Checking the personnel today - in the conditions of fierce competition - the heads of enterprises pay increased attention. The success of the company directly depends on the criteria by which the staff is formed and how effectively their potential is used. AND good leaders understand this very well. In connection with the demand dictated by the realities of the time, higher educational establishments began to produce specialists of a new level - personnel managers. Courses in this specialty are also very popular. They enable middle managers to as soon as possible learn new skills necessary for productive work.
At first glance, it may seem that not every enterprise and firm needs HR specialists. However, in reality, they perform a very important job that cannot be entrusted to other employees. Highly qualified management personnel own a wide range of methods and techniques for evaluating professional performance. Moreover, in this process, the experience gained is very important, and often the managers' own achievements also show themselves effective. Today we will describe the process of personnel assessment and cover all its stages.
Staff assessment: some general information
For the first time about the verification of personnel with a scientific approach to this issue started talking about in the twenties of the last century. The greatest interest in this process was traced among American businessmen, who tried to use every opportunity to increase labor productivity.
Thirty or forty years later, specialists appeared who dealt only with personnel issues. They began to be trusted with the recruitment of employees for production and analysis of the level of their qualifications in relation to their position. In this regard, there was a need to form basic knowledge that could become fundamental tools in the activities of HR managers. Thus, types of personnel assessment, methods of analysis and classification of criteria were developed, according to which the professional suitability of employees is determined. Of course, in this period of time they were still, so to speak, "raw", but nevertheless they gave good results.
In the nineties, HR courses became more and more in demand. Gradually, the new direction was transformed into a full-fledged scientific discipline, which to this day is systematizing the accumulated knowledge gained over the years of its existence. Most of successful companies does not skimp on personnel specialists, who can both be part of the organization's staff and be civilian employees. Today, large entrepreneurs try to analyze the activities of their employees at least twice a year. This forethought saves work time, wages, to make the most effective personnel changes and in other ways to increase labor productivity, and, consequently, the effectiveness of the enterprise itself.
We will give an assessment and classification a little later) can be represented as a combination of several systems that act as tools. The latter allow you to most effectively perform the functions of personnel management. These include:
- selection of employees;
- determining a workplace for them;
- motivational component;
- employee training;
- development of individual abilities of the staff, contributing to career advancement;
- formation of a reserve personnel base;
- solution of all personnel issues, including the reshuffle in all categories of personnel.
Above, we have listed the main functions of managers, but this does little to reveal their relationship with valuation activities. But this question is very important in the topic we are studying. We will talk about this later.
Functions of personnel management and evaluation of employees' performance
Before moving on to the types of personnel assessment, it is necessary to talk in more detail about the relationship between assessment activities and the main functions of managers, which we have already listed. So let's take a closer look at these processes.
Without personnel planning, it is already extremely difficult to imagine the work of any enterprise. Even small firms trying to give this issue a lot of attention. Based on the results of the assessment, the HR specialist reveals the level of qualification of existing employees, and as a result of the analysis, the company's need for new personnel becomes clear.
Recruiting new hires for any HR manager is a daunting process. Thanks to the application different types Personnel assessment specialists determine how effectively the company uses its resources to attract highly qualified workers.
Without training its staff, any company is doomed. She will not be able to keep up with the times and will quickly lose her positions to business competitors. That's why appraisal activity will allow you to draw the right conclusions about how high the need for employees in training is. Also, by assessing the personnel of the enterprise, it turns out whether the existing training programs correspond to the spirit of the times and what results they give in reality.
Without exaggeration, the personnel reserve can be called the "golden" reserve of the enterprise. This base is replenished based on the results of assessing the activities of employees and their effectiveness in various work processes.
Training and development of personnel are very close, but still they are not identical functions. in this direction determines not only the levels of qualification of personnel, but also its not yet unlocked potential. But for its 100% disclosure, training will be needed, which we have already written about earlier.
Without motivational and stimulating components, the process of interaction between the employer and employees is impossible. More precisely, it can be effective for only a short period of time. Then the introduction of some motivational systems is required. The assessment will help you choose the most effective tools that encourage employees to deliver higher performance.
The process of personnel assessment at some stages of the organization of work activities is its integral part. For example, it is impossible to imagine hiring a new employee without a certain assessment of his personal and professional qualities. Also, when certain employees are promoted, a thorough analysis of their activities and potential, which can be revealed in a new position, is carried out.
Goals of employee evaluation
Management personnel primarily cares about improving the efficiency of each individual employee and the entire enterprise as a whole. But this is a kind of generalized formulation of the goals pursued by the manager, introducing the evaluation procedure into the working days. Scientific substantiation of goal setting this process covers it more widely. It is believed that the main goals in the evaluation activities of employees of the enterprise are three goals:
- Identification of the benefits of keeping the employee. It is done by determining the ratio of costs for each specific employee and the qualitative amount of work performed by him. After receiving the results of the personnel assessment analysis, the manager can decide whether to continue to keep the employee in his place or to carry out a staff reduction.
- Identification of the employee's potential. Personnel assessment in this area is important when we are talking looking for a promotion candidate. The head of the company must clearly understand whether there is a person among his employees who is able to take responsibility and take the vacant seat. Otherwise, the enterprise will have the costs of finding, attracting and training a person from the outside.
- Identification of a functional role. Each employee performs a particular role in the company. And often it has no connection with his position and professional skills. A functional role is a consequence of a combination of personal qualities and characteristics. Evaluation of employees allows you to determine the categories of personnel: a team player, a bright personality, a potential leader, and so on.
Interestingly, in many countries in Asia, personnel assessment is an integral part of the work process. And often it is completely based on it. This is most relevant for Japan. There, HR managers conduct a thorough and multifaceted assessment of the employee, determining his abilities, and only according to the results of the work done, they appoint him to a particular position. Thus, any enterprise uses its personnel as efficiently as possible, which increases its competitiveness and brings it to a new level of development.
Russian companies are still far from their foreign colleagues. However, every year foreign developments are more and more adapted to Russian realities and put into practice. But still very often problems arise due to the lack of unified system that would meet all requirements management team simultaneously.
Criteria for evaluation
How can you evaluate employee performance? First of all, according to the set of criteria. Under them, experts understand a number of characteristics: personal, professional, behavioral, and so on. They should individually answer the manager's question about how exactly his duties will be performed by the employee. As a result, it becomes clear whether the employee's capabilities meet the requirements of the employer personally and corporate ethics.
Today it can be said that employees are developed taking into account many factors. The specialist studies the specifics of the company's activities, the current state of the company, as well as what exactly the manager wants to receive as the final product. It is very important for a personnel appraiser to understand the purposes for which a personnel assessment is conducted. That is, it is necessary to determine the priority criterion, depending on the type of activity of the employee. For example, when selecting personnel for employment on a production line, the priority is the high quality of work. At the same time, the employee must be executive, loyal, disciplined and have the ability to perform large amounts of work.
The result of the audits and its effectiveness for the head of the enterprise primarily depends on the evaluation criteria. Today, these criteria are mainly divided into two groups:
- Revealing This group includes an assessment of the professional qualities of an employee. The specialist evaluates his knowledge, skills acquired at work, as well as fixed skills. In addition, the behavioral model of the employee is studied, which is formed mainly from the totality of his personal qualities. It is most convenient to conduct such an assessment by setting certain tasks for the employee in the form of a number of typical situations that are most often encountered by him in the workplace. And he must solve them, relying on his professional skills. This method is quite effective when it comes to identifying the level of competence of an employee.
- Determining the effectiveness of work. In this group, all approaches and methods are associated with comparative analysis. For him, the real results of an individual employee and the indicators planned by management for the same period of time are taken. However, before carrying out an assessment according to such criteria, it is necessary first to very clearly outline the scope of tasks for the employee and notify him of the expected results. However, they must be expressed in certain categories. For example, sales volumes, transactions concluded, the amount of profit, and so on.
