The use of certification sheets occurs when an enterprise or organization needs to check employees for prof. fitness. The reason for such checks can be a variety of circumstances: revealed negligence in work, regular breakdowns of equipment and machinery, comments from clients and customers, etc. It should be noted that certifications can also be planned.
FILES
Why do you need employee appraisals?
In most cases, the certification procedure allows you to determine the level vocational training personnel, evaluate the theoretical and practical knowledge of employees, understand their actions in the event of complex and emergency situations.
It is considered very useful and enables the management of the enterprise to take timely measures to eliminate shortcomings in the field of personnel training, send employees to advanced training courses or, if a fact of inconsistency with the position is established, dismiss one of the employees.
In most organizations, the attestation procedure is not mandatory, but is purely voluntary. At the same time, in the public sector (education and healthcare) and some specialized private companies, this form of examination is a statutory necessity.
Who can't be tested
As mentioned above, at some enterprises certification is an ordinary phenomenon that all specialized specialists periodically undergo, regardless of their level of qualification (among others, employees with long experience and scientific degrees also undergo certification). However, there are categories of citizens who by law protected from this kind of scrutiny.. These include:
- employees who have worked in their specialty (or in this position) for less than a year,
- pregnant workers,
- women caring for children under the age of three,
- full-time students during the first year after starting work,
- persons on long-term sick leave.
The procedure for certification
- Before proceeding with the certification of employees, an appropriate order is issued for the enterprise.
- Then, on its basis, a special commission is created, which includes at least three people. Usually this
- the head of the organization (or a person authorized to act on his behalf),
- head of the structural unit,
- other employees of the enterprise who have a sufficient level of education and qualifications to allow them to evaluate other employees.
- After the commission is appointed, it proceeds to its duties.
In some cases, to participate in attestation commission a third-party expert in the field in which the employees undergoing certification work may be involved.
The certification process is somewhat reminiscent of an exam: the person being certified is asked questions to which he must answer. Depending on the results of the audit, the commission draws conclusions for each specific person (certification can be carried out both in relation to one employee and immediately to a group of employees).
It should be noted that certification should be treated with all rigor and attention, since its results can serve as a reason for both promotion of an employee in his position and his dismissal.
If any violations are found during the certification, a second procedure is possible. If the employee does not agree with the results of the inspection, he can appeal to the court with their appeal.
If the employee has not been certified
Certification results are always different. Most often, employees still correspond to their positions (this is due to the fact that today the selection for vacancies is carried out according to rather high criteria), but sometimes there are still cases of inconsistency. In this scenario, the employer can writing offer the employee a vacancy that suits him according to his qualification level, and if the employee agrees, then he is transferred to another position, making up the appropriate one. If there are no options with another job at the enterprise, or if the person in writing refused the place offered to him, then it happens.
Rules for compiling an attestation sheet
The certification sheet does not have a unified, mandatory sample, so you can write it in a free form. However, when making it, you should follow some rules. In particular, must be specified
- certification date,
- data of the employee who has been verified: his last name, first name, patronymic, position (she must, and her functions, rights and responsibilities - job description),
- next, fix Control questions(they must be directly related to practical activities employee),
- answers to them
- and the verdict of the commission.
If necessary, any additions and notes from the examiners must also be recorded in the certification sheet.
Design rules
The certification sheet can be drawn up both in handwritten and in printed form, both on a regular sheet of A4 format, and on the letterhead of the enterprise. He is in without fail must be certified by the signatures of all members of the certification committee. In addition, the inspected employee himself must be familiarized with it against signature. The sheet is compiled in several copies: one is transferred to the archive of the company, the rest - to all interested parties.
A sample of the attestation sheet
Filling in information about the employee
At the beginning of the document, its name is written in the middle of the line. Then fill in the employee details:
- surname, name, patronymic of the employee,
- date of his birth,
- education information,
- position at the time of certification
- the date from which the person began to perform his duties (in accordance with the employment contract),
- general experience, professional experience,
- experience at the last job.
