3.2 Proposals for improving the procedure for assessing the results of personnel work

At present, the statement has already become quite common, that the evaluation of the results of work is a necessary, but obviously insufficient condition for making personnel decisions.

No less important was the assessment of the business and personal qualities of employees, identified specifically in the course of their activities. It characterizes the employee's activity in terms of aspects that are suitable for ideal ideas about how one should perform one's own duties and what qualities must be expressed in this case in order to achieve the greatest labor productivity. The number of such qualities includes, first of all, professional and production skills, as well as purely psychological abilities.

Companies are trying, on the one hand, to find conditions for labor productivity, a common criterion for assessing personnel, and on the other hand, to note special qualities for individual companies of employees.

Based on the analysis of the methods for assessing personnel used in CJSC and the methods that exist in Russian Federation and abroad, the author has developed an author's operation of personnel assessment, which can be implemented in a CJSC. The essence of the proposed methodology is the introduction of a complex personnel assessment method with the introduction of a system of complementary methods.

First of all, you need to create a personnel appraisal plan, review aspects of the assessment according to job descriptions, and choose the appropriate methods for performing personnel assessment. The subjects of evaluation are the characteristics of one of the following companies - individual behavior, performance, degree of achievement of the goal, degree of competence.

1) knowledge of the work (does the employee have a clear consciousness of the content of the work and its goals);

2) the need for control over his actions by the manager (how diligent the employee is in performing production tasks whether he adheres to labor discipline, including lunch time, breaks, etc.);

3) work style (does he constantly make deliberate decisions, does he have a predisposition to introspection, the ability to bring things to an end);

4) enterprise (does the desire to take on additional obligation how he perceives new ideas, whether he is ready for risk);

5) disposition to work together (does it show readiness and ability to act together with employees and subordinates, can it support a favorable psychological mood in the team).

Any factor is evaluated on a 5-point scale. In this case, the manager will be required to confirm the assessment: disclose in writing certain actions of the employee, attitude to the performance of duties in a given situation, and, if necessary, bring certain results of the employee's activities that would confirm the assessment.

The assessment should be carried out according to the following settings:

a) assessment of the employee's business characteristics, in which the analysis of past achievements and shortcomings in work is carried out in order to improve the efficiency of work in the future;

b) assessment of the employee's potential, which aims to determine whether the employee deserves promotion (promotion) and / or further training;

c) an assessment of the amount of remuneration is carried out to determine the amount of the increase due to the employee. According to established practice, the amount of wages is always discussed after the performance and potential of the employee in two aspects have been considered.

For certain categories personnel is determined and its own set of necessary properties (from 6-8 for employees to 15-20 for managers of different ranks). However, it is characteristic that the assessment of business and personal qualities (factors of labor productivity) does not actually affect small office workers, that is, workers of those categories that can simply be replaced in the labor market.

We also need a system of characteristics, compiled taking into account different requests for business qualities approximately 2 dozen categories of personnel (managers of 3 levels, designers, customer service, office workers, and so on).

The activity of management employees is characterized by the presence of skills on the following grounds:

Planning and management;

Management in critical situations;

Control;

Training of subordinates;

Monitoring the activities of subordinates;

Assignment of powers;

Motivation of subordinates;

Ensuring a healthy moral and emotional atmospheric climate and compliance with safety rules by subordinates;

Ability to communicate well with employees;

The ability to cooperate in the use of organizational resources, the ability to represent outside the organization;

Competence and effective use of special knowledge;

Perseverance in achieving goals;

Loyalty to the goals and policies of the company;

attitude towards the new.

Any factor should be defined in detail. For example, communication effectiveness implies the ability to clearly and convincingly explain one's own proposals and point of view, the constant exchange of information that other employees need to achieve the overall goals of the company, the supply of complete, reliable and up-to-date information to higher managers. The ability to motivate subordinates is specified as follows:

Encouraging subordinates to achieve high standards labor activity;

Assigning subordinates permanent or one-time tasks that require the use of the entire potential of the employee;

Impact on subordinates own example conscientious attitude.