It should be noted that the development of criteria for assessing employees is a very important stage that precedes the process of assessing the work of personnel. At the same time, the work is carried out by a group of people: a personnel specialist, a manager, a personnel manager. In the future, they announce all the criteria to employees so that all participants in the process equally understand what is expected of them and how their professional performance will be assessed.
Primary requirements
When developing criteria, the internal needs of the company and its management are always taken into account. However, the general requirements applicable in the industry must always be maintained. Typically, at least seven general requirements, which should not contradict the individual.
First of all, it is necessary that the criteria be achievable. For example, if a company concludes ten to fifteen contracts a year with major partners through the joint efforts of the entire management team, then it is not worth setting the same ten contracts for each of them as the main task and then assessing activities based on these criteria.
An important condition for the development of criteria is their objectivity. The specialist must first of all take into account the position occupied by the employee and, already focusing on it, lead the development. Bias lies in the focus on a specific employee, which is a fundamentally wrong approach to assessing professional performance.
Don't forget about transparency. After all, the results of the assessment directly depend on how clear the employees are of the tasks assigned to them and the requirements presented.
In the process of developing criteria, it is necessary to take into account such requirements as motivation and compliance with job duties. That is, the evaluation activity should be combined with the motivational component. At the same time, it should be borne in mind that the requirements cannot be wider than the scope of duties that the employee performs while in his position.
Also, the criteria should correspond to terms such as "understandability" and "dynamic". The last criterion requirement is very important, because in modern realities The operating environment for companies is changing rapidly. And this means that employees of the enterprise must also comply with them.
Types of employee performance appraisal
Highly qualified management personnel owns several types or methods of evaluating the work of other employees. The more extensive their set, the higher the likelihood that the results of the assessment will be accurate and useful to the entrepreneur.
There are currently three types of assessment. They are classified according to their focus:
- Descriptive.
- Quantitative.
- Combined.
Descriptive evaluation of employees
HR managers are often called this species qualitative, since it completely excludes the use of quantitative characteristics. It allows you to describe the employee most fully, using several simple techniques in your work:
- matrix method. It consists in creating an ideal model of an employee for each position available in the company. In the future, the staff will be compared with this matrix.
- System of arbitrary characteristics. For such an assessment, it is required to single out the most significant achievements and failures from the entire work activity of an employee. Further, the manager or specialist in charge of personnel management conducts personnel assessment based on the data received.
- Evaluation of the performance of tasks. This approach is considered the simplest of all. It is often used by novice specialists when the goals of personnel assessment do not affect the promotion of an employee. In this case, the assessment requires data on the entire work of a particular person, allowing you to understand how well he copes with his direct duties.
- "Three hundred and sixty degrees." To get the material needed for analysis production activities employee, information is required from his colleagues, superiors and subordinates.
- Group discussion. Each employee individually conducts a conversation with his manager and invited experts in the same field in order to find out the effectiveness of his work and further prospects in this industry.
Quantitative type of evaluation
This type of assessment is considered the most accurate, since its result is presented in the form of numbers, tables and charts. When using it, the following methods are used:
- Point scores. Before conducting a check of the work of personnel, a point system, which is built on assigning a certain score to an employee for each of the possible achievements. After the required time period has elapsed, the results are summed up, which clearly show the effectiveness of the staff.
- Ranked. This method requires a very long preparation and a lot of experience. It is based on a rating system. The criteria for its compilation vary in each case, depending on the needs of the manager. Briefly, it can be described as the process of assigning a rating to employees, and those who are in the lowest positions are subject to reduction, dismissal or removal from their position.
- Free scoring. This approach is a combination of the two previous ones. An employee of the company receives points for his personal and professional qualities. As a result, a rating is compiled, which is used by the manager for his own purposes.
Combined score
If the manager wants to cover all the qualities and achievements of the staff as widely as possible in order to obtain the most detailed information in the evaluation process, then he should turn to her combined view. It includes two main methods:
- Sum of points. Each employee is subjected to a thorough analysis, and a score is assigned to their characteristics. As a result, they are summed up and then compared with the ideal indicator derived using the matrix.
- Grouping. Here, the result of the assessment excludes individuality, since all personnel are subject to division into groups. They may have different purposes and purposes. For example, the manager allocates impeccable employees into one group, into the second - initiative, but without sufficient experience, and into the third - the most hopeless. Usage variations this method quite a bit of.
Despite the fact that all of the above types of assessments seem comprehensive, in reality they allow you to evaluate only certain aspects of an employee's performance. Therefore, HR specialists are working on the creation of more effective methods that would allow obtaining the most accurate results in several parameters.
Format of personnel assessment indicators: possible options
The result of a personnel check usually ends up on the manager's desk in the form score sheet. Its most convenient design is a table. And it can be in different formats.
For example, the quantitative format involves comparing ratings for each employee. In this case, all the criteria declared at the initial stage of verification are important. But an individual format based on an assessment of personal and professional qualities gives the manager information about what types of work an employee can perform and what skills he has.
Personnel management and personnel assessment are very important aspects of the company's activities, contributing to its development and determining the growth prospects.
- this is a purposeful process of establishing the compliance of the qualitative characteristics of personnel with the requirements of the position or.
Objectives of personnel assessment
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.
informational purpose is that both employees and managers have the opportunity to obtain reliable information about the activities. Such information is extremely important for the employee in terms of improving their activities, and gives managers the opportunity to make the right decision.
motivational goal is that assessment itself is the most important means of motivating people's behavior, since adequately assessed labor costs will ensure the further growth of workers, but only if the work of a person is evaluated according to his expectations.
Tasks of personnel assessment:- assess the potential for promotion and reduce the risk of promotion of incompetent employees;
- determine the cost of training;
- maintain a sense of justice among employees and increase labor motivation;
- organize feedback with employees on the quality of their work;
- develop programs and staff development.
Personnel assessment subjects:
- line managers. As a rule, they are the main actors in the business evaluation of personnel. Responsible for the objectivity and completeness of the information base for the evaluation, conduct evaluation conversations;
- workers;
- Colleagues and employees who have structural relationships with those being assessed;
- persons who are not directly related to the assessed employee. Among them are independent experts and evaluation centers.
All subjects of evaluation are divided into formal and informal. TO formal subjects of evaluation include managers and employees of personnel management services. It is they who have the right to make an administrative decision based on the results of the assessment.
Informal subjects of evaluation- colleagues, independent experts - only give their opinion, which is taken into account by the formal subjects of assessment when summarizing information for adoption management decisions.
IN Lately In practice, a combined assessment is often used, when the appraiser is not one subject, but several at once.
Personnel assessment object
Object of assessment- one who is evaluated. The object of evaluation can be either individual workers, or a group of workers allocated on a certain basis (for example, depending on the level in organizational structure or professional).
It is quite simple to evaluate the results of the labor of workers, especially pieceworkers, since the quantitative and qualitative results of their labor are expressed in the quantity of products produced and their quality.
It is much more difficult to evaluate the results of the work of managers and specialists, since they characterize their ability to have a direct impact on the activities of any production or management link.
Personnel assessment subject
subject of evaluation The results of the labor of personnel are the personal qualities of employees, and the effectiveness of labor.
Classification of factors taken into account when assessing personnel|
natural biological |
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Socio-economic |
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Technical and organizational |
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Socio-psychological |
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Market |
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Personnel assessment criteria
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.
Evaluation criterion personnel - the threshold beyond which the state of the indicator will satisfy or not satisfy the established (planned, normalized) requirements.
Such criteria can characterize both general points that are equivalent for all employees of the organization, and specific norms of labor and behavior for a particular workplace or a particular position.
There are four groups of criteria that are used in any organization with some adjustments:
- professional criteria personnel assessments contain characteristics of professional knowledge, skills, professional experience of a person, his qualifications, labor results;
- business criteria personnel assessments include such criteria as responsibility, organization, initiative, efficiency;
- moral and psychological criteria personnel assessments, which include the ability to self-assessment, honesty, fairness, psychological stability;
- 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.
