Coursework: Assessment of staff results. Evaluation levels and main approaches. Evaluation of labor performance managers and personnel management techniques Methods of business assessment staff

There are a number of reasons for the need for an Evaluation Evaluation: 1) it represents information by which you can make decisions on promotion and salary issues; 2) Allows you to consider the behavior of the subordinate at work and develop a plan for adjusting the shortcomings, revising career plans.

Evaluation of labor performance is one of the functions of human resources management - aims to determine the level of performance of work by the head or specialist. It characterizes their ability to directly affect the activities of any production or management link.

In very general The result of the work of the employee of the control apparatus is characterized by the level or degree of achievement of the goal of management the least costs. Indicators for which employees are evaluated are called evaluation criteria.

These include:

The quality of work performed;

Its number;

Value evaluation of results.

For the evaluation of labor performance, a rather large number of criteria that covers the volume of work, and its results (for example, the amount of revenue) are required.

Therefore, in the sample of evaluation criteria, it should be considered, first, to solve what specific tasks the results of the assessment are used (increase wages, service growth, dismissal, etc.) and, secondly, for which category and posts of workers are set criteria, Given that they will be differentiated depending on the complexity, responsibility and nature of the employee's activities. As you know, there are three categories management workers (employees): managers, specialists and other employees. Experts produce and prepare decisions, other employees are issued, leaders make decisions, assess them, control the execution. Tables17 presents indicators and criteria for assessing labor performance.

Table 17.

Approximate indicators and criteria for evaluating labor performance

Posts	List of criteria indicators Evaluation of labor performance (approximate)
Head of Bank	Profit Profitability Growth Included Capital Traffic Rover in the market
Managing branch	Credit volume and their dynamics of credit operations The number of new customers (growth dynamics and its quality)
Officers of additional offices (chiefs of departments)	Performing planned tasks for lending / attracting loans dynamics of the volume of labor productivity productivity dynamics reduction of the cost of services, products number of complaints and their dynamics The amount of overdue loans The yield coefficient of personnel
Personnel Manager (by hiring)	The number of vacancies in the organization number of applicants for vacant The yield coefficient by staff categories and units

In connection with the division of management work, the result of the head of the head, as a rule, is expressed through the results of the production and economic and other activities of the organization or divisions (for example, the implementation of the profit plan, an increase in the number of clients, etc.), as well as through socio-economic conditions Labor subordinated to him employees (for example, the level of remuneration of workers, the motivation of personnel).

The result of the work of specialists is determined based on their volume, completeness, quality, timeliness of the fulfillment of official duties.

When choosing indicators characterizing key, the main results of labor of managers and specialists, it should be borne in mind that they must comply with the following requirements:

Have a direct and decisive influence on the result of all the activities of the organization;

Occupy a significant part of staff working hours;

Their relatively little (4-6);

Make up at least 80% of all results;

Lead to the achievement of the objectives of the organization or division.

In practice, when evaluating the effectiveness of labor of managers and specialists, along with quantitative indicators, i.e. Direct, use and indirect, characterizing factors affecting the achievement of results (efficiency, intensity, labor tensions, difficulty, labor quality). Unlike direct indicators, indirect estimates characterize the activities of the employee of the criteria that correspond to the "ideal" ideas on how the duties and functions should be carried out on the basis of this position and what qualities should be manifested in this regard.

To assess the performance factors, the score method is most often used (Table 18).

Table 18.

An example of a scoring assessment of labor complexity

The procedure for assessing labor performance will be effective subject to the following mandatory conditions:

Establishing clear "standards" of labor performance for each position (workplace) and its evaluation criteria;

The development of the procedure for conducting an assessment of labor performance (assessment methods - management for targets, the method of scale of rating behavioral installations, the method of evaluating the decisive situation, the method of observation scale of behavior);

Providing full and reliable information appraiser for the effectiveness of the employee's labor efficiency;

Discussion of the results of the assessment with the employee;

Decision on the results and documentation of the assessment.

The greatest complexity in assessing the effectiveness of the labor of management workers through objectives is to determine individual targets.

The list of main responsibilities of the employee is established, which includes regularly implemented by the employee function and target events of a one-time nature at a planned period.