An assessment of an employee's business traits makes it possible to discover his strengths and weak sides to help him increase work efficiency.

For different companies of employees, different departments and levels of the hierarchy of the company, special aspects of the assessment must be developed. In one case, the main aspect is professionalism and the degree of knowledge of qualifications, in another - the numerical characteristics of the activity, in the third - the knowledge to quickly respond in non-standard situations.

Particular importance must be attached to the assessment of behavior in critical situations (purely industrial or in relations with the team), being in which the subjects show their own qualities in the most concentrated form. We recommend forming small mobile categories of psychologists who will effectively study the actions of participants in such situations (if necessary, other specialists or leaders are included in the groups).

A better way to assess professionally and corporately necessary qualities for personnel, the method of group expert assessment is considered. Heads of departments act as professionals.

The best evaluation method professional competence will qualifying work, which allows you to discover the strategy of action of a certain manager in daily and crisis conditions.

It is better to use employee self-assessment methods. He is given the opportunity to assess himself and compare the results of self-assessment with the desired degree. He can find his own need for increasing qualifications, since the information obtained as a result of self-assessment guarantees an understanding of the need for certain knowledge and skills for working in a particular position. Self-assessment makes it possible to find out the attitude of an employee to his own duties, the level of possession of certain knowledge and skills, as well as those areas in which it is worth improving in the first place.

Can be used for self-assessment different types questionnaires. Employees can fill out the questionnaire twice - at the beginning and at the end of the certification. The secondary evaluation enables the worker to re-evaluate himself and check the changes in his own behavior over a certain period of time, to detect those shortcomings that should be given special attention.

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So, let's give a general evaluation scheme: 1. Determine the specific goals of performance evaluation 2. Determine what is expected from employees when performing activities (analyze work, discuss) 3. Check and evaluate work performance 4 ...

- 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 making 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	Age Health status Mental capacity Physical ability Climate Geographic environment Seasonality, etc.
Socio-economic	The state of the economy State requirements, restrictions and laws in the field of labor and wages Qualification of employees Labor motivation Standard of living The level of social security, etc.
Technical and organizational	The nature of the tasks to be solved The complexity of labor The state of the organization of production and labor Working conditions (sanitary and hygienic, ergonomic, aesthetic, etc.) The volume and quality of the information received The level of use of scientific and technological achievements, etc.
Socio-psychological	Attitude towards work Psychophysiological state of the worker Moral climate in the team, etc.
Market	Development of a mixed economy Entrepreneurship Development Level and scope of privatization Independent choice of wage system Price liberalization Corporatization of organizations and etc.

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, as they “characterize the employee according to criteria corresponding to the“ ideal ”ideas of how to perform official duties and functions that form the basis of this position.

List of indicators for evaluating the results of work for some positions of managers and specialists

Positions	List of indicators for evaluating the results of labor
Head of the organization	Profit Profit Growth Profitability of production Capital turnover ratios Market share Product Competitiveness
Line managers (heads of production, workshops, foremen)	Fulfillment of planned tasks in terms of volume and nomenclature Dynamics of production volume Dynamics of labor productivity Reducing production costs Number of complaints and their dynamics Product quality indicators The magnitude and losses from downtime Staff turnover rate
Head of Human Resources	Labor productivity and its dynamics Reducing the standard labor intensity of manufactured products Specific gravity technically sound standards The level of wages per unit of output and its dynamics Staff turnover rate and its dynamics Number of vacancies Indicators for training and advanced training of personnel Personnel costs in production costs (share and dynamics)
HR manager	Number of vacancies in the organization Number of applicants for one vacancy Turnover rate by personnel categories and divisions

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 of the organization's human resources.

