantages: this method is well known and developed. Based on the results of certification, personnel decisions can be made (transfer to another position, training, salary increase or decrease, dismissal, re-certification). Collegiate decision by the commission.
Disadvantages: The method is perceived negatively by the staff, accompanied by a lot of stress. May not apply to all categories of personnel. Requires a lot of time and labor. Employees do not receive feedback.
2) Management by objects (MBO). The essence of this method is that the manager and the employee set tasks together and also jointly evaluate the results of their implementation at the end of the reporting period (usually the end of the financial year).
1. First, a list of tasks is compiled:
a) the leader himself formulates tasks, and then brings them to subordinates. Further, they are adjusted taking into account the suggestions of employees;
b) the manager and the subordinate set tasks separately from each other, and then coordinate them at the interview.
2. Then the criteria for completing the tasks (weight as a percentage of the overall success for each task, coefficient) are determined in accordance with the strategic direction of the firm.
4. Then they plan activities to improve the quality of work.
Advantages: The employee understands the criteria for the success of his work even before the start of the tasks. Elements of translation of the company's strategy appear. There are elements of feedback. Appears non-material motivation: awarding diplomas, awarding honorary titles, awarding distinctive signs, etc. The method is optimal in terms of time costs.
Disadvantages: The method is not devoid of subjectivity, since the performance of tasks is mainly evaluated by one person (manager). Orientation to the past merits of the employee, and not to his development in the future.
3) Performance management (PM). With the help of this method, the results and competencies of the staff are evaluated, the employee's career is planned, and areas of development are identified. Attention is focused on the feedback of the manager with the employee in the form of regular contacts once a year (formally) and more often (as needed, informally).
Task-defining interviews and a final interview (taken jointly by the manager and employee) are held once a year, where the subordinate is provided with feedback on his work and ways of developing the quality of work and his success are developed. The results of work on tasks and competencies are evaluated, areas are identified and plans are drawn up for training the employee and developing his career.
Advantages: The method gives a clear understanding of the criteria for evaluating a subordinate and his place in the company. This method allows you to establish a close relationship with the firm's strategy and key performance indicators. Promotes the transmission of corporate culture through competencies. The method is focused on long-term training and development of personnel. The employee receives feedback throughout the year, not just at the beginning and at the end. Career movement is carried out both horizontally and vertically. An individual development plan is drawn up for the subordinate.
Disadvantages: This method is time consuming. this method can only be applied in those organizations in which the corporate culture is very developed - very transparent, with a high level of management and looking to the future. In addition, it requires a large preliminary work HR department and line managers - sometimes even for several years.
4) "360 degrees" is a competency assessment performed by people who constantly work with the employee. The employee himself can initiate this method of assessment in order to determine his areas of development.
The opinion about the employee is taken out by four parties: the head, subordinates, clients, colleagues in the amount of 7-12 people. It is desirable that the rest evaluate the employee not only positively, but also negatively.
Competencies assessed:
Teamwork;
Professionalism;
Organizational skills;
sociability;
People management;
Ability to make decisions;
self-management;
Leadership;
Ability to adapt;
Initiative.
All received data are summarized and sent for processing to an independent expert or processed automatically (online). The results of the assessment (usually on a 5-point scale) are received by the employee himself and his manager.
Benefits: Obtaining a versatile assessment for one employee individually. That is, the employee is able to compare his self-assessment of competencies with how his colleagues assess his competencies and his behavior. Another advantage lies in the democratic nature of the method (not only the manager evaluates his subordinates, but subordinates can also evaluate him, this increases the loyalty of the staff to the company, for them this is an indicator that their opinion is listened to). Creating and strengthening trusting relationships with customers (an opportunity to show that the company is working to improve customer service). The most effective use of this method is to create individual plans development and in identifying training needs.
Disadvantages: Not used directly for key HR decisions: salary increase, transfer to another position, dismissal. Evaluates only competencies, not achievements of the employee. Requires a high degree of confidentiality. It is difficult to obtain reliable information from employees in the assessment (especially the opinion of subordinates about the leader).
