Qualitative assessment of personnel. Personnel assessment methods. Pair comparison method

The effectiveness of an organization largely depends on the effectiveness of the people who work. There is currently great amount different methods that help to form in employees the dedication to their organization, motivation for results, as well as educate highly qualified professionals who can create competition in the market. In this article, we will consider modern methods of personnel assessment to create and maintain an effective personnel reserve. Read also the article ⇒ ““

Necessary criteria for assessing personnel to determine effectiveness

To develop any personnel assessment system, the employer must determine the main criteria on which this entire system will be based. The choice of criteria determines the specifics of the work, as well as the goals of the organization. There are three main evaluation criteria that an employer can build on when developing a personnel policy:

• Grade personal qualities employee. This evaluation criterion can be formed both from internal and from external sources. This assessment is important for employees who work with people constantly. These criteria may include: stress resistance, communication skills, appearance etc.
• Assessment of the level of qualification and competence of an employee. AT this case the compliance of the employee with the position held, as well as the ability to apply his qualification knowledge in practice, is assessed. Typically, assessment is carried out through testing or solving certain problems that correspond to the required level of qualification.
• Evaluation of employee performance. Evaluation is carried out based on the results of the fulfillment of the assigned tasks, with what result the task was completed, in what timeframe, the efficiency of the use of the resources expended, etc.

A qualitative method for assessing personnel in an organization

The qualitative method is not based on figures, quantitative indicators, it is rather a descriptive method. It is suitable for a certain type of employees for whom behavioral and personal qualities are much more important than numerical indicators.

Approaches within this method	Description
Model approach	Competence of the ideal candidate is compared (a list of job and personal characteristics can be used) with the actual person holding the position
Estimation of an arbitrary characteristic	Data is collected on the results of the employee in the workplace: all his victories and failures. And on the basis of this, a conclusion is made about the effectiveness of the employee
Evaluation of the work performed (results)	One of the simplest approaches, when a conclusion about an employee is made based on the fact of the work performed by him
Survey of colleagues	The conclusion about the employee is made by interviewing his colleagues and employees from other departments
Personal conversation with an employee	The assessment is carried out on the basis of a personal conversation between the manager and experts directly with the employee himself

Quantitative method for assessing personnel in an organization

It is considered one of the simplest and most effective methods of evaluation, which is based on quantitative indicators. For employees, a certain bar is set, below which they cannot fall, and for a significant excess they receive certain bonuses. The method is quite transparent and understandable for all participants labor relations. The only aspect worth mentioning is the development of efficient and balanced scorecard that really will work a complex and time-consuming process. It is often difficult for an employer to maintain a balance between overestimated and underestimated indicators, since the former cause dissatisfaction among the employees themselves, and the latter reduce motivation.

	Description
Point system	A fairly simple evaluation system, when employees gain points over a certain period of time. The employer establishes a point scale, according to which, at the end of the period, the effectiveness of each employee is evaluated
Rating system	Within the framework of this system, employees compete among themselves for a place in the ranking. At the end of the evaluation period within this rating the best employees are selected
Free scoring system	For each achievement, employees receive points, which are subsequently summed up and based on these amounts, employee ratings are formed

Combined personnel assessment method

This method includes the two previous methods and is a set of indicators by which the employee is evaluated from different angles. There may be performance labor activity and the ability to work in a team, the number of sales and communication skills, etc.

Assessment Methods	Approaches within the framework of these methods	Description
Combined Methods	Average rating system	The employer draws up a set of characteristics, for each of which points are set on a certain scale. Then all these scores are summed up, and the total average score is calculated to evaluate the employee.
	Grouping system	Employees are divided into groups according to the results of the work performed. Each group is assigned a certain rating from "unsatisfactory" to "excellent"

Approaches to assessing the qualifications and competence of employees of the organization

The qualification and professionalism of the employee is the basis on which the trust of the manager is based. But at present, in view of the rather rapidly changing scientific and technological progress, the market, as well as legislation, the requirement for the knowledge and skills of employees is increasing. Therefore, in order to adequately assess the effectiveness of personnel, employers have to use special approaches to assess the qualifications and competence of employees:

• Certification of employees is one of the effective methods for assessing the professionalism, motivation of an employee, as well as confirming the qualifications of an employee. There are a number of specialties for which annual certification is a mandatory procedure. For others, this is an excellent opportunity to understand what they lack to be competitive and maintain a high level of professionalism.
• The Competence Assessment Center is one of the most modern approaches to employee assessment, which is carried out in several stages and uses a variety of approaches to the assessment of participants. Based on the results of the conduct, the employee receives a report, the so-called feedback, which includes, in addition to the results, a set of proposals for improving his professional competence.
• Testing, filling out questionnaires designed to determine not only the level of competence of an employee, but often the personal qualities of an employee. This approach is often used in the selection of candidates for vacant position to determine the best candidate.
• An interview is one of the simplest approaches, but there are a number of psychological approaches to conducting an interview to identify the psycho-emotional state of an employee and his reaction to possible situations.
• Involvement of experts from outside organizations for independent evaluation. Probably one of the most difficult assessment methods for an employee, but nevertheless the most objective.
• Simulation of various situations - it can be like business games in which employees are asked to complete a certain case, taking into account limited resources, or creating a competitive environment in the current workflow to identify stronger employees.

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. 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 very important work which cannot be delegated to other employees. Highly qualified management personnel owns a wide range of assessment methods and techniques professional activity. 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, personnel verification with a scientific approach to this issue was discussed around 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. As a result, there was a need to develop basic knowledge, which could become fundamental tools in the activities of HR managers. Thus, types of personnel assessment, methods for conducting analysis and classification of criteria were developed, according to which professional suitability employees. 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 working 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 the individual abilities of the staff, contributing to the advancement in career ladder;
• 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. Therefore, the assessment activity will make it possible to draw correct 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 best effective tools that motivate employees to deliver higher performance.

The process of personnel assessment at some stages of the organization work activities is its integral part. For example, it is impossible to imagine receiving workplace a new employee without a definite 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 staff 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. The scientific substantiation of the goal-setting of 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. Evaluation of personnel in this area is important when it comes to searching for a candidate for promotion. 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 leads to new level development.

Russian companies are still far from their foreign counterparts. However, every year foreign developments are more and more adapted to Russian realities and introduced into practice. But still very often problems arise due to the lack of unified system, which would meet all the requests of the management team at the same time.

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 high quality 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 related to 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 conducting 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 employee evaluation criteria is very milestone, preceding directly 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 voice 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 as the main task for each of them 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 requirement for the criteria is very important, since in modern realities the working conditions of companies are changing very quickly. And this means that employees of the enterprise must also comply with them.

Types of employee performance appraisal

Management staff highly qualified 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:

1. Descriptive.
2. Quantitative.
3. 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 to find out the effectiveness of his work and further prospects in this industry.

Quantitative type of assessment

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 checking the work of the personnel, a point system is developed, which is built on assigning a certain point to the 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 personnel.
• 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 get the most detailed information in the evaluation process, he must refer to its combined form. 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. There are quite a few variations on this method.

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

Result personnel check usually ends up on the manager's desk in the form of an evaluation 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. At the same time, all the criteria declared on the initial stage checks. 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 appraisal is a very important aspects activities of the company that contribute to its development and determine the prospects for growth.

Why is personnel assessment needed, and how can HR departments most effectively conduct personnel policy. The article talks about systems, methods and criteria for assessing personnel. An algorithm for constructing an employee evaluation system is described. What methods of personnel assessment exist, in what cases they are used. This article will help to understand the rather complex structure of the personnel assessment system, and will allow you to understand how you can get valuable information about a person for making decisions aimed at increasing the performance of subordinates.

Structure of the assessment system

Many companies sooner or later face the problem of personnel assessment. Indeed, for the successful development of any structure, it is necessary to constantly improve, know its prospects and correct mistakes.

Personnel assessment enables managers or personnel departments to more effectively conduct personnel policy, improve, attract new employees instead of those who do not cope with their duties and, thereby, do better work.

Personnel assessment is a system for identifying certain characteristics of employees, which then help the manager in making management decisions aimed at increasing the performance of subordinates.

Typically, personnel assessment is carried out in three areas:

• employee qualification assessment - when the characteristics of the standard are identified and compared with a specific person;
• analysis of the results of the work - here they evaluate the quality of the work performed;
• assessment of an employee as a person - personal characteristics are identified and compared with ideal ones for a given place.

If we talk about building an assessment system in a company in general, then it is very important to remember three main features, isolation from which will not give the desired result.