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 assessment 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 belonging of a person 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 methods

Comparative effectiveness of candidate assessment methods

Methods of business assessment of personnel

Business assessment of personnel in the course of work can be carried out by the following methods:

Methods of individual assessment

1. 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 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 evaluation methods

Group evaluation 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 evaluator must first select the best and most the worst workers, then select those following them, 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.

Personnel assessment criteria

The head of any department of the organization can evaluate his employees (even without the participation of personnel management specialists) as necessary, applying the following criteria for assessing personnel on a five-point scale:

1. Quality of work. The work is done without errors (or with minor errors that are corrected independently), neatly and carefully.
(5) Constantly very high level accuracy and accuracy, no additional verification is required, you can completely rely on his work, can do the job with little or no help from the head.
(4) Neatness and accuracy above expected level, mistakes are very rare, follows instructions well, needs little assistance from the supervisor.
(3) The quality of work meets the requirements.
(2) Sometimes sloppy, there are mistakes, sometimes you have to check his work.
(1) Poor quality of work, constant errors, constant checks and corrections required.
2. Scope of work (number). The work is being carried out as planned.
(5) Very fast and energetic employee. Constantly with enviable ease does more than expected of him.
(4) Works fast. Often performs more work than planned.
(3) Working stably. Achieves planned targets.
(2) Works slowly. Needs to be customized.
(1) Works slowly, wastes a lot of time, fails to keep up with the planned amount of work.
3. Presence at work (labor discipline). IN work time busy with work. Rare passes for good reason specified in advance.
(5) Extremely reliable. Always at work and on time.
(4) Reliable. Rarely absent, if absent, then for a good reason. Always informs in advance about the absence of the head and colleagues.
(3) Absence from work occurs for a good reason, without serious negative consequences for work. He warns of his absence in advance.
(2) Unreliable. Not always punctual. Sometimes he forgets to warn about his absence in a timely manner.
(1) Often absent or late. Extremely unreliable. No timely notifies anyone of the absence.
4. Loyalty to the organization (department). Respectful attitude to the organization.
(5) Knows the organization very well and is committed to it. He always puts the interests of the organization ahead of his own. Even if things are not going well, he never allows himself to speak badly about the organization. Speaks positively and enthusiastically about the company, management, colleagues both at work and outside of it. He is truly proud of his organization.
(4) Positively perceives the organization and himself in the organization. Do not allow yourself unconstructive criticism or grumbling. Satisfied with the fact that he works in the company.
(3) Satisfied with the fact that he works in the company. Avoids publicly expressing dissatisfaction with the organization, colleagues, boss.
(2) Does not feel part of the organization. Sometimes doesn't hold back negative emotions in relation to the organization.
(1) Extremely negative about the organization. Pursues his personal goals. Criticizes the company and colleagues both at work and outside.

Thus, the head of the department can draw certain conclusions about his staff.

To identify the need for personnel assessment in the organization, consider the benefits of assessment for the organization and the employee.

Benefits of personnel assessment for an organization:

1. Determining the results of work, the level of knowledge and skills will help to identify the readiness of employees to solve strategic problems in the future.
2. Ability to create a talent pool and staff rotation will show the loyalty of the staff in relation to the organization.
3. Creation of a personnel development program. The assessment will identify the need for training a specific group of employees.
4. Staff motivation. Evaluation serves as current material motivation employees and motivate

personnel for long-term work in the organization through the creation of a personnel reserve program.

5. Improvement of corporate culture. Through the evaluation process, the staff understands the mission of the organization. The norms of behavior embedded in the corporate culture of the organization receive encouragement in the assessment of personnel.
6. Structural development of the organization. The evaluation system helps to improve the organizational relationships between the structural divisions of the organization.

Benefits of assessment for staff:

- defining the role of each employee in the organization;
– understanding of the goals and objectives set, the dependence of remuneration on labor results;
- mutual understanding of the immediate supervisor;
- a guarantee that the achievements of the employee will not be left without attention;
- professional and career development In the organisation.