Evaluation of the results of personnel work
Evaluation of labor results must be carried out for all categories of workers, but, as noted above, it is easier to evaluate the results for the category of workers and much more difficult for managers and specialists.
Two groups of indicators used in assessing labor productivity:
- direct indicators(or quantitative) easily measurable, fairly objectively quantifiable, and always predetermined; on their basis, the degree of achievement of the goals set is determined;
- indirect indicators characterizing the factors that indirectly affect the achievement of results; they cannot be quantified, since they “characterize the employee according to criteria corresponding to the “ideal” ideas about how the job duties and functions that form the basis of this position should be performed.”
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Positions |
List of indicators for evaluating the results of labor |
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Head of the organization |
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Line managers (heads of production, workshops, foremen) |
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Head of Human Resources |
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HR manager |
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Assessment steps:
- description of functions;
- definition of requirements;
- assessment by factors of a particular contractor;
- calculation of the overall score;
- comparison with the standard;
- assessment of the level of the employee;
- communicating the results of the evaluation to the subordinate.
main character in personnel assessment is line manager. He is responsible for the objectivity and completeness of the information base necessary for the ongoing periodic evaluation, and conducts an evaluation conversation with employees.
The task of the personnel service The task of evaluating candidates for employment is, in essence, to select such an employee who is able to achieve the result expected by the organization. In fact, assessment at admission is one of the forms of preliminary quality control human resources organizations.
Although there are a large number of different approaches to evaluation, they all suffer from a common drawback - subjectivity, the decision largely depends on who uses the method, or who it uses as an expert.
Necessary conditions and requirements for personnel assessment technology:- objectively- regardless of any private opinion or individual judgments;
- reliably- relatively free from the influence of situational factors (mood, weather, past successes and failures, possibly random);
- reliable in relation to activities- the real level of skill proficiency should be assessed - how successfully a person copes with his business;
- predictive- 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 assessment and assessment criteria should be available not to a narrow circle of specialists, but understandable to appraisers, observers, and the appraisers themselves (that is, to have the property of internal evidence);
- carrying out evaluation activities should not disrupt the work of the team, but be built into the overall system personnel work in the organization in such a way as to really contribute to its development and improvement.
Personnel assessment methods
Classifications of assessment methods:
- assessment of the employee's potential;
- business appraisal.
Methods for assessing the potential of employees
1. Personnel assessment centers. They use a complex technology built on the principles of criteria-based assessment. Usage a large number different methods and mandatory evaluation of the same criteria in different situations and different ways significantly increases the predictability and accuracy of the assessment. It is especially effective in evaluating candidates for a new position (promotion) and in evaluating management personnel (for more details, see clause 8.3).
2. Aptitude Tests. Their goal is to assess the psychophysiological qualities of a person, the ability to perform certain activity. 55% of those surveyed use tests that are in some way similar to the job that the candidate will have to perform.
3. General Ability Tests. Grade general level development and individual features of thinking, attention, memory and other higher mental functions. Especially informative when assessing the level of learning ability.
4. Biographical Tests and Biographical Studies. The main aspects of the analysis: family relations, the nature of education, physical development, main needs and interests, features of the intellect, sociability. They also use the data of a personal file - a kind of dossier, where personal data and information obtained on the basis of annual assessments are entered. According to the personal file, the progress of the employee's development is traced, on the basis of which conclusions are drawn about his prospects.
5. personality tests. Psychodiagnostic tests to assess the level of development of individual personal qualities or a person's relevance to a certain type. Rather, a person's predisposition to a certain type of behavior and potential opportunities are assessed. 20% of respondents answered that they use various types personal and psychological tests in their organizations.
6. Interview. A conversation aimed at collecting information about the experience, level of knowledge and assessment of the professional important qualities applicant. A job interview can provide in-depth information about a candidate that, when compared with other assessment methods, can provide accurate and predictive information.
7. Recommendations. It is important to pay attention to where the recommendations come from and how they are framed. Well-known and reputable companies are especially demanding on the execution of such documents - in order to receive a recommendation, information is needed from the immediate supervisor of the person who this recommendation appears. Recommendations are made out with all the details of the organization and coordinates for feedback. When receiving a recommendation from an individual, attention should be paid to the status of this person. If a recommendation to a professional is made by a person who is very famous in the circles of specialists, then this recommendation will be more reasonable.
8. Non-traditional methods. 11% use a polygraph (lie detector), psychological stress test, tests for honesty or attitude towards something set by the company. 18% use alcohol and drug tests for candidates. Typically, these tests rely on urine and blood tests as part of a typical medical examination when applying for a job. None of the organizations surveyed use AIDS tests for their candidates. 22% use some type of psychoanalysis in order to identify the skills of candidates for possible work in their organizations.
Results of the comparative effectiveness of candidate assessment methodsComparative effectiveness of candidate assessment methods
Methods of business assessment of personnel
Business appraisal of staff in progress labor activity can be done in the following ways:
Methods of individual assessment1. Questionnaires and comparative assessments
2. Preset Choice Method- a questionnaire in which the main characteristics are set, a list of options for the behavior of the person being assessed. The importance scale evaluates in points a set of characteristics of how the assessed employee performs his work.
3. Behavioral Attitude Rating Scale- a questionnaire that describes the decisive situations of professional activity. The rating questionnaire usually contains from six to ten decisive situations with a description of behavior. The person conducting the assessment notes the description that is more consistent with the qualifications of the person being assessed. The type of situation correlates with the score on the scale.
4. Descriptive evaluation method is that the evaluator is asked to describe the advantages and disadvantages of the employee's behavior. Often this method is combined with others, such as attitude rating scales.
5. Estimation method by decisive situation . To use this method, specialists prepare a list of descriptions of the "correct" and "wrong" behavior of employees in certain (decisive) situations. These descriptions are divided into headings according to the nature of the work. The assessor prepares a journal of records for each assessed worker, in which he enters examples of behavior under each rubric. This journal is then used to evaluate performance. As a rule, the method is used for assessments given by the manager, and not by colleagues or subordinates.
6. Behavior Observation Scale, as a method of assessing the decisive situation, is focused on fixing actions. To determine the behavior of the employee as a whole, the appraiser fixes on the scale the number of cases when the employee behaved in one way or another.
Group assessment methodsGroup assessment methods make it possible to compare the effectiveness of the work of employees within the group, to compare employees with each other.
1. Classification method: the appraiser must rank all the workers in turn, from best to worst, according to some one general criterion. However, this is quite difficult if the number of people in the group exceeds 20 people, it is much easier to single out a successful or unsuccessful employee than to rank the average one.
The way out can be found by using alternative classification method. To do this, the person conducting the assessment must first select the best and worst employees, then select the next ones, and so on.
2. Pair comparison makes the classification easier and more reliable - each is compared with each in specially grouped pairs. At the intersection of surnames in a pair, the surname of the employee who is considered the most effective in this pair is noted. Then the number of cases when the employee is the best in his pair is noted, and based on this, an overall rating is built. Evaluation can be difficult if the number of employees is too large - the number of couples will be too large and the questionnaire will become tedious.
3. KTU (labor participation rate) was common in the 1980s. The value of the base KTU is equal to one.
In the United States, the geographic rating scale method is most commonly used. The descriptive method and questionnaires are widely used. The share of other methods is no more than 5%. Classification and comparison by pairs are used by 10-13% of employers.
Introduction
When should an employee increase wages or transfer him to another position with a decrease or increase in his status? Under what circumstances should he be fired? Such questions have been and will be one of the most important and relevant for every leader. Answers to them can be obtained only on the basis of an assessment of the effectiveness of the work of employees.
In addition, performance appraisal can serve as a tool that can help the manager achieve the goals of the organization and unit. However, at the same time, the manager must not only be well versed in existing assessment methods, but also be able to choose methods that are better suited, both in making administrative decisions and in making decisions related to the development of employees.