First, evaluation should be carried out regularly.

Secondly, it must have a clearly defined purpose.

And, thirdly, the assessment system should be transparent to everyone and based on generally understood criteria.

The personnel assessment system itself is a whole series of actions and activities aimed at assessing employees and of a permanent nature.

This system, in order to be effective, should be based on the main and universal scheme for conducting this assessment.

The first thing to do is to identify the company's need for personnel assessment and, on their basis, form clear goals that will be pursued when assessing employees. Among the main goals, monitoring of the social climate in the team, assessment of the quality of work and the degree to which a person’s qualifications fit the position are usually singled out.

The second step is to determine the subject of evaluation, that is, who to evaluate. Depending on the goals, the the target audience information about which the company needs in the first place.

This is followed by the definition of the criteria by which the evaluation will be carried out.

This requires professionals in the industry who can identify the most appropriate characteristics for each specific position.

After choosing the criteria, it is necessary to choose an assessment method based on them. The choice of the method itself is also carried out depending on some criteria, including compliance with the goals set at the beginning, the degree of foreignness of one or another suitable method, objectivity, which is best expressed in quantitative characteristics, understandability for those being evaluated, and relevance, that is, the results really should be necessary.

The next stage of the personnel assessment system is called preparatory stage. Here you need to perform a number of actions that will help in conducting the assessment itself.

• creation of an internal regulatory framework for evaluation - development of provisions, regulations;
• training of those personnel who will directly carry out the assessment;
• informing staff about the upcoming assessment and its positives.

After that, the assessment system enters its main stage - the actual conduct of the assessment itself, the implementation of the entire project.

All the information gathered from the assessment should then be reviewed for its relevance and the quality of the system itself.

The final stage in the implementation of the evaluation system is the action - the adoption of managerial decisions in relation to those people who were evaluated - promotion, demotion, training.

Personnel assessment methods

Let us now consider the methods themselves, which can be used in the evaluation of personnel.

According to their orientation, they are classified into three main groups: qualitative, quantitative and combined.

Qualitative methods are methods that determine employees without the use of quantitative indicators. They are also called descriptive methods.

• matrix method - the most common method, involves comparing the qualities of a particular person with ideal characteristics for the position held;
• the method of the system of arbitrary characteristics - the management or personnel service simply highlights the brightest achievements and the worst mistakes in a person’s work, and comparing them draws conclusions;
• assessment of the performance of tasks - an elementary method when the work of an employee as a whole is evaluated;
• method "360 degrees" - involves the assessment of the employee from all sides - managers, colleagues, subordinates, clients and self-assessment;
• group discussion - a descriptive method - which provides for a discussion of the employee with his managers or experts in the industry about the results of his work and prospects.

Combined methods are a set of descriptive methods using quantitative aspects.

• testing is an assessment based on the results of solving pre-set tasks;
• method of the sum of estimates. Each characteristic of a person is evaluated on a certain scale, and then an average indicator comparable to the ideal is displayed;
• a grouping system in which all employees are divided into several groups - from those who work perfectly well to those whose work is unsatisfactory compared to the rest;

Quantitative methods are the most objective, since all results are recorded in numbers;

• rank method - several managers rank employees, then all ratings are compared, and usually the lowest ones are reduced;
• scoring method - for each achievement, the staff receives a certain number of points in advance, which are summed up at the end of the period;
• free scoring - each quality of an employee is evaluated by experts for a certain number of points, which are summed up and the overall rating is displayed.

All of the above methods are able to effectively assess only a certain aspect of a person's work or his socio-psychological characteristics.

Therefore, it is not surprising that in recent years a universal integrated method has been increasingly used - the method of assessment centers, which has incorporated elements of many methods in order to achieve the most objective analysis of personnel.

This method has as many as 25 criteria by which a person is assessed.

Among them: the ability to study, the ability to make oral and written generalizations, contact, perception of the opinions of others, flexibility in behavior, internal standards, creative characteristics, self-esteem, the need for approval from superiors and colleagues, career motives, the reality of thoughts, reliability, diversity of interests, sustainability to stressful situations, vigor, organization, organizational and managerial abilities.

Main evaluation criteria

All criteria in the evaluation of personnel are usually divided into two main categories - performance criteria and competence criteria.

