How are the advantages and disadvantages evaluated? The main methods of personnel assessment: positive aspects and disadvantages. b) Evaluation of business qualities

The essence of the method lies in the fact that the researchers develop exercises that simulate the key moments of the activity of the person being assessed, in which his professional qualities, knowledge and professional skills are manifested. important qualities. The degree of manifestation of these qualities is assessed by experienced appraisers according to specially developed evaluation criteria obtained as a result of the analysis of works.

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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.

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.

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 and 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.

Certification 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. Emphasis is placed on feedback a manager with a 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.

The opinion about the employee is taken out by four parties: the head, 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 scenario plan (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 based on the results of the game;

- overall assessment of the participant of the game (integration session) - reduction of assessments. All observers express their opinion about 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, coaching can be informally timed with assessment methods, 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 corporate culture 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 companies, the first and most milestone in conducting the actual assessment of personnel.

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

- - used only in combination with other methods

Can be applied 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. Ability to rotate staff and create personnel reserve.

3. Creation of purposefully personnel development program.

4. Staff motivation.

5. Building a 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 assessment 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 top management detailed plan actions to create and implement the system, and a budget, if necessary.

3) Selection of assessment methods and development of the first version of the system.

a) development of a system of corporate competencies.

b) the organizational structure of the company and linear subordination are specified to clarify the cascade of the hierarchy.

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, and 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 job 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.

Send your good work in the knowledge base is simple. Use the form below

Students, graduate students, young scientists who use the knowledge base in their studies and work will be very grateful to you.

Ministry of Education and Science of Ukraine

Prydniprovska State Academy of Civil Engineering and Architecture

Department of Management, Marketing and Project Management

ToCONTROLWORK

On personnel management, on the topic:

"Advantages and disadvantages of personnel assessment methods"

Completed by: student of group 883

Zemlyanaya I.A.

Checked by: Shapa N.N.

Dnepropetrovsk 2009

Introduction

Organizations exist to achieve their goals. The degree of implementation of these goals shows how effectively the organization operates, i.e. how effectively organizational resources are being used. The profit indicator allows you to evaluate the effectiveness of the organization as a whole, which consists of the efficiency of using all organizational resources, including each employee. It is natural that employees perform their tasks differently. production duties- in any organization or division there are leaders, outsiders and middle peasants. However, in order to make this distinction, it is necessary to have single system evaluating the effectiveness of each employee's fulfillment of their official functions. Such a system improves the efficiency of human resource management of the organization through:

* positive impact on employee motivation. Feedback has a beneficial effect on the motivation of employees, allows them to adjust their behavior in the workplace, and achieve increased productivity.

* planning vocational training. Personnel assessment makes it possible to identify gaps in the competencies of each employee and provide for measures to eliminate them.

* professional development and career planning. Evaluation of employees reveals their weak and strong professional qualities, which allows you to carefully prepare individual plans development and effective career planning.

* making decisions about remuneration, promotion, dismissal. Regular and systematic evaluation of employees provides the management of the organization with the information necessary to make informed decisions about salary increases (rewarding the best employees has a motivating effect on them and their colleagues), promotion or dismissal. Upon dismissal, the presence of documented data on the systematic unsatisfactory performance of the dismissed employee of his duties greatly facilitates the position of the organization in the event of a lawsuit.

The benefits mentioned above do not automatically come to the organization at the time of the implementation of the assessment system. They are implemented when a number of additional conditions are met.

* Firstly, the evaluation system and, most importantly, the actual evaluation of the work of employees should be as objective as possible and perceived by employees as objective. To impart objectivity to the assessment system, its criteria should be open and understandable to employees.

* Secondly, the evaluation results must be kept confidential, i.e. known only to the employee, his manager, department human resources. Publicizing the results creates tension in the organization, promotes antagonism between managers and subordinates, and distracts employees from preparing and implementing a corrective action plan.

* Acceptance by staff of the evaluation system and their active participation in the evaluation process is also a condition for its effective functioning.