The scope of responsibility of the manager is established, i.e. Each function of their number entered in targets It is specified in certain economic or other criteria (profit, volume, timeline, quality).

The units of measurement of each category (%, days, monetary measurements) and the system of indicators reflecting the results of the activity are established (profit growth, etc.).

For each indicator, individual standards of execution are established. They must take into account all reserves of the employee, but proceed from real prerequisites. In Chase Manhattan for each indicator a double standard is installed. The first characterizes the "good execution", the second is "outstanding".

Evaluation of specialists is made by different areas (Scheme 1.1.). The main of them are related to the assessment of the results of the employee's activities (the main and related), which is complemented by the socio-psychological assessment of the behavior of the employee in the team.

In practice, the method of indirect evaluation is often used when the comparison is used as a reference job description. The difficulty of labor of the specialist is determined by the correlation of the actually performed works and works provided for by the instructions. However, the employee can perform and work that are not related to its direct duties, and the complexity of them is also higher and lower. The other indirect approach to the assessment of labor complexity is to calculate the attitude of the average size of the salary of the department employees engaged in similar works, to the magnitude of the salary of a particular specialist. (It is necessary to compare the permanent part of the wages of workers, since the variable part depends not only on the factors associated with the complexity of labor or qualifications.) The labor productivity of specialists is characterized by the amount of work per unit of time. Naturally, the calculation of the indicator will be carried out in cases where the direct results of the labor of the specialists can be estimated in value terms or if there are time standards for the execution of a unit of work. Then the level of labor productivity of specialists (TCP) using the so-called labor method Its dimensions is equal.

The calculation can be carried out both by the staff of the employees (according to the structural unit) and specific specialist. The norms themselves must be systematically revised taking into account the change in the conditions of work. In addition to the labor method, in terms of issuing employees of the regulatory tasks of a production nature in the calculation of the labor productivity coefficient (CCT), this approach is possible.

If the results of the labor of the specialists are characterized by parameters of the object being served or their number (therefore, first of all, their quantitative characteristics), it is possible to use the labor tension indicator, which is the ratio of the actual volume of served objects to the service rate. Assessment of the quality of labor of specialists also involves the presence of clear, quantitatively pronounced requirements for its results. The quality factor of specialists is determined by methods operating at enterprises under a comprehensive system of efficiency management and quality management system. Thus, the quality of labor of specialists in the Research Institute and CB is determined by the quality of the developed developments, which is estimated by experts when passing the Customer or during the protection of developments on the Scientific Council.

According to the results of calculations of the indicators of the assessment of the main activity of specialists, a generalized labor efficiency rate can be calculated in relation to specific work (development), and then throughout the entirety of work performed for a long calendar period. For this purpose, the following method of calculating such a generalizing indicator can be used. The coefficient of labor efficiency of a specialist when performing i-th work .

In general, for the interpretation period, the CEF labor efficiency coefficient is determined as follows:

where Ti - duration performing i-th work, days; n - the number of works in the inter-pretty period.

As can be seen from the scheme 1.1. In addition to the results of the main activity of specialists, creative activity, work related to advanced training, and public activity are also evaluated. The creative activity of the employee is characterized by such indicators as the number of copyright certificates, certificate of innovation developments and their implementation, the total economical effect From the work performed, the number of awards, prizes, taking into account their importance, etc. The activities of employees regarding advanced training can be expressed by the total number of years of training with a separation and without separation from production, facts internships, replacement of the employee at a higher position, etc.

Indicators of creative activity and advanced training of the employee are compared with the average values \u200b\u200bof the corresponding indicator as a whole on the enterprise for a certain official category. If the individual value of the indicator falls in the range of ± 30% of the mean value, the specialist's activities are recognized as the average, with greater exceeding (more than 30%) - successful, otherwise unsatisfactory.

The assessment of the socio-psychological aspects of the specialist allows to determine its authority in the team, the impact on the socio-psychological climate, the dignity and disadvantages of nature. The assessment is made by both colleagues (anonymous questionnaire), who worked with a certificate at least a year, and the head (estimate from above), and the assessment given by the leader should not be anonymous. Such an assessment (in points) is carried out only for the qualities of the employee who are manifested directly in relations with higher management (extension, discipline, initiative, etc.). If a specialist has a negative impact on the team, the results of its colleagues, certifying commission It may decide on his translation to another position (as a rule, without a decrease) or to another team.