However, realizing the importance of personnel assessment, many managers still avoid the assessment procedure. And there are quite understandable reasons for this: managers do not want to conduct evaluation because they consider this procedure an additional burden, which is ineffective, “another campaign” that can ruin their relationship with subordinates, etc.; ordinary employees resist the assessment procedure, because they fear that their situation will worsen as a result of testing their competencies; often the resistance to the introduction of the assessment procedure is caused by resistance to change as such (“we lived before without it ..”).
And all these reasons are caused primarily by a lack of understanding or distrust of the possibilities of personnel assessment.
As a result of personnel assessment, the company receives:
determination of the results of work, the level of knowledge and skills of personnel, business and personal qualities of employees;
the possibility of staff rotation and creation personnel reserve;
the basis for the development of a system of motivation, development and training of personnel.
During the evaluation process, employees also receive certain benefits:
determining the place and role of each employee;
a clear understanding of the tasks set, the criteria for success, the dependence of the amount of remuneration on the results of work;
the opportunity to receive feedback from the head;
opportunity to plan further development and evaluate career opportunities.
Chapter 1. Assessment of personnel performance: essence, goals, approaches
Personnel assessment - the process of determining the effectiveness of employees' activities with the aim of consistently accumulating information necessary for adoption for making further management decisions
Evaluation of employees is carried out in the following cases:
employment;
certification on time (scheduled certification), or carried out selectively, in connection with the need (unscheduled certification);
job transfers, i.e. promotion or demotion; a change in the range of tasks and responsibilities that does not entail promotion and salary growth, i.e. during rotation;
nominations to the reserve for replacement of a managerial position;
in other cases requiring an assessment of the various qualities of employees or at the request of the employee himself.
Persona assessment cannot be considered in isolation from other components of the personnel management system
Headcount planning and quality composition personnel is the alignment of the plans of the organization and the available human resources. Staff appraisals are an excellent source of information about available resources. Depending on the goal, we can assess the potential of employees, the possibility of increasing labor productivity, the need for training - i.e. factors that are necessary in order to achieve the goals.
Personnel assessment, of course, is also connected with such a stage of personnel work as hiring in an organization. After a certain period of time, a beginner is evaluated. For greater objectivity, the assessment should be carried out in the same form as the personnel assessment. Such an assessment of the staff allows you to make a more informed decision about the future fate of the newcomer and, in case of a positive decision, outline plans for growth and improvement for him.
The traditional task of many companies is to draw up a staff training plan. At the same time, the plan should combine the interests of the organization and the real needs of employees.
Immediately make a reservation that during the assessment of personnel, the salary structure is not determined. The salary structure and compensation package is an independent project. Personnel assessment allows you to determine how, within the existing structure, to change individual remuneration in accordance with performance indicators. When a decision is made based on the results of personnel assessment, it is more balanced and objective and causes less conflict situations than a decision made behind the scenes.
Staff motivation and effective communication in the organization largely depend on the competent construction of a personnel assessment system and its rational functioning. Personnel assessment in skillful hands can be a powerful motivator. The employee is given the opportunity to communicate with his superiors, during which the results of the work for a certain period are summed up, achievements and shortcomings are noted. Personnel assessment provides an opportunity to convey to each employee the plans of the organization, and discuss these plans with him. The leader, in turn, receives the so-called feedback, i.e. learns the opinion of the employee about current situation and plans for the future.
Personnel assessment helps to collect information for an informed decision on the dismissal of an employee from the company. And those who fired, and the dismissed, and colleagues will clearly understand the reasons. This will avoid unnecessary stress and possibly prevent further layoffs - employees are aware of what is considered unsatisfied work.
It is important to remember that personnel assessment is primarily a personnel management tool. Like all elements of the system, it must comply with applicable law.
Personnel assessment is a system for periodically assessing the results of an employee's work in accordance with the objectives of the activity established for this position, or the compliance of the employee's qualifications, skills and attitude with his duties, requirements job description, rules internal regulations for a set period of time.
Personnel assessment - a procedure carried out to determine the compliance of an employee with a vacant or occupied workplace (position) includes:
employee potential assessment professional knowledge and skills, work experience, business, moral and psychological qualities, health and performance, the level of general culture;
assessment 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 place occupied;
personnel certification - takes into account the potential and individual contribution of the employee to the final result
Currently, there is no approach to the problem of measuring the effectiveness of the work of personnel. The process of labor activity of personnel is closely related to production process and its end results social activities society, the economic development of enterprises, etc. There are three main concepts for assessing the effectiveness of management.
Proponents of the first approach believe that the organization's staff is a total public worker that directly affects production, so the final results of production should serve as criteria for performance indicators of staff. Such indicators include the profit of the organization for the year or quarter, the cost of 1 ruble of products, the level of profitability, dividends per share, etc., i.e. numerical values of the final results of the organization's work for a specific period (year, quarter, month). The disadvantage of this approach is that the activity of the personnel is influenced not only by the factor of the material development of the enterprise, but also by others:
means of labor - the structure of fixed assets, the level of mechanization and automation of production, the coefficient of shift work, etc.;
objects of labor - the cost of purchased materials, the quality of component materials, stocks of materials in warehouses, etc.;
production technology - level of specialization and cooperation, duration production cycle, the rhythm of production, etc.
Proponents of the second approach to assessing the effectiveness of personnel work believe that criteria indicators should reflect the effectiveness and quality of living labor or work activity. These indicators include: labor productivity, growth rates of labor productivity, the share of wages in the cost of production, loss of working time, mechanization of labor, etc. These indicators quite comprehensively reflect the effectiveness of the labor activity of personnel and can serve as the basis for choosing criteria.
But the disadvantage of this approach is that it does not characterize the level of organization of personnel work and social efficiency, which also affect the final results of production and are directly related to the organization's personnel.
Proponents of the third approach believe that the effectiveness of the work of personnel is largely determined by the organization of their work, labor motivation, and the socio-psychological climate in the team, i.e. depends more on the forms and methods of working with personnel. The criteria for evaluating the results of activities include: staff turnover, the level of staff qualifications, the level of labor discipline, the ratio of workers and employees, the use of the working time fund, social structure personnel, etc.
The composition of the indicators of the third approach quite comprehensively reflects the organization and social efficiency of the work of the personnel, and some indicators are complex, requiring the collection of operational information based on specific sociological studies
Evaluation of the results of an employee's activity is a systematic study of the individual's labor process and his achievements; the resulting data is usually used to develop plans. The current periodic evaluation is reduced to the assessment of the results of work and the factors that determine the degree of achievement of these results and to the analysis of their dynamics.
The purpose of assessing the performance of personnel is to determine the degree of efficiency of his work. Evaluation requires managers to collect information about how each employee performs the delegated responsibilities. By communicating this information to his subordinates, the manager informs them about how well they are doing their job and gives them the opportunity to correct their behavior if it does not correspond to the accepted one. At the same time, performance appraisal allows management to identify the most outstanding employees and really increase their level of achievement by transferring them to more attractive positions.
The objectives of assessing the performance of personnel can be divided into several groups
Administrative purposes: promotion, demotion, transfer, termination of the employment contract. Each organization must perform performance appraisals of its staff in order to make administrative decisions about promotions, transfers, and terminations.
Promotion helps an organization fill vacancies with employees who have already shown their ability. It also helps employees because it satisfies their desire for success, achievement, and self-respect. Promotion is an effective way of recognizing outstanding job performance. However, when making decisions about promotion, management should only promote those who have the ability to effectively perform duties in a new position.
Transfer can be used to enhance an employee's experience, and also in cases where management believes that he or she would perform more effectively in a different position. Sometimes the transfer is used in cases where a person works unsatisfactorily, but due to his great length of service or past merits, the management believes that the termination of the employment contract with him would be unethical. In such a situation, the transfer is a demotion, and the poor fellow is placed in a position where he or she can still be of some use, but will not block the career of a capable young worker or actually hinder the organization's goals.