Questions to Ask an Employee
The second part of the document deals with content of attestation. Here, all the questions that were asked to the employee in his specialty, as well as his answers to them, are carefully and in detail recorded. Then the comments and suggestions made are recorded, both from the members of the attestation commission, and from the side of the person being checked.
The decision of the attestation commission
The final part of the procedure boils down to the fact that the members of the commission, during the meeting decide whether this specialist is suitable for the position held. Their conclusion is also entered into the certification sheet. Then the inspectors give recommendations to the employee on further work, after which they certify the document with their signatures. After that, the employee also signs the document.
Pavlova Elena
Approximate completion of the assessment sheet of a speech therapist when determining incentive payments
Performance indicators and estimates labor of employees of educational organizations.
Individual Evaluation sheet of the teacher-speech therapist Pavlova E. N.
1. Creation of a developing subject-spatial environment in accordance with the Federal State Educational Standard of the ECE, implemented educational programs up to 5 points - periodically there is a production and updating of gaming and educational equipment, visual and handouts material:
The entire range of manuals, games of the speech therapy room is created, purchased and updated only speech pathologist, there are no other additions.
Cooperation with the magazine "Games and toys"
2. High-quality and timely implementation of the activities of the annual work plan of the preschool educational institution, maintaining the established documentation 4 points - high-quality and timely implementation of the activities of the annual work plan of the preschool educational institution, maintaining the established documentation:
Activities scheduled for annual plan, have been completed in full. The implementation of the activities of the annual plan was presented to the community teachers-speech therapists of the educational site MAAM. ru, where the high grade"Gold Post" All-Russian level.
3. High-quality organization and conduct educational activities in progress 3 points - compliance;
4. Safe Organization vital activity of pupils 3 points - in the absence of cases of injuries of pupils
5. The level of satisfaction of parents with the quality of educational services
3 points - 90-99%
6. Participation in innovative, experimental activities
APO generalization on municipal level (Certificate, valid until January 2015)
Generalization of APO on the topic of self-education 10.03.14. at the DOE level.
Held at the All-Russian level in the nomination « Preschool education» (speech development) correspondence generalization of experience on the topic of self-education (certificate dated 21.02.14).
8 Presentation of own APO in open forms Public speaking (master class, conference, etc.)
6 points - regional level:
1). Conducted a master class at the regional level on APO.
(certificate issued)
2). Participated in the regional practice-oriented seminar "The use of speech therapy fairy tales in correctional and developmental work speech pathologist", prepared the author's logo fairy tale (certificate issued).
3). Round table participant certificate "Innovations in the correctional and pedagogical process" BelIRO. Prepared a presentation.
9 Participation in the development and implementation of improvement projects professional activity 5 points: I participate in the development and implementation of projects to improve professional activities. I am the head of MO speech therapists. Participated in the organization of the regional competition "The best development of correctional classes in speech therapy" (jury member certificate). MO was developed and conducted for the first time teachers-speech therapists together with teachers-psychologists of the district. Participation on the site "Speech therapist at home" in the development of material for the improvement of professional activities: « Modern approaches to the provision of correctional and speech therapy assistance to preschoolers with speech impairment " (certificate issued).
10 The presence of achievements in competitive selections (the title of the winner of the competition « Kindergarten of the year", competition for landscaping, competition "Educator of the Year" and others
Note: points are set for a period of one academic year.
6 points: participated in the regional competition "Speech therapy box"- Diploma of the laureate in the nomination "Pedagogical Excellence" (taking into account notes, until January 23, 2015)
4 points: participated in the regional pedagogical marathon "From tradition to innovation"- Laureate in the nomination "Master Class" (taking into account notes until December 2014)
Participated in the All-Russian competition for teachers on the website "Art Talent": - "My destiny - teacher» - Diploma of the laureate.