Chapter 9.

Labor assessment and staff costs

Evaluation of the activities of personnel management units

Evaluation of the economic efficiency of personnel management improvement projects

NBSP; Calculation of costs associated with improving personnel management system

Evaluation of labor performance managers and personnel management specialists

Evaluation of the performance of personnel management (one of the functions of personnel management) is aimed at determining the level efficiencymanuals of people. It is like the kernel - this is the characteristic of the ability of the head to provide a direct influence On the activities of subordinate, any production or management link.

The indicators of the final labor results of employees of the management apparatus, as well as on its content, affects the set of various factors. Accounting for these factors obligatorywhen assessing the effectiveness of labor of specific officials in specific conditions of place and time, as it increases the degree of validity, objectivity and reliability of the findings of assessment.

The classification of factors taken into account in the assessment of labor performance is shown in Figure 1.

Indicators, signs and criteria For which employees are evaluated, make up the system for assessing the effectiveness of personnel management. This system includes an estimate standard.

It requires a rather large number of criteria to assess labor performance, so when choosing evaluation criteria, two important circumstances should be taken into account. FirstlyTo solve which specific tasks, the results of the assessment are used (increase wages, service growth, dismissal, etc.), and, secondlyFor which category and posts of workers are set criteria, given that they will be differentiated depending on the complexity, responsibility and nature of the employee's activities.

As you know, allocate three categories of managerial workers(employees): managers, specialists and other employees. Employees of each of these categories contribute to the management process:

- specialists personnel management services that produce and prepare a solution;

- employees which make out solutions;

- officerswhose task make decisions to evaluate the quality of their execution and control the timing of achieving goals.

The result of the work of specialists is determined, based on the volume, completeness, quality and timeliness of the fulfillment of official duties.

When choosing criteriacharacterizing key, main labor results of managers and specialists, should be borne in mind that they are:

Have a direct and decisive influence on the result of all the activities of the organization;

Occupy a significant part of staff working hours;

Their relatively little;

Make up at least 80% of all results;

lead to the achievement of the objectives of the organization or division.

An exemplary list of quantitative indicators - criteria for assessing labor performance for certain positions of managers and specialists (see Table 8.1 ..

To assess the factors of performance, the score method is most often used. For example, when assessing the complexity and quality of labor, the interpretation of points is shown in Table 8.1.

Table 8.1. - An example of a scoring assessment of labor complexity

Table 8.2. - An example of a scoring assessment of quality of labor

To assess the performance of labor apply various methods, whose classification and a brief description of Presented in table.

The most widely in the organizations of the whole world is used to manage the management method (tasks) to assess the performance of managers, engineers and stationery, not directly related to the production of products. An example of wording of certain objectives (tasks) is presented in Table 8.3.

The greatest complexity in assessing the effectiveness of the labor of management workers through the objectives is concluded in the system definition

Table 8.3. - Examples of using the method of management by goals

Figure 8.7- Evaluation Methods

Individual targets. The procedure for their development includes the following stages:

1. The list of main duties An employee, which includes regularly implemented by the employee function and target events of a one-time nature for the planned period (quarter, year).

2. Set the area responsibility manager, i.e. Each function from the number of targets entered into targets is specified in certain economic (or any other) categories (profit, cost, volume, timeline, quality) to which it affects. For example:

Table 8.4. - Depreciation on the management function

3. Install units For each category (interest, days, dollars) and the system of indicators reflecting the results of the activities of the managers (the growth of profits in percentages in relation to the past year, etc.). Namely:

Table 8.5. - Indicators of performance

4. For each indicator set individual standards execution. They must take into account all reserves of the employee, but proceed from real prerequisites, like a double standard. The first characterizes the "good execution", the second is "outstanding".

On this, the development of indicators ends.

The assessment of the work of the employee is actually as a correlation of the actual results "Double Standard".