When evaluating performance, the achieved performance of a particular person is compared with the planned performance for a given period of work. To do this, clearly measurable tasks are set before the start of the reporting period. The effectiveness of work is expressed in specific indicators: sales volume, number of implemented projects, the amount of profit, the number of transactions.

When assessing the competence of an employee, his knowledge and ability to apply them in practice, personal qualities, and behavior are evaluated.

One of the most effective ways of such an assessment is to solve situational problems, taking into account the position occupied by the employee or for which he is applying.

These tasks are of two types - descriptive and practical, and differ in the nature of actions in solving a specific problem.

Thus, the personnel assessment system is quite complex and has many nuances and aspects that need to be given maximum attention. Otherwise, all the work invested in the evaluation may result in a complete lack of information required at the output.

Personnel assessment is a system that allows you to measure the results of work and the level of professional competence of employees, as well as their potential in the context of the company's strategic objectives.

During the assessment, the employer compares the employee holding a particular position with a specialist ideally suited for this position.

In the West, formalized valuation appeared in US companies at the beginning of the 20th century.

In the 1960s there was new technique- management by objectives (MBO - Management by objects) - the personal achievements of each employee were evaluated.

In the 1980s, a technique called Performance management (PM) was created - performance management. Not only the result is evaluated, but also the ways to achieve it. Assumes large-scale feedback from the employee. It can serve as a tool for predicting the further professional development of an employee and planning his career in the company.

In the 1980s - 1990s, the objectivity of the assessment increased with the advent of a new technique - "360 degrees", which involves a systematic survey of people (manager, subordinates, colleagues and clients) with whom the employee works.

At the same time, the Assessment Center, which involves comprehensive assessment by competencies. It was mainly used in the evaluation of senior managers for the purpose of appointment to these positions and for enrollment in the personnel reserve of companies.

In Russia, attestation is considered the traditional way of assessment.

Modern assessment methods in Russia have appeared recently, with the advent of Russian market Western companies. The number of companies using RM, Assessment Center, including internal, "360 degrees" is growing, but not as fast as we would like. The main obstacle is the Russian mentality of the continuity of Western technologies, distrust of them, as well as a craving for stability and conservatism.

Consider the main methods of personnel assessment used in Russian companies.

Certification

The certification procedure is set out in officially approved documents. In the absence of such, the organization must have an approved in due course"Regulations on certification" of the company's personnel. The procedure and all regulations are agreed and approved by the first persons of the company.

Attestation is the right of the company administration, which can be exercised in relation to all or certain categories of employees. Employees who have worked for less than one year, pregnant women or those with children under three years of age, and representatives of top management may be excluded from the assessment.

Certification is carried out once, twice or three times a year. It may be by decision of the administration of the regular or extraordinary.

Certification assesses qualifications, results of work (evaluation sheet or on the recommendation of the manager), level of knowledge and practical skills (in the form of a standard exam), business and personal qualities.

Evaluation criterion - professional standard specialties and positions.

An attestation commission is being created from representatives of middle management, employees personnel services, trade union members. The number is usually determined by an odd number of participants in the amount from 5 to 11. The commission, in the presence of the employee, considers all the data and makes a decision on the future fate of the employee in the organization.

The results may be the basis for the dismissal of an employee in accordance with Art. 81 of the Labor Code of the Russian Federation.
In case of disagreement with the decision attestation commission, the employee has the right to appeal to the Commission on labor disputes at the enterprise or go to court. The Commission must provide reasons for its decision.

It consists in the joint setting of tasks by the manager and the employee and the evaluation of the results of their implementation after the reporting period (usually the end of the financial year).

The assessment affects all categories and positions of the company.
1) A list of tasks is compiled:
a) the manager himself sets tasks, and then brings them to the employees. Then there is an adjustment taking into account the suggestions of the employee;
b) the manager and the employee set tasks independently of each other, and then agree on them at the interview.
2) Criteria for completing tasks are determined (coefficient, weight as a percentage of the overall success for each task) in accordance with the company's strategy.
3) The success of the task is determined. The opinion of the manager is considered a priority or a higher manager is involved in the decision.
4) Measures are outlined to improve the quality of work.

Evaluates the results, methods and competencies of employees, identifies areas for development, plans an employee's career. Participation is accepted by all categories and positions of the company. The emphasis is placed on the feedback of the leader with the subordinate in the form of regular contacts once a year (formally) and more often (as needed, informally).