In cases where the employee was informed of the assessment of the results of his work and provided sufficient opportunities for its improvement, but the employee does not want or cannot work according to the standards of the organization, employment contract with it must be terminated in the name of realizing the goals of the organization. Whatever the administrative situation, it is clear that without effective method evaluation of performance is impossible to make an informed decision.
Information purposes. Performance appraisal is also needed to inform people about their relative performance. With the proper formulation of this matter, the worker will find out not only whether he works well enough, but also what exactly is his strength or weakness and in what direction he can improve.
motivational goals. Evaluation of the results of labor activity is an important means of motivating people's behavior. By identifying strong employees, management can appropriately reward them with gratitude, a paycheck, or a promotion. Systematic positive reinforcement of behaviors associated with high performance should lead to similar behaviors in the future.
The assessment of personnel performance is carried out in two directions:
accounting for the results of labor (direct assessment);
analysis of the business and personal qualities of the employee that affect these results (indirect assessment)
Direct types of assessments require that the manager and subordinate together determine agreed specific goals, which will subsequently be used as a standard for future assessments.
Indirect assessments are traditional, they are focused on such traits of an employee's character as initiative, ability to work well with a team, reliability, attitude towards people, i.e. the personal qualities of the employee are considered in comparison with the prescribed official duties.
Thus, the evaluation of the performance of an employee is the study of the labor process and the achievements of the individual. It can be used as a way to control the activities of an employee, as well as in a motivation system.
Basically, performance evaluation serves three purposes: administrative, informational and motivational, which are interconnected, i.e. information leading to an administrative promotion decision should positively motivate the individual to do a good job.
Chapter 2. Methods for evaluating the performance of the organization's personnel
Evaluation of the work of personnel allows, on the one hand, to ensure the normal functioning of individual departments and the entire organization and the successful solution of production problems, and on the other -more effectively use the potential of employees due to the fact that the assessment system allows you to increase the level of their motivation, determining the direction of their development and stimulating the need for training and advanced training.
There are several methods that allow you to evaluate the performance of employees of the organization. The main methods include:
-setting standards and regulations;
-assessment based on written characteristics;
-rating scales;
-ranking methods;
-given distribution;
-management by objectives as a method of performance evaluation;
-non-traditional assessment methods: "360 ° certification", psychological testing, etc.
Establishment of standards and regulations. In this method, performance appraisal consists of setting standards or guidelines and then comparing each employee's performance against those standards. This method is most often used in production conditions.
Normalization methods allow us to answer three main questions:
What are the real possibilities of each worker?
What is the best way to use the abilities of this or that employee in the performance of the task?
How long should the individual operations take to complete?
Table 1 -Sample Working Standards
Working standards Conditions of application Average productivity (daily output rate) of the working group / team When the tasks performed by all individuals are the same or almost the same Average labor productivity (production rate) of one worker time expenditures Amount of work performed per unit of time Works involving repetitive tasks Work standards for each type of work One-time work involving various tasks
Comparing the performance of employees with the standard allows you to compare employees with each other, as well as to identify whether the employee is suitable for performing given tasks or if he does not cope with his job.
Performance measurement provides an objective basis for comparing each employee's performance against a certain benchmark, as well as for comparing their performance with that of other employees. In addition, it enables management to have a real picture of the work of all employees of a particular specialty or qualification. To determine and predict the need for labor force this method is one of the most reliable means.
There are a number of conditions for the successful application of labor rationing programs.
Standards should be determined on the basis of the most effective way performance of a particular operation (work);
Due attention must be paid to maintaining a high level work motivation workers;
The work must be organized and defined in such a way that each person clearly knows his duties and what management expects from him;
The support of the program from the side of ordinary performers should be ensured.
After determining the standard indicators for specific types of work, it is possible to establish a correspondence between the level of performance indicators and one or another category.
Evaluation based on written characteristics. A written characterization of an employee is usually prepared by his immediate supervisor. The need to standardize the characteristics provided to the certification committee requires that managers prepare them in accordance with an established form that determines the issues that should be covered.
Considering that the characteristic should be prepared by the immediate supervisor of the employee of the organization, he pushes the administrative apparatus to analyze the activities of subordinates and identify factors that positively or negatively affect the results of their activities.
The fact that the manager, when preparing a written testimonial for subordinates, has to give his suggestions and recommendations on remuneration, promotion, transfer to another job, or express his opinion about their training and advanced training, is in itself an important incentive to analyze the work. personnel and identifying factors that negatively affect the final performance.
Thus, the very use by managers of such an assessment method as writing written testimonials on subordinates pushes them to address the issue of more effective use of the potential of subordinates.
Assessment scales. Evaluation scales enable the manager to assess the degree of development of business qualities in employees, the tendency to certain types work behavior or readiness to achieve certain work results. Evaluation scales involve the use of special evaluation forms. The assessment form (form) consists of a number of scales that evaluate various aspects of the work, such as professional knowledge, the quality and quantity of work, the ability to independent work, the level of development of professional skills, etc.
Rating scales should have the following characteristics.
.The assessed characteristics and features of work behavior should be correlated with the content and key indicators that determine the effectiveness of the professional activity of employees.
2.The scales should be aimed at assessing such characteristics of employees, behind which there are specific behavioral manifestations that can be observed by the assessor.
.Each item (gradation) of the scale should be concise, unambiguous and correspond to the indicator being assessed. At the same time, overly general characteristics should be avoided.
.The scale indicators must be balanced and not shift to one pole. For example, "very good", "good", "average", "below average", and "poor".
.The scales used should cover the full range of possible performance indicators.
A well-designed assessment tool features:
-the use of a standard evaluation procedure, which facilitates the comparison of employees;
-the relative ease of filling out the assessment form;
-such tools are well received by both assessors and assessees;
Ranking methods. For the manager, it is important not only to compare the result of the work of a subordinate with the standard, but also to compare employees with each other. This can be done using ranking methods.
There are several types of rankings:
-direct ranking;
-rotating ranking;
-pair comparison.
Direct ranking requires the person who makes the assessment to rank the employees in the group being assessed according to some specific indicator (for example, professional competence, independence, level of development leadership qualities etc.) from the worst to the best or from the least effective to the most effective. In this case, the most the best worker receives the highest rank, and the worst - lower.
Alternating ranking is applied in the following way: a list of all employees who need to be ranked is compiled, and the same names are written out separately, but in a certain order: from the most valuable (above) to the worst (below).
When using paired comparisons, a list of subordinates is compiled and then each of the subordinates is compared according to specific characteristics. The first in the list is compared with the second, then with the third, fourth, and so on. Opposite the name of the subordinate who performs certain functions better, put "+". The employee who scored the largest number of pluses can be considered the most effective according to the selected criterion, and the one who has the fewest, -as the least efficient.
This method is the most cumbersome, since with a large number of subordinates, their comparison with each other increases exponentially.
Specified distribution method. Predetermined distribution is a form of comparative evaluation in which the manager assigns subordinates to a certain category according to a predetermined rule. At the same time, it is assumed that the manifestation of the estimated performance characteristics obeys the law normal distribution. To evaluate subordinates according to the method of a given distribution, the evaluator needs to determine the characteristics and parameters of the distribution and enter in the appropriate cells of the table the names of employees who, in his opinion, correspond to the given parameters (Table 2).
Goal management. One of the most popular methods of employee assessment today, often used in addition to traditional appraisal, is the Management by Goal Setting method (English abbreviation for MBO from Management by Objectives).
table 2 -An example of using the specified distribution method
Distribution characteristics Assigned distribution Names of employees Outstanding results 5% High results 10% Average results 70% Below average results 10% Unacceptable results 5%
Evaluation of personnel through management by objectives is based on setting goals for the performers that must be achieved over a certain period of time (month, quarter, year). Most often, this method is used to evaluate the work of specialists and managers of various ranks.
The main elements of management by goals are (Table 3):
-goal setting;
-work planning;
-current control;
-grade results achieved and summarizing.