5) Assessment Center - is a method that consists in a specially selected set test items for participants in the form of discussions, business and role-playing games, individual exercises and other tasks in which participants can demonstrate their professional competencies to the maximum extent. It is these professional competencies that are assessed during the Assessment Center. The topic can be anything, and does not have to reflect the content of the work of the subordinate. Each situation (case) allows you to evaluate several competencies in various combinations. Exercises are performed in pairs or in a group. The behavior of employees is monitored by specially trained observers - these are external consultants, personnel officers.
Advantages: This procedure can be applied at any stage of work with personnel, from the selection of candidates to summing up the results of the talent pool development program. The efficiency and reliability of the method varies from 68 to 80%. The Accuracy of the Assessment Center method is due to the fact that it can be used to observe real manifestations of behavior and the fact that these behavioral characteristics are tested in more than one way.
Disadvantages: The only disadvantage is that the traditional conduct of the Assessment Center can only be carried out by specialists in this field, and since there are still not enough of them, the quality of the Assessment Center in small and medium-sized companies leaves much to be desired.
The best option for conducting an Assessment is to involve experts from outside. The degree of objectivity in evaluating the work of subordinates will increase, but for the organization this can be very expensive. To solve this problem, it is more expedient to train specialists in the Assessment Center within the company. Such specialists, periodically improving their qualifications, would be able to evaluate employees at a high level.
Each assessment method has its pros and cons. And in order to reliably evaluate the personnel from all sides, it is necessary to use a certain set of methods that will be optimal in terms of time and financial costs for this organization.
Thus, personnel assessment is a procedure that is carried out in order to identify the degree of compliance of the qualitative and quantitative results of the work of a subordinate, his personal qualities with certain requirements. The task of assessing the work of personnel is to identify its labor potential, the degree of use of this potential, the employee's compliance with the position held or his readiness to take a specific position, in order to characterize the effectiveness of his labor activity, and, consequently, the value of the employee for the organization.
Literature
Bukhalkov, M.I. Personnel management / M.I. Bukhalkov. - M.: INFRA-M, 2005. - 368 p.
Egorshin, A.P. Personnel management / A.P. Yegorshin. - N. Novgorod: NIMB, 2003. - 720 p.
Ivantsevich, D.M. Human resources management: basics of personnel management / D.M. Ivantsevich, A.A. Lobanov. - M.: Delo, 2006. - 317 p.
Malinovsky P.D. Personnel assessment methods / P.D. Malinovsky. - M. : 2007. - 197 p.
Official website of the HR-Portal magazine. URL: http://hr-portal.ru/
Khrutsky, V.E. Personnel assessment / V.E.
Personnel assessment methods. Certification and assessment of personnel
Khrutsky. - M.: Finance and statistics, 2004. - 172 p.
Shkatulla, V.I. Handbook of the personnel manager / V.I. Shkatulla. - M.: NORMA - INFRA-M, 2004. - 426 p.
Personnel assessment in an organization is an important aspect of management practice and theory. The team of both the private enterprise and the public service must be able to realize the goals of the company, based on its values. In order to form and maintain a powerful team, to achieve the strategic goals set by the administration, it is necessary to systematically evaluate employees using various existing methods.
Certification
The most common form of performance appraisal is personnel appraisal and appraisal, which is a special managerial measure carried out periodically in an organization in full compliance with national labor laws. This is done by a special commission, which includes representatives of the leadership, chiefs structural divisions, representatives of the personnel service and other employees, one way or another related to personnel management.
Attestation is a complex system that uses various assessment methods. Its results are necessary for:
- Evaluation of the employee's compliance with the current position, his specialization and skill level (grade), the possibility of revising the salary within the appropriate levels for this position.
- Monitoring the fulfillment of the goals set for employees during the previous certification.
- Setting goals for the next period.
- Definitions for employee development activities.
- Making personnel decisions: changing the salary, transferring an employee to another grade, changing specialization, promotion / demotion, transfer to another job, dismissal.
- Changes in the compensation package by transferring to another grade (position).