11 The effectiveness of children's participation in children's competitions held with the support of federal, regional, municipal authorities in the field of education Correspondence: 4 points - international and all-Russian level
With a significant number of achievements, additional points are set (no more than 20 points)
District methodical association teachers- speech therapists and educational psychologists (dated 03/12/2014 protocol No. 3) a decision was made to participate in correspondence all-Russian competitions held by educational portals: "Firebird", "Art Talent", "Spark" and others (affecting incentive payments, taking into account the areas of work of a speech therapist, free participation and work with children with HIA:
All-Russian competition of arts and crafts "Snowflake". Diplomas of winners 1 degrees: Korolev A., Rubanov V., Sheludchenko I. (snowflakes were used for speech therapy aerial gymnastics).
All-Russian competition "Paper Men"- Diploma of the 1st degree Ermolov D. (use of attributes in articulation gymnastics)
All-Russian competition "A smile will make everyone brighter"- diploma of the 3rd degree Guzenko D. ( competitive work compiled on the basis of speech therapy articulation gymnastics)
All-Russian competition "Plasticine illustration"- Diploma of the 1st degree Silchenko S.; 2nd degree diploma Kuleshova K.
II international competition "Talented Children" in nomination literary competition poetry « winter fairy tale» laureate diploma S. Zhukov; diploma of the winner of the 3rd degree Vlasenko K.
II international competition "Talented Children" V nominations: drawing competition "In the Land of Santa Claus"- diplomas laureate: Sheludchenko I., Kudlaev M.
All-Russian competition "Trip around the world. Russia"- 2nd degree diploma Sheludchenko I.
All-Russian literary quiz for preschoolers "The fairy tale came true"- diplomas 3 degrees: Bondarev M., Vlasenko K.
All-Russian quiz "Chest of fairy tales"- Diploma of the 1st degree Korolev A.
TOTAL: 15 diplomas of the winner and laureate for half a year.
12. Active participation in socially significant activities
Up to 5 points
I participate in charitable promotions: "Belogorye-Crimea", "White flower", "Red Cross". Trade union member, member of the United Russia party. Actively participated in the improvement of the territories of preschool educational institutions, a health camp "Gaidar", redecoration of a speech therapy room, preparation of preschool to a new account. year.
13. Higher education 5 points
14 High efficiency of correctional work with children with disabilities, children with disabilities. High efficiency of correctional work with children with disabilities, children with disabilities
15 Advisory support to other PEOs that do not have specialists V staffing tables As part of the work with the MDOU assigned to the speech therapy center "Kindergarten No. 3" educational institutions district, conducted consultations (see the counseling journal, took part in a traveling mobile group to provide psychological and speech therapy assistance to participants in the educational process.
Additionally: as part of the work of the advisory center for families raising children preschool age at home, according to the provisions, where indicated in clause 2.2 “… consultations are held once a month”, 11 consultations were held in half a year (according to the consulting log)
For achievement strategic goal enterprises - production growth by increasing volumes, optimizing production processes and improve operational efficiency, we switched employees from a piece-rate system of remuneration to a time-based one. To make this transition successful, we firstly increased the motivation of employees; secondly, they informed them about the new requirements and, thirdly, they provided high-quality feedback between the employee and his immediate supervisor. An effective tool in solving the set tasks is personnel assessment. She also helped us to conduct a "human resource inventory".
The "Personnel Assessment" project began to be implemented in 2002 in production divisions (2.5 thousand people), moreover, on the initiative of the heads of these divisions. The following goals were set:
Bring to the attention of employees information about the goals of the enterprise, unit and the required performance criteria.
Inform employees of the requirements placed on them.
To enable employees to conduct self-assessment and receive performance evaluation ( performance appraisal) from the manager.
identify strengths and weak sides each employee and identify further steps to improve performance.
Obtain feedback from employees on performance issues.
To increase the effectiveness of activities and the degree of realization of the potential of employees.
From the very beginning of the project, it was decided that the personnel assessment should cover all categories of employees - from heads of departments to unskilled workers. Its introduction took place gradually: if in 2002 the personnel was assessed in two production shops, then today the project operates in all 17 production divisions of Zaporizhtransformator OJSC.