Table 3 -Key Goal Controls
Core ElementsContentsGoal Setting Formulation of long-term strategic goals Formulation of specific tasks facing the entire organization Determining the goals of the unit Defining the tasks of each employeeWork planning Establishment of the main stages of the work Development of a plan of specific actions to achieve the set goals Identification of training needs Resource provisionCurrent control Development and implementation of control procedures Development of mechanisms for correcting undesirable deviations in work Establishment of a feedback mechanism Evaluation of achieved results and summing up Determining the procedure for debriefing at the end of work Evaluation of the performance of the performer Identification of factors that impede the performance of work Achievement Award
At the end of the attestation period, the employee and the manager evaluate the fulfillment of each goal, as a rule, in percentage and total personal plan employee (set of goals).
Any goal facing the employee must be linked to the goals of the unit and / or organization. At the same time, it should be monitored that the goals set meet the following requirements.
1.Performance goals should be clearly quantifiable or qualitative. Those goals whose achievement cannot be confirmed (either on the basis of measurements or qualitative expert assessments) should be discarded whenever possible.
2.It is necessary to set rather complex, intense, promising goals. Setting too simple goals does not motivate employees and causes a formal attitude to work.
.Goals must be specific. Goals should not be formulated in general terms, such as: "improve reporting", "improve communication", "work more attentively", "pay more attention to customers". These goals can be translated into specific work goals as follows:
-submit a progress report by the last Friday of each month;
-introduce compulsory practice general meetings team once every two weeks;
-make a list of mistakes that I often make and use it to check any work;
-Periodically (once every three months) call customers on the list and ask them how satisfied they are with our service.
4.The deadline must be clearly defined.
5.Goals should be realistic, that is, those that can be achieved by the performer.
.They must be within the competence of the employee for whom they are supplied. If the situation does not depend entirely on the efforts of this employee, then he can always attribute his negligence to bad job other people or other services.
.The employee must see that the achievement of goals is connected with his career growth or development.
.Goals should be fixed in writing clear, understandable, clear language.
.It is important that the implementers are actively involved in both the goal setting process and the development of the action plan. A high level of cooperation from subordinates is required.
.The goals and action plan should form the basis for regular stocktaking. Regular meetings specifically dedicated to debriefing provide an opportunity for the manager and employee to discuss progress and, if necessary, -adjust goals.
Non-traditional methods for evaluating the results of specialists' activities. Over the past 15 years, other, non-traditional methods for assessing the performance of personnel have begun to appear. The main ones include the method of "360 ° certification" and psychological assessment methods.
With the 360° appraisal method, an employee is evaluated by his manager, his colleagues and his subordinates.
The essence of the 360 assessment, which follows from its very name (360 degrees), is a “circular” assessment of a person’s competencies and skills, that is, an assessment of him from different angles - from below (subordinates), from above (leader), from outside (colleagues, at the same level of government). In addition, a person's assessment of himself (self-assessment) is almost always taken, and external authorities (customers, suppliers, independent appraisers) are also often involved.
To apply this method, a number of conditions within the organization are needed:
low turnover in the company;
the absence in the company of expressed mini-groups "of interest" at the assessed level, etc.
The evaluation procedure consists of a number of steps
Step 1. Goal setting. Possible goals for the 360 evaluation could be:
-select employees who are most suitable in terms of competencies for some goals of the organization (further development in the personnel reserve, employment vacant position and so on.);
-show a person his strengths and weak sides through the eyes of different employees of the company;
-stimulate a person to develop and draw up for him (together with him) a plan for this development;
-identify training needs, both individual and group, for a particular level of management.
Step 2. Development of a competency profile that includes knowledge of the specifics of work, leadership, operational management, risk planning and forecasting, flexibility, innovation, loyalty, etc.
Step 3. Determination of evaluating groups, which usually include the immediate supervisor of the employee, the closest colleagues of the employee - from 7 to 10 people (depending on the proximity of interaction), the employee's subordinates (if there are a large number, selectively), the representative of the personnel service as an external authority, himself employee (self-assessment).
Step 4. Drawing up questionnaires for each category of appraisers.
Step 5: Conduct an assessment that can be more effective under the following conditions:
before the start of the survey, it is imperative to give instructions on how to fill out the questionnaires, and preferably verbally, and not writing;
the room where the assessment takes place should be spacious enough, there should be free space between people, otherwise they will be constantly distracted or embarrassed to give a sincere assessment, hide assessments or try to “copy” from a neighbor;
a person from among the organizers of the assessment must be present along with the evaluators to answer questions from people that are likely to arise
Step 6. Processing the results of the evaluation, which may result in:
-a summary graph of the assessment results (diagram as a visual expression);
-summary table of evaluation results;
-the strongest blocks of competencies - with a detailed breakdown and specific wording (quotes from questionnaires);
-relatively weak blocks of competencies - with a detailed breakdown and specific wording;
-comparative analysis of estimates different groups, as well as external assessments and self-assessments;
-development and training plan for the year.
Step 7. Report to the employee (feedback method).
"Score 360" -it is a method that takes a lot of time and effort to develop, conduct, analyze results, and report. At the same time, it is indeed a very interesting way of conducting an assessment of an employee of an organization, and its results are taken more seriously by the assessed themselves than the results of a single-instance assessment.
Psychological assessment methods are a kind of non-traditional assessment methods. With the help of special tests, interviews, exercises, professional psychologists assess the presence and degree of development of certain characteristics in an employee.
Psychological methods make it possible to achieve a high degree of accuracy and detail in the assessment, but the significant costs associated with the need to involve professional psychologists limit the scope of their application.
Thus, the organization can use the whole range of existing methods for evaluating the performance of employees. It is important to determine their set for each specific position, even for a specific employee. Such a specification will take into account the characteristics of the assessed employees and positions and increase the effectiveness of the assessment.
Methods for evaluating the results of the activities of the leaders of the organization.
The general methodology for evaluating the work of managers is based on the fact that their work is evaluated, first of all, according to the results of the work of their subordinate units. The specific set of criteria (indicators) for this kind of assessment is quite diverse and depends on the position of the head, the nature of the unit’s activities (production unit, functional department, design work and so on.). So, as the main indicators characterizing the results of the production activities of the unit, the following can be recommended:
fulfillment of the planned task in terms of volume and the most important nomenclature;
labor productivity;
product quality (work performed).
The main purpose of evaluating managers is to find ways to improve the efficiency of departments and the organization as a whole. This goal can be achieved only if, on the one hand, each leader will make the most of all the opportunities that open up before him and his unit (organization), and on the other hand, if the most worthy, most able, most knowledgeable people.
Since the work of a leader involves solving a large number of tasks (working with people, effective use of material resources, planning, high personal organization, etc.), it becomes obvious that behind successful managerial activity there is a significant set of very different characteristics and skills, the assessment of which involves the use different methods.
An integrated approach to evaluating the work of managers suggests that the results obtained in the course of using one method, if they are not supported by information from the use of other methods, may be one-sided, incomplete. The use of such one-sided results when making, for example, decisions about appointments, can lead to serious errors.
In the process of evaluating the activities of managers, various methods can be used, which give a greater effect if used in a complex manner.
The most commonly used methods for evaluating managers include the following:
-assessment of performance indicators of the unit;
-expert assessments;
-psychological testing;
-holding specialized seminars;
-annual performance evaluation;
Assessment centers.
Evaluation of performance indicators of the unit. Summing up the work of the unit headed by the assessed leader for a certain period of time (month, quarter, year), provides a good opportunity to evaluate its management activities. A summary of past performance is the basis for planning for the future. Managers in this case better understand the requirements placed on them, as well as what they must do in order to achieve better results.
Expert assessments have been used in the practice of assessing managerial work for a long time. Back in the USSR, for these purposes, methods of expert assessments were developed and widely used, when managers are evaluated simultaneously by several experts: three senior managers, three managers of his level (colleagues) and three of his subordinates. At the same time, in order to maintain confidentiality, the methodology involved coding not only the names of experts, but also the names of the assessed leader.