Certification and evaluation of personnel, if possible, should be carried out regularly. Its frequency depends on the position. When carrying out certification, certain characteristics of a particular person are compared: business qualities, sociability, professional qualifications. Then the results obtained are compared with the results of the work of other employees and industry standards for this position.
Selection of indicators
Before developing a procedure for attesting employees, it is necessary to carefully study all the functions and tasks that employees must perform in accordance with the job description. Based on the analysis, indicators are selected - criteria for assessing personnel.
For each specific function performed by an employee, or for each individual task, it is necessary to develop clear, well-understood performance indicators and performance standards for subordinates. To establish standards for the performance of work, the optimal number of indicators is selected, which will serve as benchmarks for assessing the various qualities of an employee. In practice, a certain set of evaluation criteria is most often used for this. It may include, for example, the following items:
- Professional knowledge.
- performance and participation.
- Attitude towards managers and employees.
- Reliability.
- Quality of work.
- Work intensity.
- The pace of work.
- The ability to express yourself.
- Ability to organize planning.
- Attitude to work.
Evaluation Criteria Requirements
When defining standards, certain requirements must be met. Thus, the developed criteria should:
- Display normative ideas about personal and business qualities, labor behavior, the results of an employee's activities, based on organizational and individual goals.
- Have quantitative certainty to evaluate different levels of performance.
- Be reliable and valid to exclude subjective errors.
- Be understandable to managers and performers.
In addition, the costs of the evaluation process should not exceed the benefits of its results. To obtain a thorough description of the object of analysis, it is necessary to use a sufficient number of criteria.
Sequence of evaluation processes
When evaluating and analyzing the effectiveness of employees, it is necessary to follow a certain sequence of actions in order to ultimately obtain clearly structured data. Such analytical material is easier to process, and business valuation personnel will be as correct as possible.
- The first step is to define the goals to be achieved. They should be described as clearly as possible, otherwise the whole point of certification is lost.
- The level of performance actually achieved against the established standards is then measured. The range of methods, ways, tools for this is huge and depends on the structure of the organization and the tasks it performs.
- The third step is to compare the actual results with the desired (or expected). This will help to objectively rank employees among themselves based on achievements and failures.
- The next stage is the mandatory discussion of the results of the assessment with employees in compliance with all the rules of business ethics.
- At the end, motivational, qualification, administrative and other decisions are made based on the results of the study.
Whatever the assessment of personnel management, employees should know what positive results they have achieved in reporting period what prevented them from successfully solving problems and what recommendations they can use in their future activities.
Valuation principles
Personnel assessment methods will fully function subject to the following principles:
- Objectivity. Only reliable information bases and systems of indicators are used in determining the characteristics of an employee. Current activities, period of work, dynamics of results are taken into account.
- Publicity. Comprehensive familiarization of the audited employees with the assessment methodology, bringing the results to the attention of interested parties.
- Efficiency. The speed and timeliness of certification, the regularity of its conduct.
- Democracy. Participation of members of the audited group in the assessment of subordinates, colleagues.
- Unity of evaluation criteria.
- Clarity, accessibility and simplicity of the procedure.
- Efficiency. Taking prompt action based on the results.
Personnel assessment in the organization is carried out in two areas of activity: current and prospective. Current activity analyzed for performance and compliance with the requirements for a particular position. When planning long-term activities, managers determine what qualities need to be developed, what needs to be taught to the employee, the procedure for improving qualifications, and how best to unleash his potential.
Main characteristics
In order for the assessment of the work of the personnel of an organization, enterprise, institution to be adequate, it is recommended to first determine a list key indicators. For example, they may be:
- labor productivity;
- professional conduct;
- personal qualities.
The business assessment of the personnel must meet the following requirements: completeness and reliability of displaying the results, specificity, ensuring compatibility with the achievements of other employees, as well as with the previous period.
For different positions, the main indicators may vary. Somewhere stress resistance is important, somewhere speed of decision-making, perseverance and scrupulousness, the ability to convince or the ability to say “no”. A person cannot be perfect in everything. Therefore, 2-4 positions are determined that are critical for a particular profession, and when checking, they focus on them.