Task-setting interviews and a final interview (conducted jointly by the manager and subordinates) are held once a year, where the employee is provided with feedback on his work and ways to develop his success and quality of work are developed. The results of work on tasks and competencies are evaluated, areas are identified and plans for employee training and career development are drawn up.

"360 degrees"

Competency assessment performed by people who work with the employee on a regular basis.

Applies to individual personnel tasks, and as an addition to the main system. The employee himself can initiate this method of assessment in order to determine his areas of development.

An opinion about an employee is made by four parties: a manager, subordinates, colleagues and clients (from above, below, next to and around) in the amount of 7 - 12 people. It is desirable that people evaluate not only positively, but also critically.

Competencies assessed:

Leadership
Teamwork
People management
self-management
Sociability
Vision
Organizational skills
Ability to make decisions
Professionalism
Initiative
Adaptability

The data of completed surveys and questionnaires is collected and sent for processing to an external provider (to achieve complete confidentiality) or processed online (automatically). Only the leader can show his assessment, thus providing feedback.

The results of the assessment (usually on a five-point scale) are received by the employee and his manager.

Assessment Center

1) Preparatory stage:
- determination of the objectives of the assessment;
- development (updating) of the competency model. The model should be consistent with the overall strategy of the company and include the competencies necessary to perform a specific task. To develop competencies, business leaders and preferably the first person of the company are necessarily involved. Competences are prescribed by levels.

2) Development of the Assessment Center procedure:
- development of a plan-scenario (timing and logistics of the event);
- modeling and/or adaptation of exercises;
- determination of the set and sequence of evaluation methods;
- training of experts, training of observers;
- familiarization of assessed participants with the Assessment Center program.

3) conducting the Assessment Center:

- conducting a business game, case studies, group discussions in which the selected competencies are manifested. The topic can be anything, and does not have to correspond to the content of the employee's work. Each case provides an opportunity to assess several competencies in different combinations. Exercises are performed in a group or in pairs. The behavior of employees is monitored by specially trained observers - external consultants, employees of the HR department, representatives of business units;
- individual interviews, tests (for intelligence, personality) with each participant according to the results of the game;
- overall assessment of the game participant (integration session)- summarizing assessments. All observers express their opinion on human behavior during business games and discuss the overall assessment of each competency;
- drawing up a report on the results of the Assessment Center;
- providing feedback to the participants of the Assessment Center. It is very important that the consultants/observers who give feedback are extremely tactful and cautious. Often ambitious employees with high self-esteem are evaluated in Assessment Centers. After giving feedback, they should leave a positive impression.

Also, evaluation methods can be informally dated coaching, which is not basic, but gives more detailed information about the employee - his potential, motivations, intentions, aspirations, strengths and weaknesses. Coaching is a strong motivating and initiating employee responsibility method for their activities, therefore, at all stages of an employee’s work, it can be used both as an assessment method, and as a development method, and as a way to motivate an employee.

Comparative characteristics of various methods, stages of implementation of the assessment system in the company, as well as the difficulties that arise in this.

Determination of the need for personnel assessment
The company must evaluate, and the consultant can help in this by informing (the pros and cons of each valuation method), which valuation method is acceptable for the company and whether it is necessary at all, based on an analysis of the following factors:
The date of the last assessment.
Company age.
To what extent the company is financially prepared for the implementation of the assessment activity.
Have a strategy and mission.
How developed is the corporate culture of the company and what are its features.
Company size.
The scope of the company, the nature of the products or services provided.
Socio-psychological atmosphere in the company.
Stage of work of employees to be assessed and other factors.

To determine the actual need for an assessment, the consultant and the customer need to understand the reason for contacting a consulting company, because the wishes for an assessment can be very different, from the real need to identify the level of success of the company to the assessment as a tribute to fashion. The last wish is not a need for an assessment, and its implementation can start the irreversible process of the company's collapse. Therefore, the process of determining the true intentions, where a clear goal, result and specific tasks company, the first and most important stage in the actual assessment of personnel.

Each stage of an employee's work in the company involves the use of certain assessment methods

Can only be used in combination with other methods
+ - can be used separately

At the end stage probationary period use evaluation interviews and tests on knowledge of the subject of activity.