Table 8.6 - Assessment of performance

Five fixed assessment categories can be used - from the "outstanding performer" (estimated score 1) to "unsatisfactory" (5 points). The final assessment is displayed as the average-media for each estimated function and target tasks. According to the "Management of Commercial Operations" function, the score of the bank branch of the bank is 2.5. In the same way, the total average assessment of the achievement of goals for all positions established at the beginning of the year (3 - 4 functions or targeted measures) is displayed.

Methodical approaches: general characteristics Evaluation of an employee according to labor results Most successfully performed only as applied to the category of workers, moreover, working partners, for the definition of a quantitative and qualitative work outcome (the volume of manufactured products and its quality) for this group of workers is easy.

It is much more difficult to implement this approach to managers, specialists and employees. The labor assessment of managers and specialists can be approached using the performance of labor productivity and labor efficiency indicator. The last indicator seems to be more acceptable, but, as you know, the effect may be economic and social character, and they are difficult to reduce. Thus, an approach based on the compassion of the cost of time and performance remains. As for the cost of working time, their quantitative measurement is not methodologically possible, although the collection of information on the actual time spent on the implementation of certain works by itself labor consums. It is more difficult to deal with the determination of the results of the activities of managers and specialists. Indeed, when evaluating the activities of management workers, there are many problems: - how to evaluate the results (efficiency) of production; - How to evaluate the contribution of management functions to these results (management efficiency); - How to estimate the share specific employee In this contribution. For example, the department of the main technologist at the enterprise has developed several dozen new technological processes Production of urgent products and several dozen technological processes of manufacturing new types of products. What is considered the result of the activities of the department: the amount of profit received by the enterprise from the introduction of these new technological processes (the results of production at the enterprise level), or the number of developed new technological processes and their increase (or decrease) compared with the previous period? As a rule, due to difficulties with the calculation of the impact of management activities on the results of the production, the assessment of the work of managers and specialists began to conduct through direct results of their labor. In relation to those specialists and employees, which in the conditions of deep division of labor specialize in performing a specific type of work, and the results of their labor can be quantified (for example, engaged in information processing, its formal logical transformation, etc.), the implementation of this approach seems to be sufficient A simple task, the solution of which provides the necessary linkage of the results and wages. For not related to this group, workers began to use an indirect approach, in accordance with which it is estimated as an employee performs its functional responsibilities (efficiency, timeliness, completeness, etc.), i.e. It is believed that the external side of the work does not affect the results of labor. Another way of indirect assessment of workers is related to the evaluation of the labor process, namely, with the study of labor costs. In this case, the classification of work is carried out, the separation of them on the characteristic and non-acquired for this employee (according to their correspondence official duties) - Using time indicators in labor assessment is particularly useful if it is possible to work out the cost of time spending on the execution of individual works. With the help of photographs and self-photographs of the working day of managers and specialists, the actual time of time for the implementation of various works is being studied. The structure of time costs in the context of the functions performed with the selection of costs for creative, organizational and technical work, the share of the costs of the performance of characteristic and unusual job duties, the share of working time losses (due to the fault of the employee and for reasons that do not depend on it) in the total volume of spent time, etc. At the same time, again, they proceed from the fact that the more rational is used the working time fund, the higher the results of the worker's labor. This connection is available, but not always straight, so the study, time spent by the head and specialist characterizes the labor process itself largely from the formal side, and it should be borne in mind when evaluating employees. In addition, time costs characterize the extensive side of labor and therefore should be supplemented if not the characteristic of the intensity of labor, then at least the characteristic of its complexity. As signs of (factors), labor complexity is considered: - functions that make up the content of labor; - variety of works, their repeatability, complexity: - degree of independence of work; - the scale and complexity of the manual; - character and degree of responsibility; - The degree of novelty in the work and element of creativity and others. The tasks of assessing the task of evaluating managers and specialists in labor results is: - in identifying the conformity of the employee of the employed position; - in determining the employment deposit in the conditions of collective wages in order to link the overall labor efficiency of the employee and the level of its official salary; - In ensuring an increase in the individual return from employees, their clear orientation for the final result, the binding of specialists and managers to the main goal of the department, enterprise (firms). There is a final estimate at the end of a rather long interpretation period (3-5 years) and the current one - after a certain time inside the inter-ithesting period. The phased calculation of indicators for individual assessment criteria allows to identify the trends in the various parties to employees (primarily in the results of labor and professional Growth Employee), to take timely measures to improve the qualifications, predict the change in the results of activities. The results of the current estimate are taken into account when summing up the work for the entire interpretation period. Consider practical assessment issues in relation to specialists and managers. Evaluation of the labor of specialists Evaluation of specialists is made in different directions (Scheme 11.1). The main of them are related to the assessment of the results of the employee's activities (the main and related), which is complemented by the socio-psychological assessment of the behavior of the employee in the team.