In order for the evaluation of the professional activities of employees to be objective, one should use a variety of methods that are best suited to the structure of an organization, its goals, and the nature of the team's activities. Professional sources describe many methods for studying and analyzing the competence of employees. Among them:
- Certification is an assessment of the work of personnel, which uses an integrated approach using various methods. During the audit, the attestation commission determines the compliance of the candidate with the vacant position or the position he occupies.
- forced choice method. This procedure consists in the selection by experts of the most suitable characteristics for the employee, for example: the ability to plan one's activities, sociability, work experience, etc.
- The descriptive method involves the creation of a consistent, detailed description of the positive and negative traits of each employee.
- Testing is a system for assessing personnel, in which professional knowledge and skills, abilities, motives, and personality psychology are determined. These qualities are revealed with the help of special tests that can be deciphered using "keys".
- A business game is a kind of management game, during which the knowledge and skills of an employee are analyzed, and his ability to work in a small group is also assessed.
- Management by objectives (in foreign literature - Management by Objective (MBO)). Evaluating the effectiveness of personnel by this method involves the general setting of tasks by the manager and employee, after which the results of their implementation are evaluated at the end of the reporting period. This system covers all positions in the company - from technical to institutional levels.
- Performance Management. According to this system, not only the final results of the employee's work are evaluated, but also his competencies - those personal qualities that are necessary to achieve the goals set.
- The assessment center (group and individual) is designed to test employees in terms of competencies for specific personnel tasks. Personnel assessment methods may include behavioral interviews, as well as case studies (game situations). For the selection of candidates for high positions and in the evaluation of top managers, the emphasis is on behavioral interviews, and for the promotion of employees to the personnel reserve - on business games.
- Self-report (speech) consists in making oral presentations by the manager or specialist to the work team, during which the implementation of the work plan and personal obligations is analyzed.
- 360° method. According to him, employees are evaluated by colleagues, managers and their subordinates. For each person, an individual and general questionnaire is filled out.
- Evaluation by the method of committees. In accordance with this method, the work of employees is discussed in a group, while it is divided into separate tasks. As a result, a certain list of actions is compiled, each of which is evaluated as successful and unsuccessful.
- Method of independent judges: an employee is evaluated by independent persons who did not know him (usually 5-7 people act as "judges"). At the same time, personnel assessment methods are based on the principles of cross-examination.
- Interview: The applicant acts as an HR manager and interviews several job applicants. The ability to correctly analyze and select employees is checked.
- observation. In this case, the employee is evaluated both informally (on vacation, at home) and in working environment methods of momentary observations and photographs of the working day.
It should also be noted that at each stage of an employee’s work in a company, certain assessment methods can be used: for example, in the process of selecting an employee for a vacancy, you can use the interview and testing method at the same time, and to make a decision on dismissal from a position, it is enough to conduct an employee appraisal.
Scope of Research
The analysis of personnel assessment directly depends on the amount of research, the quantity and quality of the study methods used. In terms of content, they can be partial, when they evaluate only certain qualities of the performer or the level of work performance, and complex, when they consider business and personal qualities, labor behavior, and performance results in a complex.
According to the regularity of the study, they are divided into those that are organized constantly with a certain frequency (depending on the position: once every six months, a year, two, etc.), and episodic assessments that are due to a certain stage (completion of the probationary period, promotion service, disciplinary responsibility, etc.).
Depending on the frequency, the assessment is divided into current, final and prospective. The current one determines the level of performance of duties by the employee at the moment. The final summaries the performance of the work and its results at the end of a certain period. Perspective determines the abilities, qualities, motivations, expectations of the employee, that is, it allows you to predict his potential.
Grading system
Depending on the criteria, a quantitative, qualitative, analytical (reduction of all results according to all criteria) assessment and determination of time guidelines are distinguished. Personnel performance appraisal is divided into two types:
- Systemic: when all blocks of the analysis system are involved;
- Unsystematic: when the appraiser has the right to choose criteria, methods, methods, tools, analysis procedures.