At the stage of development and preparation of the project, we studied the experience foreign companies. The choice of the assessment method was determined by the adopted strategy for the development of the enterprise: the growth of production volumes and the optimization of production processes had to occur, among other things, through the realization of the potential of people, therefore, the assessment was not a justification for making personnel decisions (for example, layoffs, salary setting, etc.). ), but by the method of formation development ideologies. We made the main emphasis on a constructive conversation between the manager and the employee about what he needs to develop in his performing skills.
When choosing an assessment method, such as assessment by points and a behavioral scale were considered. BARS however, it is difficult to provide effective feedback when evaluating personnel using these methods. In other words, quantitative indicators(the amount of points received) do not give an idea that the employee needs to improve in performance in order to increase labor efficiency. As a result, we chose a combination of two methods: personnel assessment based on behavioral characteristics, which were then grouped into competencies, and management by objectives ( Management by Objectives, MBO). Conducting an assessment interview on competencies and goals allows you to get effective feedback from the employee and helps him solve the tasks.
Creation competency models took place in several stages. The production service proposed its own criteria for evaluation, such as, for example, “initiativity”, “diligence”, and the personnel service supplemented them with behavioral characteristics for a more accurate description and understanding of the criteria. Based on the lists of criteria and behavioral characteristics obtained, a competency model was developed.
In the future, to refine and improve the competency model, we organized a “workshop” ( workshop, meeting working group). The director of production, the director of personnel, heads of departments and the specialist of the personnel department responsible for the project took part in its work. Heads of departments themselves determined which competencies are key for certain categories workers. The discussions resulted in sets of competencies for:
line managers(foremen, shift supervisors, heads of sections, stations, laboratories, bureaus, etc.);
specialists(including leading specialists and team leaders);
workers.
During the discussion, the standards carrying out the evaluation procedure and evaluation sheets (Annex 1). The evaluation sheet is filled in by the employee himself and his immediate supervisor.
|
Annex 1 EVALUATION PAPER Employee: _____________________________ Occupation, workshop: ____________________
General assessment of the head: _____________________________________________ Employee: agree/disagree with manager's assessment ______________________ NEW REQUIREMENTS FOR WORKER ACTIONS For the period from: ________________ to: ________________ Employee goals for the next period: ___________________________________ We included the “Development Goals” block (“New requirements for the employee’s actions”) to the evaluation sheet, which includes the employee’s goals for the next period, as well as new competencies that will be a priority for this employee in the next period, and measures to develop these competencies. The manager selects new competencies from the list of competencies given in the Regulation on Personnel Assessment. To assess the heads of departments, additional forms were developed - “Evaluation of performance and career development” and “Goal Setting”, which include lists of managerial competencies. After the end of the evaluation interview stage, the completed evaluation sheets and questionnaires are transferred to the personnel department for analysis. For the effective implementation of the personnel assessment methodology, it was necessary to train the line managers of production units in the assessment procedure, for which we engaged an external consultant. First, a two-day motivation seminar was held for heads of production departments and a one and a half day seminar for section heads, bureau heads and foremen (150 people in total). To familiarize the line managers of departments with the system of employee motivation, the personnel assessment system and its tools, the HR director held presentations of the Personnel Assessment project in the departments. Subsequently, the assessment of the personnel of each of the departments was carried out according to the following scheme: First stage: holding seminars with line managers production shops and specialists of the HR department. Second phase: conducting appraisal interviews in departments. Third stage: questioning employees after the interview ( application 2).