Assessment of the results of specialists is made using a system of indicators. Depending on the content and nature of the labor of the specialists, and above all, how clearly it is possible to characterize the results of labor quantitatively, whether there are time standards for certain works, whether employees are issued a normalized task in terms of work to be fulfilled during a certain period, various Indicators: difficulty of labor, its productivity, quality. In some cases, the entire totality of indicators is used to evaluate, in others - only part of it. The complexity of the labor of specialists can characterize a scoring assessment of factors that determine the complexity of the labor of this category of workers (responsibility, independence, diversity of work, etc.). In practice, the method of indirect evaluation is often used when a job description is used as a reference reference. The difficulty of labor of the specialist is determined by the correlation of the actually performed works and works provided for by the instructions. However, the employee can perform and work not related to its direct duties, and their complexity is also higher and lower. Another indirect approach to the assessment of the complexity of labor is to calculate the ratio of the average size of the salary of employees of the division engaged in similar works, to the magnitude of the salary of a particular specialist. (It is necessary to compare the permanent part of the wages of workers, since the variable part depends not only on the factors associated with the complexity of labor or qualifications.) The labor productivity of specialists is characterized by the amount of work per unit of time. Naturally, the calculation of the indicator will be carried out in cases where the direct results of the labor of the specialists can be estimated in value terms or if there are time standards for the execution of a unit of work. Then the level of labor productivity of specialists (TCP) using the so-called labor method of its measurement is equal
The calculation can be carried out both in the team of employees (according to a structural unit) and on a specific specialist. The standards themselves should be systematically revised, taking into account the change in the conditions of performance of work other than the labor method in the conditions of issuing employees of the regulatory tasks of a production nature in the calculation of the labor productivity factor (CCT), such an approach is possible:
If the results of the labor of the specialists are characterized by parameters of the object being served or their number (therefore, first of all, their quantitative characteristics), it is possible to use the labor tension indicator, which is the ratio of the actual volume of served objects to the service rate. Assessment of the quality of labor of specialists also involves the presence of clear, quantitatively pronounced requirements for its results. The quality factor of specialists is determined by methods operating at enterprises under a comprehensive system of efficiency management and quality management system. Thus, the quality of labor of specialists in the Research Institute and CB is determined by the quality of the developed developments, which is estimated by experts when passing the Customer or during the protection of developments on the Scientific Council. According to the results of calculations of the indicators of the assessment of the main activity of specialists, a generalized labor efficiency rate can be calculated in relation to specific work (development), and then throughout the entirety of work performed for a long calendar period. For this purpose, the following method of calculating such a generalizing indicator can be used. The coefficient of labor efficiency of a specialist when performing the i-th work is calculated by the formula Where KPR, KSP, KK - productivity coefficients, complexity and quality of labor when performing the I-th work. In general, for the interpretation period, the CEF labor efficiency coefficient is determined as follows: where Ti is the duration of the implementation of i-th work, days; n - the number of works in the inter-pretty period. As can be seen from the scheme 11.1, in addition to the results of the main activity of specialists, creative activity, work related to advanced training, and public activity are also estimated. The creative activity of the employee is characterized by such indicators as the number of copyright certificates, certificate of innovation developments and their implementation, the total economic effect of the work performed, the number of awards, prizes, taking into account their importance, etc. The activities of employees regarding advanced training can be expressed by the total number of years of training with a separation and without separation from production, facts internships, replacement of the employee at a higher position, etc. Indicators of creative activity and advanced training of the employee are compared with the average values \u200b\u200bof the corresponding indicator as a whole on the enterprise for a particular category. If the individual value of the indicator falls in the range of ± 30% of the mean value, the specialist's activities are recognized as the average, with greater exceeding (more than 30%) - successful, otherwise unsatisfactory. The assessment of the socio-psychological aspects of the specialist allows to determine its authority in the team, the impact on the socio-psychological climate, the dignity and disadvantages of nature. The assessment is made by both colleagues (anonymous questionnaire), who worked with a certificate at least a year, and the head (estimate from above), and the assessment given by the leader should not be anonymous. Such an assessment (in points) is carried out only for the qualities of the employee who are manifested directly in relations with higher management (extension, discipline, initiative, etc.). If a specialist has a negative impact on the team, the results of his colleagues, the attestation commission may decide on his translation to another position (as a rule, without a decrease) or in another team. The labor assessment of the heads The general methodology of such an assessment (Scheme 11.2) comes from the fact that the work of the leaders is assessed primarily by the results of the work of the subordinate to him. A specific set of criteria (indicators) of this kind of estimate is sufficiently diverse and depends on the position of the head, the nature of the activities of the division ( production division, functional department, design work, etc.). So, as the main indicators characterizing the results production activities Units can be recommended: - execution of a planned task in terms of volume and the most important nomenclature; - labor productivity; - product quality (work performed). For structural unitemployed, for example, project work As the criteria for evaluating the results of labor led team, the number of managed and unscheduled works, the quality of the work performed, compliance with the deadlines, etc. The characteristic of the results of labor with the help of the above indicators is complemented by assessing the complexity of the functions performed above. To assess the results of labor, managers and specialists, a technique developed in the development of labor can be used to determine the size of the employee's salary, taking into account its individual merit and business qualities within one position or when promotion official.