Subjects of evaluation
This concept refers to employees evaluated by their manager, colleagues, clients, subordinates. They can also be subjects of a comprehensive, so-called 360° assessment, which takes into account all of the above factors in combination.
In addition, the so-called self-assessment, or internal assessment of personnel, is practiced. Information in this case is obtained after motivational monitoring. The combination of conclusions on external and internal testing allows you to more fully implement the orienting and stimulating functions of research.
Evaluation of the labor activity of the personnel allows:
- Assess the professionalism of an employee, namely: the level of professional training (knowledge, skills), the level of psychological preparation (orientation of the personality, motives of behavior, adaptability, character traits, temperament), labor efficiency (productivity, quality of labor), the desire for rationalization and inventions.
- Develop recommendations for the development of personal and professional qualities of employees.
- Determine the degree of compliance of remuneration, its effectiveness with the efforts of the employee and his expectations.
- Determine the main directions of personnel development.
- Form an effective mechanism for professional motivation of employees.
Overseas experience
The assessment of personnel in foreign countries is somewhat different from how this process goes in our country. In the USA and Western Europe, a special personnel assessment test is used - the Bussiness Personality Test (BPT). It contains 100 questions, the results of staff assessment vary on a scale from 0 to 10 points. This allows you to get much more information from each question for analysis than using the traditional “no / yes” scale, or choosing from given answer options.
In the giant General Electric concern, criticism was found to be an ineffective means of informing subordinates about shortcomings in their professional activities. In order to provide feedback, there needs to be a two-way discussion on specific performance improvement issues. In Japan, personnel assessment is based on the production philosophy adopted here, that is, the abilities of each employee are determined individually. A feature of this assessment of personnel is its regularity and obligation for all.
Domestic experience
In Russia, both analytical methods for assessing personnel and special electronic devices that work by analogy with “lie detectors” are used. For example, the Luch apparatus, created by researchers at the Institute of Psychology, allows specialists to test such human qualities as quick wits and reaction speed.
Conclusion
Not all of the above methods are equally good in the implementation of the personnel assessment process. Their effectiveness directly depends on the goals set, the level of maturity of the company, its objectives and the type of corporate culture. Equally important is the assessment of staff training, possession of theoretical knowledge and practical skills. Agree, it is better to evaluate an employee using the performance management method, since each company works directly for the end result, which is customer satisfaction and profit. Therefore, in order to achieve these goals, it is necessary to periodically check how the work of each employee is performed. Already on the basis of these data, the administration can make an appropriate managerial decision to increase wages or, conversely, to reduce it, career growth or the dismissal of a person.
The head of the organization must rationally use human resource. At the same time, it is important not only to effectively manage already hired workers, but also to control the selection of new ones.
In 2018, the manager must apply modern assessment principles that will help to achieve economic goals. Their advantages lie in independent peer review.
It is carried out by a special center. This center will be able to confirm whether the employee's skills meet pre-established standards enshrined in law.
What methods of personnel assessment are more effective?
Practice shows that the most effective modern method- combined. This is an integrated approach that combines four systems of qualitative and quantitative analysis.
It can be attributed to:
- a system of summed estimates;
- testing;
- system of the given grouping of employees.
Qualitative methods for assessing employees
Modern qualitative methods do not include quantitative indicators.
These include:
- a method common in modern conditions - matrix;
- "360 degrees";
- group discussions;
- system of arbitrary characteristics;
- task performance analysis.
Basic methods of selection and evaluation of personnel
The basic recruiting principles that provide the company with an effective staff:
- Complexity. Expert analysis of biography and career, identification of labor and personal qualities, determination of the level of knowledge and competence;
- Objectivity. The minimum subjective opinion of the recruiter. Reselections must show the original results;
- Continuity. The process of finding an employee should not be urgent. The talent pool should be part of the company's strategy;
- Planning. The company must take into account the development prospects and the need for new employees;
- Alternative. Efficient selection implies the benefits of choice. To do this, it is worth attracting more candidates;
- Activity. Modern recruiting must be effective. Its main task is to work with potential personnel.