Fourth stage:"workshop" with the heads of departments based on the results of personnel assessment. Objectives - to consolidate the skills of conducting assessment interviews and to obtain an effective feedback according to the results. After the evaluation in each unit, the external consultant drew conclusions and made recommendations that were used in subsequent stages. After analyzing the accumulated experience, we have developed standards for the assessment procedure: Frequency of personnel assessment- twice a year: main - in July-August, intermediate - in January-February. (Heads of subdivisions insisted on this, since evaluation with an interval of six months seems to them more effective.) Compliance with the sequence of personnel assessment: first, the procedure must go through the heads and deputy heads of departments, and then their subordinates - the heads of sections, foremen, workers in the specified sequence. Multistage. Personnel assessment takes place in several stages: employee self-assessment, then assessment by his immediate supervisor, and mandatory confirmation of the assessment by a higher manager. Unity of technology used(filling in evaluation sheets, interviews, identifying areas of development) for all employees. To monitor the appraisal process, we use tools such as the Appraisal Interview Questionnaire developed by Human Resources, as well as external consultant assistance to line managers in interpreting appraisal interview results. Before conducting consultations, the external consultant, together with representatives of the personnel service, analyzes the received data. The results of the assessment are taken into account in the divisions when reviewing salaries. During the consultations, the results and practical problems are discussed, and a plan is developed to improve the assessment interviews. To assess the effectiveness of the project implementation at the enterprise, independent experts conducted a socio-psychological study twice. In our opinion, personnel assessment is related to the processes training and formation personnel reserve . At the first stage of the project, the main efforts were directed to the introduction of technologies and the development of tools. In the future, we plan to expand the range of tasks solved with the help of personnel assessment, to strengthen its connection with other elements of the human resource management system. To effectively link employee appraisals with training, managers should be trained to identify employee training needs and provide valuable feedback. This is one of the priorities for the next staff assessment. Employees who were highly appreciated by their immediate supervisor, after agreement with the head of the unit, can replenish the reserve of managerial personnel. In this way, we ensure that line managers nominate their talented employees. Personnel assessment is also associated with the motivation system, this is the main factor influencing the determination of the level of remuneration of employees. Based on the results of the assessment interview, the manager records the overall assessment of the employee in the column “Evaluation of the manager”. The overall assessment is determined by how weighty, in his opinion, the facts of good or bad performance are, how much they are capable of influencing the success or failure of the team as a whole. Based on the survey data, analysis of evaluation sheets and questionnaires, the following conclusions can be drawn: Most employees perceive personnel assessment as a tool to increase motivation. The assessment system performs the tasks for which it was created. The system has become an effective means of communication between employees and their immediate supervisors. We continue to improve our evaluation procedures and adjust them based on the results. To do this, the HR service, together with an external consultant, conducts "workshops" with the heads of departments, during which they discuss ways to improve the effectiveness and efficiency of the tools. For example, based on the results of the discussion, the forms of assessment sheets were corrected, changes were made to the Regulations on personnel assessment. It was also decided to train line managers in management by goals, since it turned out that not all of them are able to correctly formulate goals and determine tasks that would allow them to be achieved. Based on the results of the last assessment, a number of tasks were identified for further improvement of the Personnel Assessment project. Strategic objectives: Adjust the plan for implementing the assessment procedure based on the strategic goals of the enterprise (customer orientation) and the tactical tasks of individual departments. To develop and carry out a number of activities in cooperation with the PR service of the enterprise to inform employees about the results of the assessment. Implement a personnel assessment procedure in sales departments. Tactical tasks: Appoint employees in the departments responsible for the implementation of the procedure and the implementation of standards that ensure its high-quality implementation. Operational tasks: Develop a staff assessment manual that is accessible to all employees. Conduct individual development sessions with the heads of departments to develop the competencies of personnel management. Conduct trainings for line managers in order to develop skills in determining the need for employee training. The “Personnel Assessment” project implemented at our enterprise has generally achieved its goals. The productivity and efficiency of labor have increased at the plant. From the point of view of the employees themselves, the evaluation of the personnel contributed to the establishment of effective feedback from the managers. According to the director of production - the main customer and "engine" of the project - the assessment has become effective tool management of employees in the context of the transition to a time-based wage system. Article provided to our portal | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Employee performance evaluation sheet for the probationary period | |||||||||