It should be borne in mind that each stage of the work of personnel in an organization involves the use of certain assessment methods. Consider the main stages of personnel work using assessment methods:

I. Selection of candidates for a vacant position.

Compliance of the professional and personal characteristics of the candidate with the requirements of the position and corporate culture organizations. Apply: structured interview separately with the line manager and with the HR manager; professional and psychological tests; if necessary (when hiring a manager top management) is the assessment center method.

II. End of probationary period.

The main purpose of this stage is to check once again the suitability of the position. Methods are applied: assessment interview; tests for professional knowledge.

III. Current job evaluation.

The frequency of personnel assessment, as a rule, is determined by the management of the organization and is recorded in the relevant normative document, for example, in the Charter of the organization or in the Staff Regulations. Methods are applied: certification; goal management; performance management; "360 degrees", etc.

IV. Career advancement.

During the assessment, the compliance of the employee is revealed new position. The methods used are: evaluation interview, which can be conducted on a regular basis or as needed; "360 degrees".

V. The need for staff training.

The need for vocational training. The methods used are: interviews (within the current assessment); "360 degrees"; tests to determine professional knowledge.

VI. Formation of personnel reserve.

Possibility of personnel to get into the reserve for promotion. The method used is selection during the current evaluation.

VII. Making a decision to terminate an employee.

Wanting to dismiss an employee, the employer must provide formal evidence of his inadequacy for the position held. The method used is certification, drawn up in accordance with all the rules. Any other methods can be used to preliminary identify the incompetence of an employee, but they will not have legal force.

An organization may be faced with the question of choosing an assessment method. The choice of assessment depends on its compliance with business objectives and the corporate culture of the organization, as well as on the literacy of implementation. Assessment methods may change depending on the stage of development and the needs of the organization.

In the assessment system of one organization, several methods can be combined. For example, for workers - certification; engineering and technical workers - performance management; managers - "360 degrees"; express assessment for all categories of personnel of the organization.

Types of rating scales

When preparing for a staff appraisal, consider what rating scale to use.

There are many different rating scales. Scales can be designated by numbers (1; 2; 3), letters (A; B; C) or descriptions (outstanding, excellent, acceptable). Letters or descriptions are often used so as not to draw a parallel with school grades. Some experts believe that it is better to use only the description - this makes the assessment less formal. Consider the most popular rating scales:

Two-point:

satisfactorily;

unsatisfactory.

It allows you to evaluate only whether the employee coped with his duties or not.

Three-point:

below expectations;

meets expectations;

exceeds expectations.

Five-point:

A. Outstanding - an exceptionally high rating. Significantly exceeds company expectations.

B. Excellent - a very high assessment of the work (complete absence of comments, deep professional knowledge). Meets the high expectations of the organization.

B. Good - full compliance with the position held, the absence of obvious mistakes and claims of management.

D. Acceptable - presence of minor errors, need for supervision, lack of initiative. Doesn't always meet expectations.

E. Unacceptable - negative assessment (serious mistakes, inability to work independently, numerous complaints from colleagues).

The five-point scale is quite convenient - on the one hand, there are not very many levels of assessment, on the other hand, they are well differentiated.

Seven-point:

7 - work is performed at a high professional level, significantly exceeding job responsibilities;
6 - performed at a high professional level, corresponding to official duties;
5 - performed quite skillfully in the required volume;
4 - mostly performed at an average, sufficient level;
3 - performed, but the quality cannot be called high;
2 - is not carried out in full, constantly requires revision, correction;
1 - performed at an unsatisfactory level.

Ten-point:

it is difficult to describe each level on a ten-point scale. Therefore, it does not give an explanation for each point, but provides a general hint. You can also highlight which assessment the person being assessed tends to:

1-3 points - bad;
4-7 points - good (for example, 5 points);
8-10 points - excellent (for example, 9 points).

The most common scales are 3-, 4- and 5-point scales, since further detailing complicates the assessment procedure. For example, it is not always possible to understand the difference between "quite good" and "good enough".