Psychological testing. How aid psychological tests can also be used to evaluate the work of managers. They are designed to evaluate personal characteristics, management style features, the level and features of intelligence, features of motivation, attention, temperament, communication skills and others. Tests allow you to identify people with certain intellectual, personal or psychophysiological characteristics. However, such tests cannot give an accurate picture of the dependence of the performance of managers on the psychological characteristics of the individual, so the role of tests has been declining over the past 20-30 years.
Conducting specialized seminars. In some cases, seminars involving managers and specialists can be used to determine the managerial potential of managers. For an organization, this is a good opportunity to combine training with assessing the potential of its employees. One of the most important goals of such seminars is to identify students with the most high potential, which allows them to be considered as candidates for inclusion in the personnel reserve or for positions of more high level. For the preparation and conduct of seminars, they usually use the services of external organizations with sufficient experience in such work.
Annual evaluation of the work of managers and specialists. The certification of managers and specialists carried out in many organizations, unfortunately, does not always allow us to successfully solve the problems of increasing the efficiency of the work of the management team. The organization receives immeasurably more benefits if the result of the evaluation of the work of managers and specialists is not only a conclusion about their compliance or incompatibility with the position held, but also the annual solution of tasks:
-formation (or clarification of the composition) of the personnel reserve;
-determination of the needs of managers and specialists in training and advanced training (taking into account the strategy and goals of the enterprise);
-development of proposals aimed at improving the efficiency of the work of specialists and managers of the enterprise;
Assessment centers. They are designed to help organizations select employees who can perform effectively in leadership positions. The essence of the method is to create exercises that simulate the key moments of the activity of the person being assessed, in which his professionally important qualities would be manifested.
The technology of assessment centers is based on the following principles:
-modeling key moments of activity;
-development of a system of evaluation criteria specifically for each program in accordance with the specifics of the activity, rather than a standard set of professionally important qualities;
-testing with various complementary techniques and exercises (in each exercise several criteria are evaluated and each criterion is evaluated in several exercises);
-the assessment is carried out not only by specialists, but also by specially trained observers - employees of the same organization, which makes it possible to take into account such factors that are difficult to describe, such as, for example, the culture and philosophy of the organization;
-assessment of each AC participant by several observers and each observer of several participants allows minimizing possible bias and using cross-assessments to increase the level of reliability of the results;
-assessment of real behavior, and not hypotheses about its causes, identification and description of qualitative characteristics, features of the individual style of activity of the assessed, which allows assessing not only the current, but also the predictive state of the subjects.
Thus, the evaluation of the activities of managers has its own specifics, which consists in combining the evaluation of the performance of an employee and the evaluation of his performance of managerial functions. Here it is necessary to take into account the aspect of the subjectivity of the assessment and the one who acts as an appraiser. Of course, in assessing the activities of managers great place relegated to the opinion of experts who act as external, independent appraisers.
Conclusion
The main goal of the performance appraisal procedure is to improve the quality of work of employees, although this process is of great importance, both for determining wages and for the purposes of training and development in long term.
In order to achieve objective results in assessing the performance of personnel, the manager conducting the assessment must first of all objectively assess their own abilities and work results and learn to avoid assessment errors (halo effect, tuning fork effect, condescending error and high demands, central tendency, stereotyping , competitive assessment, etc.).
There is a whole range of methods for assessing the work of personnel, namely: standards and regulations, rating scales, assessment of work behavior, ranking methods, predetermined distribution and management by goals.
Selection of the evaluation method(s) that best suits the goals, working conditions and needs of the organization and the current situation in it. organizational culture is the most difficult task. Each method has its own advantages and problems.
The disadvantage of the given distribution method is that it can itself be erroneous. For example, if in a company all employees do their job well, then the definition of certain subordinates in the category of “bad employees” will turn out to be far-fetched, and therefore incorrect.
The advantage of the performance standards approach is that in this case the evaluation of staff performance is based on objective indicators. In order to be able to successfully use standards (norms) to evaluate performance, they must not only be well founded, but also be perceived by employees as fair.
The main difficulties in evaluating work on the basis of written characteristics are as follows:
-the scope and content of the characteristics presented can vary greatly depending on the experience, attitudes and characteristics of the evaluator's personality. For example, one leader may write extensively about potential opportunities and strengths subordinate and keep silent about his shortcomings. Another may direct all attention mainly to the shortcomings of the worker. The third can consider the issues of training and advanced training in particular detail. Evaluating employees and comparing their performance on the basis of such characteristics is sometimes very difficult;
-Evaluation can also be influenced by the writing skills of the evaluator. A leader who knows how to “submit” his subordinate well, if desired, can achieve that average worker will look better on paper than it actually is;
-a serious problem for many organizations is the lack of practice in dealing with the information contained in written references. During certification in attestation commissions mountains of materials accumulate with which no one works: there are no clear algorithms for their processing and subsequent systematization of the results obtained.
To a certain extent, the above difficulties can be overcome by using standard forms, which not only clearly indicate what should be assessed in the work or work behavior of subordinates, but also offer specific guidelines ("tips") that facilitate the preparation of a written testimonial.
The use of work behavior rating scales can face a number of serious problems. The main problems are the following:
-one of the main disadvantages of using such scales is that their development requires a lot of time and high interest of the performers (developers, experts and managers who make the assessment);
-different people making an assessment, depending on education, experience and personal characteristics, can understand the content of assessment scales in different ways;
-a serious problem is the choice of assessed aspects of work behavior. The assessment form often includes such characteristics (patterns of labor behavior, professional knowledge, work skills) that are weakly related to the content of the professional activity of the assessed employees. At the same time, there is a danger of not including in the evaluation form such characteristics that form the core of professional effectiveness;
-when using rating scales, common psychological errors that arise in the evaluation process can also make a negative contribution: the halo effect, errors of the central tendency, condescension and severity.
One of the difficulties that many managers face when using management by objectives to evaluate the work of subordinates is that they have to act as consultants or assistants, which may conflict with their ideas of how a “real” person should behave. supervisor. Another problem is that some employees feel uncomfortable in the role that they are given in management by objectives. They are often not ready to take the initiative in setting the goals of their work and in defining their areas of responsibility. Many employees prefer to have their boss tell them what to do and how to do it. In cases where employees adhere to this position, the use of management by objectives is difficult.
At the same time, there are managers who are not inclined to allow subordinates to independently set goals in their work. For this category of managers, management by objectives is not effective tool.
The advantages of the goal setting method are:
-participation of the employee in the definition of key goals, which significantly increases the objectivity of the assessment process in his eyes, provides an understanding of the criteria by which he will be assessed, and also increases motivation;
-dialogue with an employee -increases the objectivity of the manager's assessment, strengthens the connection of individual goals with the tasks of the organization and department, as well as the target orientation of the employee's professional activities.
But there are also disadvantages to this method. The main thing can be called what is evaluated not full complex the work of a subordinate, but only the degree of performance of any tasks by him.
rating scale specialist manager
List of used literature
1.Bazarov T.Yu., Malinovsky P.V. Personnel management in a crisis // Theory and practice of anti-crisis management. -- M.: UNITI, 2006.
.Borisova, E.A. Evaluation and certification of personnel / E.A. Borisov. - St. Petersburg; 2002. - 253 p.
.Borisova, Ya.V. Personnel assessment in a rapidly growing company / Ya.V. Borisova//Handbook of personnel management. - 2006. - No. 7 - S. 18-24
.Ganikhina, D.Yu. Grade professional competence/ D.Yu. Ganikhina // Handbook of personnel management 2008. - No. 9. - pp. 26-32
.Karpova, N.N. Basic principles of certification / N.N. Karpova // Handbook of personnel management. - 2008. - No. 4. - pp. 32-36
.Krymov, A.A. You are a personnel manager / A.A. Krymov. - M.: 2008. - 379 p.
.Cooper, D., Robertson, I.T., Tinline, G. Selection and recruitment: testing and evaluation technologies / D. Cooper, I.T. Robertson, G. Tinline. - M.: Vershina, 2005. - 455 p.