| filled in by the head | |||||||||
| Name of the new employee | |||||||||
| Employee's position | |||||||||
| Subdivision | |||||||||
| Start date | |||||||||
| End date of probation | |||||||||
| 1. Completion of the assigned work (does it cope within the set time)? | |||||||||
| Much more time is spent on work than is dictated by experience or plan | 1 | 2 | 3 | 4 | 5 | 6 | 7 | Much less time is spent on work than is dictated by experience or plan | |
| 2. The quality of the work (how carefully, accurately, conscientiously is it carried out, are there no errors, are the instructions and point of view of the manager taken into account?) | |||||||||
| Work constantly needs to be significantly redone. | 1 | 2 | 3 | 4 | 5 | 6 | 7 | The results of work are always at a high level | |
| 3. Level of professional training (is the employee well versed in the subject of his activity, does he have sufficient qualification skills to perform duties?) | |||||||||
| Knowledge of the subject of their activity is weak, professional skills are not developed enough | 1 | 2 | 3 | 4 | 5 | 6 | 7 | He is well versed in the subject of his activity, possesses high level skills development | |
| 4. Collaboration (does he cooperate with colleagues when solving problems, is there a willingness to share knowledge and skills, provide support, does he consult with colleagues when solving complex, non-standard problems?) | |||||||||
| Does not like and does not know how to work in a group, rarely accepts and offers help | 1 | 2 | 3 | 4 | 5 | 6 | 7 | Shows a strong inclination to work in a group, always cooperating effectively with others | |
| 5. Ability to business communication(does he know how to clearly express his thoughts, listen and understand the interlocutor?) | |||||||||
| The statements of the employee are perceived with difficulty; does not know how to listen to the interlocutor, does not strive for mutual understanding | 1 | 2 | 3 | 4 | 5 | 6 | 7 | The speech of the employee is easily perceived, convincing; knows how to listen to the interlocutor, seeks to achieve full mutual understanding | |
| 6. The ability to write information (can prepare memo, report, business letter?) | |||||||||
| Texts need to be constantly redone, because. they are difficult to understand, illogical, do not meet the standards of the language | 1 | 2 | 3 | 4 | 5 | 6 | 7 | Texts are always logical, easy to understand, meet standards | |
| 7. Independence (can he do the assigned work without outside help?) | |||||||||
| Without outside help, he does not know what to do, at the slightest difficulty he is lost | 1 | 2 | 3 | 4 | 5 | 6 | 7 | Even non-standard and complex tasks are successfully completed without outside help | |
| 8. The ability to bring the work started to the end (is it capable of doing this without reminders and constant monitoring from the management?) | |||||||||
| Requires constant reminders and strict control of work performance | 1 | 2 | 3 | 4 | 5 | 6 | 7 | Having received the task, he always brings the matter to the end without reminders and control | |
| 9. Learnability (how easily does he perceive and assimilate new information, quickly master new skills, apply the acquired knowledge and skills in practice?) | |||||||||
| He perceives new information with difficulty, skills are formed slowly, in practice new knowledge and skills are applied to a limited extent | 1 | 2 | 3 | 4 | 5 | 6 | 7 | Easily learns new knowledge, skills are formed quickly, immediately and fully applied in practice | |
| Average score | |||||||||
| The scale recommended for assessing the potential of the subject | |||||||||
| Average score | Employee potential | ||||||||
| Until 3 | Does not match position | ||||||||
| 3 to 4 | Incomplete official compliance | ||||||||
| 4 to 5 | In general, corresponds to the position | ||||||||
| 5 to 6 | Fully corresponds to the position | ||||||||
| More than 6 | Deserves promotion to a higher position | ||||||||
| Feedback from the head in free form: | |||||||||
| Solution: | |||||||||
| (trial period passed/trial period not passed) | |||||||||
| Grounds for recognizing an employee as not having passed the test | |||||||||
| Number | |||||||||
| Signature | |||||||||
Scorecards for incentive payments are used to ensure fair distribution of remuneration. What evaluation criteria to include in this document and how to fill it out, we will tell in the article.
From the article you will learn:
Where apply
The employer is personally responsible for the efficiency of his enterprise. He can independently decide how best to stimulate his employees. The most effective and preferred motivating incentives include material ones, which is confirmed by sociological surveys and studies.