Effective recruitment should be carried out in stages:
- preliminary selection;
- questioning;
- autobiography;
- interview;
- testing;
- verification of recommendations;
- medical checkup;
- expert decision-making on employment.
There are four main recruitment methods:
- Mass recruiting. The task is to find employees of lower and middle level. Personnel analysis is simplified and aimed at identifying the candidate's compliance with the established requirements;
- Direct Search. The purpose of this technique is the selection of a top-level employee, or a narrow specialist with special skills and knowledge;
- headhunting. A kind of direct search. The technology consists in finding a highly qualified specialist and poaching him into a competitor's company. Only an experienced HR professional can cope with such a task;
- Premiling. Modern effective method recruitment. It implies the choice of workers among probationary students. Certification is carried out by HR managers.
Four expert qualitative methods of personnel assessment:
- Primary selection, carried out at the stage of resume analysis (qualitative assessment of the compliance of the candidate's characteristics with the established characteristics, experience and requirements of the vacant position);
- Interview(analysis of the professional and personal qualities of the candidate during a personal meeting with the employer);
- Assessment Center(a comprehensive analysis focused on identifying the real qualities of applicants, their professional and psychological characteristics, potential);
- Professional surveys(direct verification of the knowledge and skills required by the candidate).
When is the best time to use quantitative employee evaluation methods?
Modern quantitative methods are considered more objective than qualitative ones. Key benefits of quantifying in specific numbers recorded as a report.
There is four effective quantitative methods, which employers can apply worldwide:
- Quantitative rating method;
- Target score;
- Free scoring;
- Graphic profile system.
Benefits of Non-Traditional Employee Assessment Methods
Employers can conduct non-traditional expert analysis.
Modern non-traditional methods and their advantages:
- graphological. Under dictation, the employee writes several sentences. The result of the work is checked by a specially hired specialist - a graphologist. You can reveal the character and learn the skills of a person;
- physiognomic– not only unconventional, but also modern. Its advantages lie in the complete decoding of personality by facial features. At the same time, it is difficult for a person to hide true feelings. In forensic science, the physiognomy is often used, but many argue whether it is worth using it, not trusting the results;
- Psychological tests– non-traditional for personnel analysis. Tests help to analyze the employee's abilities and his readiness to perform job duties. By analyzing psychological tests, a psychological portrait of a person is compiled, fully revealing the potential and predicting the level of development;
- Modern and non-traditional methods of analysis- astrology, numerology for many charlatanism. That does not prevent them from existing, and many companies choose them as the main ones.
In order to provide the company with a quality staff, and not to load the employee with duties for which he is not ready, employers must use modern classical (quantitative and qualitative) and non-traditional methods.
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So, briefly about tasks of personnel assessment in the organization:
- obtaining information for making managerial decisions;
- stimulating employees and "keeping in good shape";
- planning and development of training programs;
- cost reduction or cost justification.
Personnel assessment criteria
Based on the tasks, it is possible to formulate the main qualitative criteria for assessing personnel in the company:
- focus on achieving the Company's Strategy and goals;
- compliance with corporate culture;
- transparency of procedures and clarity of results for consumers (managers, employees).
If we talk about the criteria by which personnel assessment takes place, then it is customary to divide it into a competency-based approach (and various types of performance appraisal. And this correlates with the types of assessment.
Types of personnel assessment
There are two main types of personnel assessment:
- performance evaluation for a certain period;
- assessment of personal and professional qualities - competence-based approach.
It is important (and true for both species) that evaluation be done regularly.
Evaluation of the results of personnel work
Evaluation of the results of personnel work is impossible without the existence of a well-functioning planning system in the company. When the goals of departments and employees are linked and digitized. When there are clear boundaries of responsibility. There should also be a system for recording the results of activities.
The best option would be to implementKPI or similar. Some companies introduce an additional or redundant feedback system. For example, gamification.
Assessment of personal qualities and skills of personnel
Assessment of personal and professional qualities occurs using different methods. And more on that later. But the most important thing in personnel assessment is the presence of clear and transparent criteria - competencies.