Consider an example of evaluating candidates for a managerial position by experts on a five-point scale (Table 9.1).

Table 9.1

Evaluation of candidates for a managerial position

Based on the results of the first assessment, you can not make decisions, but give candidates the opportunity to change the situation.

It is correct to consider the effectiveness of labor activity as part of the effectiveness of social production, since labor is considered one of the important reasons for implementation.

In the financial concept, efficiency is oriented on the basis of established goals as the goal of the results achieved and the resources spent on it. Currently, there is a lack of one approach to the problem of changing the efficiency of labor activity. The secret lies in the fact that the course of the labor activity of the personnel is closely related to the production course and its final results, social activities companies and financial formation enterprises. The study of academic concepts makes it possible to note several methodological approaches to scoring labor efficiency:

1. The financial efficiency of labor, which, by comparing savings (benefits) and costs (investments), makes it possible to economically prove the results of labor activity on completed projects (intentions, events).

2. Public efficiency labor forms the probability of assessing the social nature of labor with the support of quantitative and qualitative characteristics.

3. Evaluation based on the final results makes it possible to numerically determine the results and dynamics of the labor activity of the system as a whole and its divisions on the basis of aggregated financial characteristics.

4. Performance management forms the basis for planning and analysis labor resources according to the main aspect - productivity (formation) and other signs associated with them.

5. The quality of working life is considered to be an advanced integral feature of labor activity, characterized on the basis of a set of financial and social characteristics.

6. The scoring of labor efficiency makes it possible, with the support of an integral indicator, to evaluate the final results of activities for a specified moment (time, quarter) of the organization as a whole, as well as its large divisions.

7. Evaluation of the labor contribution (participation) is considered the main tool for measuring the collective and personal contribution to the final results under the tariff-free system, as well as under the periodic form of remuneration of workers and employees.

The choice of a specific concept for evaluating the effectiveness of labor activity depends on a number of reasons: modification of labor motivation, organization and form of remuneration, sectors of the economy, the magnitude of the scale of management, the period of time, the state of planning, the accounting procedure, the number structural divisions, a single number of employees, the value of informatization and computerization, the value of collective culture, and so on. Therefore, it is better that the selection of the concept of assessing the effectiveness of labor activity is done by a collegial authority (Committee of Directors, Management) in agreement with the labor collective or the trade union system.

Efficiency Calculation Method

Consider the main characteristics of financial efficiency.

The financial efficiency factor is calculated as an assessment of the savings (benefit) from the introduction of a certain result to the costs of its creation according to the formula:

where E is financial efficiency, parts;

E - savings or revenue, rub.;

3 -- the cost of creating savings, rub.

Likewise, efficiency is considered a notional coefficient, measured in shares. Efficiency should not be confused with efficiency and productivity. Efficiency is the acquisition of a certain result within the set time frame, measured in natural units (pieces, rubles, kilograms). The payback time indicates how many years the capital costs are paid off, and is calculated as the ratio of capital costs to the resulting savings (benefits) using the formula:

The above costs are very convenient for calculating the effectiveness of events for the implementation of NOT and STP plans, evaluating varieties of a business plan, improving management, and using different varieties. computer science. They make it possible to compare the current and capital costs of different events according to the formula:

where - reduced costs for the i-option, rub.;

Current (operational, variable) costs for the i-variant, rub.;

Capital costs for the i-variant, rub.;

Coefficient economic efficiency costs, shares.

Annual economic effect allows you to evaluate the real benefit from the implementation of the event in a particular year. This indicator is calculated as the difference between the annual savings and the share of capital costs attributed to that year according to the formula:

Discounted costs are very important when a long-term project is being implemented with different annual investment values, an unequal percentage of payment for a bank loan, as well as in terms of inflation exceeding 5% per annum. Discounted costs at the time of the project's existence are calculated by the formula:

where - one-time investment costs carried out by the beginning of the first year;

Costs by settlement time periods (years);

n is the duration of the project (in years).