Benefits of an assessment

Benefits of valuation for a company
1. Determining the results of work, the level of knowledge and skills of the company's personnel.
2. The possibility of personnel rotation and the creation of a personnel reserve.
3. Creation of purposefully personnel development program.
4. Staff motivation.
5. Construction corporate culture.
6. Organizational development.

Benefits of assessment for an employee
1. Determination of the place and role of each employee in the company - horizontally and vertically.
2. A clear understanding of the tasks set, the criteria for the success of their implementation, the dependence of the size wages and performance bonuses.
3. Opportunity to receive feedback from the immediate supervisor.
4. Ensuring that achievements are not left without attention (if the system works effectively).
5. Opportunity for professional and career growth.

The place of personnel assessment in the process of personnel management
Training. Personnel assessment helps to identify the needs of employees for training, as well as to determine the effectiveness of the training programs used.
Personnel planning. Evaluation of performance indicators allows you to determine both the current and future quantitative and qualitative need for staff.
Personnel selection. Information from the performance appraisal is used to improve the recruitment and selection methods used.
Employee development and career planning. Evaluation of performance indicators allows you to assess the potential of an employee and outline ways to perform more complex and responsible work.
Stimulation and motivation of work. Performance appraisal helps to improve the effectiveness of the system of motivation and incentives, providing employees with feedback, evaluating their contribution to the achievement of the goals of the organization and department.
Formation of a personnel reserve and work with it. Evaluation of the work and working behavior of employees underlies the formation of a reserve and determining the effectiveness of its preparation.

Implementation of a personnel assessment system in the company

The implementation of the assessment system in the company takes place in several stages:

1) Deciding on the creation of an assessment system in the company by top management and the HR department of the company. Actions at this stage:
Determine the goals of the assessment and its impact on the motivation of employees (previously conduct a survey of employees).
The HR function should make a presentation to senior management about the advantages and disadvantages of various evaluation methods.
Deciding on the implementation of the assessment system in the company as a whole and on its method of implementation.
The decision to create working group.

2) Creation of a working group, which will include representatives of middle management, HR department, legal and PR services, possibly external consultants and company employees. The group provides senior management with a detailed action plan for the creation and implementation of the system, and a budget, if necessary.

3) Selection of assessment methods and development of the first version of the system. Stages:
a) development of a system of corporate competencies.
b) to be specified organizational structure companies and linear subordination to clarify the hierarchy cascade.
c) the evaluation system correlates with the business planning system in the company and KPI
d) the evaluation system should fit into the entire range of HR tools.
e) review and clarify job descriptions.

The result is a final decision on the assessment method, the structure of the assessment system, a set of competencies, an assessment scale, options for forms and forms.

4) Refinement of the system and preparation of documents by the HR department: assessment regulations, assessment forms, instructions for the manager and employee.

5) Information support systems within the company, conducting training for managers (evaluators) according to the plan: explaining the benefits of evaluation for the company and employees, a clear description of the sequence of evaluation, the structure of evaluation forms and how to fill them out, training in setting goals and relating them to a business plan, a story about the consequences results for employees and the company, training skills for conducting assessment interviews with employees.

6) Refinement of the system, taking into account the wishes of middle managers.

7) Conducting training for staff.

8) Conducting an assessment.

9) Summing up, analysis of successes and failures.

Mistakes and difficulties in the implementation of the assessment system
Inconsistency in the method of assessing the degree of maturity of the company.
Negative attitude of employees to any assessment of their work.
Evaluation of the personal qualities of employees in isolation from official duties and competencies.
The evaluation system is not connected with the system of material and non-material motivation.
Managers feel they don't have time to evaluate.
Participation of employees in setting tasks is minimal.
Managers give bad feedback, and employees don't know how to take it.
Low or high self-esteem of employees.

• Personnel assessment, assessment

Keywords:

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So, briefly about tasks of personnel assessment in the organization:

• obtaining information for making managerial decisions;
• stimulating employees and "keeping in good shape";
• planning and development of training programs;
• cost reduction or cost justification.

Personnel assessment criteria

Based on the tasks, it is possible to formulate the main qualitative criteria for assessing personnel in the company:

• focus on achieving the Company's Strategy and goals;
• compliance with corporate culture;
• transparency of procedures and clarity of results for consumers (managers, employees).

If we talk about the criteria by which the assessment of personnel takes place, then it is customary to divide it into a competency-based approach (and different kinds performance appraisals. And it correlates with the types of evaluation.