.Kurbatova, M.B., Magura, M.I. Evaluation of personnel work, preparation and certification / M.B. Kurbatova, M.I. Magura. - M .: Business School "Intel-Sintez", 2009 - 315 p.
.Kurbatova, M.B; Magura, M.I. Modern staff- technologies / M.B. Kurbatova, M.I. Magura. - M.:, 2008. - 376 p.
.Nessonov, G.G. Fundamentals of personnel management / G.G. Nessonov. - M.: 2008. - 366 p.
.Skopylatov, I.A. Personnel management / I.A. Skopylatov. - St. Petersburg, 2010. - 399 p.
.Organization personnel management. Workshop. Proc. allowance / Ed. prof. AND I. Kibanova - M.: Infra - M, 2001.
.Utkina, M.A. How to organize a personnel assessment system / M.A. Utkin // Directory of personnel officer. - 2004 - No. 8. - 25-32 s
.Shapirov S.A. Fundamentals of personnel management in modern organizations: a unique approach that provides efficient work companies. - M., 2005.
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Federal Agency for Education
Omsk State Pedagogical University
Department of Economics and Management in Education
Course work
on the topic: Assessment of the organization's personnel
Completed by: 3rd year student
group M-315 Koptireva D.R.
Checked by: Kovaleva O.P.
INTRODUCTION………………………………………………………………..3
Definition of personnel……………………………………….5
Personnel management…………………………………….11
Personnel assessment…………………………………………………………16
Personnel assessment methods
2.1 Basic methods of personnel assessment………………………..23
3. Personnel assessment on the example of JSC "Akmolaturist"
3.1. Characteristics of the enterprise………………………………36
CONCLUSION………………………………………………………….45
REFERENCES…………………………………………………47
INTRODUCTION
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.
In order for an organization to successfully cope with the tasks that it faces, people with certain abilities, profession, and professional experience are needed. And this means that such people should first be found in the labor market, their professional, business and personal qualities should be assessed, selected and included in the organization. To do this, managers carry out various management actions using various personnel technologies.
The basic personnel technologies are the assessment and selection of personnel.
Personnel assessment provides obtaining comprehensive reliable personal information about a person. It allows not only to obtain the necessary information about individual employees and identify how this or that employee corresponds to the position held, but also to increase the efficiency of management and staff motivation, as well as improve the psychological climate in the team. The staff is the greatest wealth of the company, the key to its success and prosperity. Effective personnel assessment is the basis of many procedures: hiring, moving in organizations, material and moral incentives, enrollment in the reserve for promotion, development and training of personnel.
Evaluation is carried out using various methods. A correctly chosen personnel assessment tool, personnel assessment methods, the methodology and process for assessing an employee, his personal and behavioral qualities, training needs, his performance and his potential are of great importance for making the only right decision. Therefore, the assessment of personnel and the methods applied are the basis for professional human resource management in any organization. This is the importance and relevance of assessing the organization's personnel. The value of the assessment is also high because it connects and unites all elements of the personnel management system into a single whole. It is impossible to carry out personnel management in any direction (personnel planning, selection, adaptation, labor stimulation, development of abilities, labor movements and career, team building, staff release, etc.), without assessing the relevant business, personal or professional qualities of employees .
The purpose of this work is to study the methods of personnel assessment.
The subject of the study is the technology of personnel assessment. The object of the study is the travel company OJSC "Akmolaturist" and the methods used to evaluate personnel.
The following tasks were set:
To reveal the essence of the concepts of personnel and personnel management;
Determine the essence of personnel assessment;
Analyze the main research methods;
On the example of the travel company JSC "Akmolaturist" to analyze the features of personnel assessment;
In preparing the course work, textbooks by A.Ya. Kibanova, Stadnik A., Lukash Yu.A. and others, as well as journals on personnel management.
Theoretical foundations of personnel assessment
Definition of personnel
The strategy of functioning and development of any enterprise is unthinkable without appealing to the staff. In order to ensure the effective functioning of the enterprise, a strong team must be formed in it, capable of maintaining its high professional authority.
Personnel is the full staff of employees of the organization (with the exception of management) performing various production and economic functions. That part of the staff, which is officially listed in its states, is called personnel.
The composition and structure of personnel is constantly changing in accordance with changes in technology, technology, organization of production and management. The composition of personnel is characterized by the following indicators: educational level, specialty, profession, qualifications, work experience, age, the ratio of certain categories of workers. It is also characteristic that cadres are the most mobile part of the productive forces of an enterprise.
Usually, personnel is formed purposefully, which allows to establish its optimal professional and qualification structure, to ensure rational distribution and workload of employees.
The professional composition and number of employees of the enterprise is affected by:
First, the type of products produced (enterprise profile).
Secondly, the number of products produced (the scale of production). The greater the volume of output, the more workers must be involved. The impact of the growth in the scale of production on the professional composition of the staff is to attract specialists whose work is effective only at large enterprises. For example, specialists personnel services, employees involved in coordinating the activities of enterprise divisions (dispatchers). In small enterprises, the functions of these specialists are performed by managers on their own.
Regardless of the type and quantity of products manufactured at the enterprise, some employees are directly involved in the production of goods and services, others in management, and others in technical development and design.
Thus, all personnel can be divided into groups.
The grouping of personnel in accordance with the types of activities, functions performed and categories of positions is reflected in its statistical structure. In its section stands out:
Personnel of the main types of activity - persons working in the main and auxiliary, development and research departments, management apparatus, engaged in the creation of products, services or servicing these processes, workers in auxiliary industries, etc.
Personnel of non-core activities - employees of repair, housing and communal services, medical staff, employees of children's and health-improving and sports institutions.
According to the nature of labor functions, personnel are divided into workers and employees, as shown in Figure 1.
Production staff (workers)
Management personnel (employees)
main
auxiliary
leaders
specialists
Fig.1 Classification of personnel depending on the functions performed.
Workers, or production personnel, carry out labor activities in material production with a predominant share of physical labor. They provide production, its exchange, marketing and service. The production personnel can be divided into two components: the main personnel are workers, mainly employed in technological processes aimed at creating a “core” product for a given organization; auxiliary personnel - workers, mainly employed in auxiliary units - repair, tool, transport, warehouse.
The result of the work of production personnel is products in material form (buildings, cars, food products, etc.).
The workers also include junior service personnel engaged in the provision of services not related to the main activity. These are janitors, couriers, drivers of personal vehicles transporting employees.
Employees, or management personnel, carry out labor activities in the process of production management with a predominant share of mental labor. They are busy processing information using technical controls. The main result of their labor activity is the study of management problems, the creation of new information, the change in its content or form, the preparation of management decisions, and after the leader chooses the most effective option, the implementation and control of the execution of decisions. Management personnel is divided into two main groups: managers and specialists.
Managers perform management functions, form management goals, plan work, make decisions, select and place personnel, coordinate the activities of departments and individual employees, and organize control over the production process.
According to the place in the enterprise management system, there are three levels of managers:
Grassroots;
Medium;
Low-level managers make up the largest group of managers in an enterprise. They are responsible for the execution of production tasks, for the direct use of the corresponding allocated resources. These include foremen, shift supervisors, heads of functional units in the workshops. Their work is connected with the solution of mainly operational, tactical problems. It is characterized by a variety of actions performed, frequent transitions from one task to another, a short time period for the implementation of the adopted installations, and constant communication with ordinary workers.
Middle managers coordinate and supervise the work of grassroots managers. These include, for example, the head of the department, the head of the shop, the director of the branch. Their work is dominated by the solution of tactical problems, but elements of strategic problems can also be solved.
Leaders top management is the smallest category. This includes directors of enterprises, their deputies. They determine the general directions of the functioning and development of the organization as a whole or its major components, make key decisions regarding current affairs and the future of the organization. The company's goals and how to achieve them depend on top managers. Their activities are characterized by scale, complexity, priority of strategic and long-term orientation, the closest connection with external environment, the variety of decisions made.