A motive is something that causes certain actions of a person, his internal and external driving forces. The motive determines what and how to do to meet the needs of a person. Motives are amenable to awareness, and a person can influence them, intensifying or muffling their action, and in some cases eliminating them from their driving forces.
Needs are the need for something that is objectively necessary to maintain the life and development of the organism, personality and social group. Depending on the object, material and spiritual needs are distinguished.

CHAPTER 1. BASIS OF WORK MOTIVATION………………………...3
1.1. Fundamentals of the theory of motivation………………………………………………...3
1.2. Labor activity…………………………………………………….5
1.3. Material and spiritual needs……………………………....5
1.4. Development of human resources………………………………………6
CHAPTER 2. PAYMENT OF PERSONNEL……………………………….....8
2.1. Theory of remuneration………………………………………………………8
2.2. Wage systems…………………………………………………….8
2.3. Salary experience…………………………………………………......8
2.4. Regulations on staff remuneration……………………………….11
CHAPTER 3. WORK EFFICIENCY……….14
3.1. Fundamentals of the Theory of Efficiency………………………………………....14
3.2. Quality of work…………………………………….14
3.3. Scoring of labor efficiency……………………………....15
3.4. Labor contribution ratio……………………………………...15

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At present, the high quality of a person's working life is considered in a developed society as one of the main incentives for labor productivity.

The quality of working life includes the following groups of indicators: labor collective, wages, workplace, enterprise management, service career, social guarantees and social benefits.

3.3. Scoring of labor efficiency

It is legitimate to consider the effectiveness of the work of the personnel as part of the overall efficiency of social production.

In the economic literature, efficiency is calculated as the ratio of profit savings from the implementation of a specific result to the costs of its creation.

Thus, efficiency is a relative indicator, measured in shares. Economy should not be confused with efficiency and productivity. Efficiency is the achievement of a specific result within the established time frame, measured in natural units (pieces, rubles, kg). Productivity is the ratio of the volume of output to the total number of employees with the unit of measure rub./person.

The criteria for performance indicators of the enterprise include:

Indicators of economic efficiency of the final results;

Indicators of quality of productivity and complexity of labor;

Indicators of social efficiency.

Calculations using the BOERO method (score organizational performance).

The effectiveness of the organization is calculated as the ratio of actually achieved criteria indicators to the baseline values of the final results of activities, weighted with the help of weight coefficients and incentive functions relative to the standard value of efficiency equal to 100 points.

The methodology is based on the methods of economic analysis, expert opinions, scoring method and classification theory.

The BOERO method is based on determining the socio-economic development trends of an organization of any organizational - legal form, its effectiveness in terms of achieving production, economic and social goals.

3.4. Labor contribution ratio

KTV is a quantitative measure of the individual labor contribution (participation) of employees in the final results of the activities of the structural unit of the organization. The concepts of KTV and KTU are identical, however, the use of KTV at the present stage is more correct for workers due to their share contribution to the final results of production.

The postulates on which the KTV method is based:

It is rational to use KTV for the distribution of the bonus fund and additional wages (remuneration), since the main wage(tariff, salary) are fixed in the contract or when hiring;

KTV is used to assess the individual contribution of individual workers and employees;

The amount of remuneration for the final result is determined by the results of work for the month;

In case of achieving high results and quality of work, the amount of remuneration increases in proportion to the KTV.

Job title	Number of units	salary	KTV	Sum of points	Specific gravity	RUB premium	Total earnings
Department head	1	10000	1,3	13000	0,4277	5560,1	155600
senior engineer	1	8000	1,1	8800	0,4277	3763,76	11763,16
labor engineer	1	7000	0,8	3600	0,4277	2395	9395,12
labor engineer	1	6000	0	0	0,4277	0	6000
labor engineer	1	6000	1,2	7200	0,4277	3079,44	9079,44
Total	5	37000	4,4	34600	0,4277	1479,84	51798,42