Where a piecework wage system is used, an employee's salary is directly "tied" to his efficiency and labor productivity. It is much more difficult to evaluate the performance of an employee whose salary depends on a fixed salary and the number of hours worked. To increase the motivation of those who work on a salary, a bonus is paid to the permanent part of the salary. In order to calculate it fairly, some employers use an evaluation sheet for incentive payments.
Variable payments are used in commercial companies and budgetary organizations to motivate employees. Their size depends on the efficiency of labor and the load of each of them. Labor Code it is not established what may constitute an incentive payment.
In practice, the payments that determine the variable part of the salary include:
- bonuses based on the performance of a unit or enterprise;
- bonuses for the implementation and overfulfillment of planned indicators;
- additional payments and allowances for professionalism and experience;
- rewards for winning a production competition, etc.
The distribution of allowances among employees is made on the basis of the evaluation sheet for incentive payments. The score sheet is a list of quantitative and quality indicators, which allows you to evaluate the employee's labor contribution with maximum objectivity. When filling it out, as a rule, a point system is used.
What criteria are included inincentive pay score sheet
Employers have many tools that allow them to manipulate the variable portion of an employee's earnings. This variable part depends on:
- work experience by profession or length of service in this enterprise;
- results achieved;
- use at work modern techniques and technologies;
- intensity and quality of labor;
- degree of responsibility, punctuality and conscientiousness;
- the number of complaints and claims;
- personal contribution to the solution of a common problem, etc.
For budget organizations criteria that allow you to objectively evaluate the labor contribution of an employee in the distribution encouragement, set in accordance with industry regulations. This applies, for example, to healthcare, education and culture institutions.
Evaluation sheets for incentive payments in preschool educational institutions, schools or clinics are compiled on the basis of industry acts. Criteria for evaluation established by local regulations. The amount of incentive payments tied to these criteria may differ and depend on how the institution is funded.
IN commercial structures Evaluation sheets for incentive payments are made taking into account the characteristics of the company's activities. The composition of the criteria that they include must be agreed with the trade union or other representative body of workers and fixed, for example, by the Regulation on bonuses.
Evaluation sheets can also be used in the selection of candidates or, for example, when checking how an employee meets the requirements professional standard. About, , learn from the magazine article " HR Director».
What structurescorecard for incentive payments
The legislation does not offer a unified form of evaluation sheet for incentive payments. The employer himself can develop this document and fix it as an annex to the Regulations on bonuses.
The assessment sheet form includes 3 main parts:
Part 1 - personifying. It contains information about the employee, his position and the department in which he works.
Part 2 - evaluation. It is drawn up in the form of a table and complete information is entered on the evaluation criteria and indicators for each of them. If necessary, the table can include the column "Note".
Part 3 - summary. It indicates information about the total assessment received by the employee, and also puts the date of compilation. In this part, it is necessary to provide a place for the signature of the chairman of the evaluation commission and the signature of the employee, certifying the fact of familiarization.
Sample Score Sheet
How to fillscorecards for incentive payments
The assessment sheets are filled in by the commission for the distribution of incentive payments. The procedure for its formation, functions and powers should also be spelled out in the Regulations on bonuses. The commission is formed from heads of departments and employees. The commission can meet monthly, once a quarter or periodically - depending on how regularly incentive payments are accrued. You can find out in detail how to properly encourage employees and increase labor efficiency in our article.
Note! Collective completion of evaluation sheets for incentive payments increases the objectivity of the distribution of remuneration and the level of confidence on the part of employees in decisions on the amount of additional payments.
Based on the results of filling in the assessment sheets, the amount of remuneration is calculated and reflected in the protocol. Based on the minutes of the commission meeting and evaluation sheets for incentive payments, the manager issues an order to pay bonuses to employees.
An evaluation sheet for incentive payments is a convenient form of appraisal of an employee who works by the hour. The document helps to determine his labor contribution. The objectivity of the assessment is ensured by the collegiality of decision-making.