Assessment of the productivity of the team in the assessment of the leader is not always possible. If the work performed by the team is normalized, then, as in assessing the productivity of specialists, the use of the labor method is possible. The quality of the unit's work is estimated by direct indicators of the quality of the execution of individual works, taking into account their share in the total volume of work (in natural, value terms or by consideration). The labor assessment of the head for objective indicators characterizing the activities of the division team is complemented by the assessment of its contribution to the work of the unit, in improving the labor efficiency of individual performers. For this, a number of functions are allocated (see schema 11.2), the score of the work of the head for which is carried out by anonymous questionnaire of subordinate views. As a rule, as experts are employees who have a permanent, sustainable business relationship with the head; Well knowing his work and worked with him for at least a year. Ways to improve the assessment of workers, first of all, it should be noted here to develop professional qualification models for employees of certain categories, including a list of qualities, knowledge, skills and skills that employees should have workers to fulfill the tasks of ensuring production efficiency. The basis of such models constitutes the requirements defined by the tariff-qualification directory of employees. The development of models allows practitioners to navigate in the large number of employee qualities, promotes the choice of criteria for the labor assessment of managers, specialists and employees. It is useful to the classification of qualities with a detailed characteristic of what each quality is manifested. This will allow equally interpreting the qualities with various experts (they are in practice not only specialists, but also workers who know the certified). Great assistance in obtaining the generalized characteristics of the employee, its integrated business portfits can be applied by computer and, in particular, the system of automated certification of managers and specialists (SARS), providing for a certain algorithm for the compilation of the generalized portrait of the expert opinion on the basis of the opinions, which eliminates subjectivism and allows you to get unambiguous Understandable text, reduce time on its compilation. Experts are not assessed in points the presence of a particular quality, but choose a judgment. The objectivity of the compiled characteristics is checked by a special procedure - identification of the part of the certified according to the characteristics. The list of qualities is not arbitrarily, but is subject to the need to solve a number of managerial tasks. Anonymity is ensured by expert assessments, the ability to maintain and accumulate information on employees, which allows to trace a change in certification characteristics in the dynamics. It is also advisable not to be limited to one certification at 3 - 5 years, but to conduct them systematically. More frequent estimates (once or twice a year) will allow the use of certification as a staff management tool for the impact on the results of the employee's activities, to ensure a closer connection to the results of certification with official and qualifying promotion, with the results of labor and its payment.

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