It is after determining the evaluation criteria that the methods of personnel evaluation are selected. For example, in modern world IT employees are especially in demand, so special attention is paid to their assessment and selection. At the same time, IT employees have different roles in the company and, depending on their role, functional area, corporate culture of the organization, certain requirements are imposed on them, which can be formulated in the form of evaluation criteria or competencies. After drawing up the criteria, you can move on to assessment methods, since each method has its own scope, that is, it is intended for assessment in certain situations. You can read more about what is recommended to be assessed by IT professionals and how.
Personnel assessment methods
Our company is engaged in the assessment of personnel on competencies. The most well-known formats are described below - individual and group assessment methods. At the same time, the development of technology contributes to the emergence of new forms, for example, we are implementing.
Individual methods of personnel assessment
The most well-known individual assessment methods are:
- interview (competency interview/structured interview/in-depth interview);
- testing and personality questionnaires;
- activity monitoring;
- case methods;
- 180/360° evaluation - feedback.
Personnel Assessment Interview
The interview is probably the most commonly used assessment method.
Almost every employee who comes to the company is interviewed. Also, in many companies, we implement in-depth interviews (research of motivation and attitudes) to assess managers in situations where it is impossible to conduct an assessment center (status managers or a small number of employees).
In short, the interview on competencies takes place in the form of a 1.5-3 hour conversation, in which the consultant learns about the previous experience of a person using a special technology that allows you to obtain information about the availability of the necessary qualities, knowledge and skills.
A large number of mistakes made by interviewers are due to the apparent simplicity of the method - ask questions and listen. But it's not. After all, each of us wants to give the most attractive information about ourselves. Therefore, when conducting an interview, a specialist with technology is needed (for example,STAR).
Testing in personnel assessment
Testing can be called the simplest and, in some cases, the most cost-effective way to assess staff. Having its pros and cons.
Testing is most effective when examining the knowledge of employees and determining personal characteristics using standardized and proven methods. Many techniques are easy to use, are in the public domain and can be used without the involvement of providers. They do not require much time (except for interpretation) and are convenient for the possibility of remote conduction.
In some cases, we supplement the assessment center with test methods.
However, there are major limitations of the test methods:
- in some cases, low accuracy;
- the ability to transfer the key (correct answers) to other employees;
- limited description, impossibility of forecasting, etc.
Observation as a method of personnel assessment
Field accompaniment, joint visits to clients, listening to calls, monitoring the execution of the technological chain, "photo of the day" ... All these are forms of observing employees in activities to evaluate performance and behavior. And further feedback.
It is most effective to conduct observation in the presence of a checklist or other form of fixation. In this case, it is possible to provide the employee with structured feedback, compare his actions with other employees. If this method is carried out by external consultants without prior notice to the employee, then it is often called " Mystery shopper” or “test purchase”.
Group methods of personnel assessment
Group methods of personnel assessment allow you to combine approaches - individual solution of cases, simulation of meetings and negotiations, production processes and interaction with subordinates.
Group - variations on the theme of business games:
- assessment center (Assessment Center / Development Center, etc.);
- light assessment (business game with rating of participants);
- simulation of meetings and negotiations.
Assessment center in personnel assessment
(Assessment Center, Development Center - a lot of name options) is the most accurate way to assess competencies. According to the data we have, the validity of the classical assessment reaches 85-90%, while the next method - the competency-based interview - has only 60-70%.
The method consists of a combination of role-playing games, individual exercises and case studies developed under the competence of the company. This (together with the professionalism of the observers) explains the high accuracy of the method.
It might be useful to read:
- Resume - a step towards obtaining the position of a tourism manager Resume of an assistant tourism manager sample;
- Some standards for project activities;
- Some standards for project activities;
- Filled sample resume for system administrator, IT specialist (example) Resume for the position of system administrator example;
- Sample Veterinarian Resume General Requirements for a Veterinarian;
- Key Responsibilities of a Bartender;
- Job Responsibilities of a Bartender;
- Sample resume of a PC operator Achievements in a resume of a PC operator;