Types of personnel assessment

There are two main types of personnel assessment:

• performance evaluation for a certain period;
• assessment of personal and professional qualities - competence-based approach.

It is important (and true for both species) that evaluation be done regularly.

Evaluation of the results of personnel work

Evaluation of the results of personnel work is impossible without the existence of a well-functioning planning system in the company. When the goals of departments and employees are linked and digitized. When there are clear boundaries of responsibility. There should also be a system for recording the results of activities.

The best option would be to implementKPI or similar. Some companies introduce an additional or redundant feedback system. For example, gamification.

Assessment of personal qualities and skills of personnel

Assessment of personal and professional qualities occurs using different methods. And more on that later. But the most important thing in personnel assessment is the presence of clear and transparent criteria - competencies.

It is after determining the evaluation criteria that the methods of personnel evaluation are selected. For example, in the modern world, IT employees are especially in demand, so special attention is paid to their assessment and selection. However, IT employees have different roles in the company and depending on their role, functional direction, corporate culture of the organization, certain requirements are imposed on them, which can be formulated in the form of evaluation criteria or competencies. After drawing up the criteria, you can move on to assessment methods, since each method has its own scope, that is, it is intended for assessment in certain situations. You can read more about what is recommended to be assessed by IT professionals and how.

Personnel assessment methods

Our company is engaged in the assessment of personnel on competencies. The most well-known formats are described below - individual and group assessment methods. At the same time, the development of technology contributes to the emergence of new forms, for example, we are implementing.

Individual methods of personnel assessment

The most well-known individual assessment methods are:

• interview (competency interview/structured interview/in-depth interview);
• testing and personality questionnaires;
• activity monitoring;
• case methods;
• 180/360° evaluation - feedback.

Personnel Assessment Interview

The interview is probably the most commonly used evaluation method.

Almost every employee who comes to the company is interviewed. Also, in many companies, we implement or in-depth interviews (research of motivation and attitudes) to assess managers in situations where it is impossible to conduct an assessment center (status managers or a small number of employees).

In short, the interview on competencies takes place in the form of a 1.5-3 hour conversation, in which the consultant learns about the person’s previous experience using a special technology that allows you to get information about the availability necessary qualities, knowledge and skills.

A large number of mistakes made by interviewers are due to the seeming simplicity of the method - ask questions and listen. But it's not. After all, each of us wants to give the most attractive information about ourselves. Therefore, when conducting an interview, a specialist with technology is needed (for example,STAR).

Testing in personnel assessment

Testing can be called the simplest and, in some cases, the most cost-effective way to assess staff. Having its pros and cons.

Testing is most effective when examining the knowledge of employees and determining personal characteristics using standardized and proven methods. Many techniques are easy to use, are in the public domain and can be used without the involvement of providers. They do not require much time (except for interpretation) and are convenient for the possibility of remote conduction.

In some cases, we supplement the assessment center with test methods.

However, there are major limitations of the test methods:

• in some cases, low accuracy;
• the ability to transfer the key (correct answers) to other employees;
• limited description, impossibility of forecasting, etc.

Observation as a method of personnel assessment

Field accompaniment, joint visits to clients, listening to calls, monitoring the execution of the technological chain, "photo of the day" ... All these are forms of observing employees in activities to evaluate performance and behavior. And further feedback.

It is most effective to conduct observation in the presence of a checklist or other form of fixation. In this case, it is possible to provide the employee with structured feedback, compare his actions with other employees. If this method is carried out by external consultants without prior notice to the employee, then it is often called " Mystery shopper” or “test purchase”.

Group methods of personnel assessment

Group methods of personnel assessment allow you to combine approaches - individual solution of cases, simulation of meetings and negotiations, production processes and interaction with subordinates.

Group - variations on the theme of business games:

• assessment center (Assessment Center / Development Center, etc.);
• light assessment ( business game with the rating of participants);
• simulation of meetings and negotiations.

Assessment center in personnel assessment

(Assessment Center, Development Center - a lot of name options) is the most accurate way to assess competencies. According to the data we have, the validity of the classical assessment reaches 85-90%, while the next method - the competency-based interview - has only 60-70%.

The method consists of a combination role playing, individual exercises and cases developed under the competence of the company. This (together with the professionalism of the observers) explains high accuracy method.