It is very difficult to create an assessment system that is equally balanced in terms of accuracy, objectivity, simplicity and clarity, therefore today there are several personnel assessment systems, each of which has its own advantages and disadvantages.

Personnel assessment methods

Biographical method of personnel assessment

The biographical method is the simplest; it consists in studying the objective indicators of the employee's personality according to his documents

Personal data analysis (or biographical data analysis) suggests that a person's biography is a fairly reliable indicator of his potential to successfully perform certain production functions. Using this method, the human resources department analyzes the information contained in the questionnaires completed by the candidates, comparing the actual data with its own model. Curriculum vitae is obtained through two main methods: standard forms of questionnaires and biographical questionnaires. The main difference between these two methods is the amount and types of information obtained. The standard forms of questionnaires require a rather limited amount of information, such as age, marital status and previous jobs. The result of the biographical method is the logical conclusion of the one who performed the assessment.

Advantages of this method are:

Comprehensive and quickly learn personality;

Predict the results of its activities;

Using this method, you can find out about the level of professionalism

disadvantages of this method are:

Gives incomplete information about the level of development of personality - business qualities employee;

This kind of information tends to become outdated;

Some data of the biographical method can be subjective (for example, characteristics)

Interview

An interview is a conversation on a pre-compiled or production form to obtain data about an employee. During the interview, the goal is clear: to determine the degree of compliance of the candidate with the portrait of an ideal employee, his ability to fulfill the requirements job description, the potential for professional growth and development, the ability to adapt to the organization, getting to know the candidate's expectations regarding the organization, working conditions, remuneration, etc.

The result of the interview is a logical conclusion.

Advantages this method of personnel assessment:

Allows you to learn new information about the employee;

Allows you to learn about the knowledge of the work, about communication, about the speed of solving the problem.

Flaws given method:

Non-objective data about a person is provided;

Has a formal character.

Questionnaire

Questioning is a survey using a special questionnaire for self-assessment of personality traits and their analysis. For this method, a questionnaire is developed that the employee fills out. The questionnaire may contain questions that require a one-word answer (yes or no) and questions that require a personal response from the employee. Questions of the questionnaire can concern, as well as business qualities, personal qualities, business and professional.

The result of the survey is a completed questionnaire.

Advantages given method:

Determining the degree of manifestation of certain qualities among employees;

Presence in the questionnaire open question allows you to get the opinion of each employee;

The ability to assess the current state of the employee

Flaws given method:

High costs;

There is a frequent need to attract outside help;

Conventional and limited tests that do not give a complete picture of the employee.

Ranging

Ranking is a method of personnel assessment, with the help of which the comparison of employees among themselves and the location according to the selected criterion in descending (ascending) order of ranks; determination of the degree of manifestation of certain qualities among employees by putting down on a certain scale and summing up expert assessments. The result is ranking a ranked list of employees. There are several options - ranking, pairwise comparison. When ranking, first the employees whose performance is the best and the worst are entered into the list, then two employees are selected in the same way from the remaining ones, etc. According to the method of paired comparisons, the performance of each employee is compared in turn with the performance of the others. If the employee's activity is better than the activity of the one with whom they are compared, he receives "1", if worse - "O". Next, the total score of each employee is calculated.

Advantages given method:

The best way to determine the promotion of the best employees;

Allows you to track the activities of an employee and compare it in the past and in the future;

Flaws given method:

Limited number of comparable subjects;

subjective comparison.

Score

A scoring is the determination of a set of evaluation indicators (quality, complexity, labor productivity) and their comparison with the previous period or standards using weighting factors. For each employee, by a certain method, the coefficient of a professionally qualified level is calculated, business qualities, an assessment of the complexity of the functions performed, labor productivity and, ultimately, a comprehensive assessment are evaluated. The main idea of this method is to quantify, with the help of points, the most important characteristics of both the employee himself and the robots that he performs. The result of the scoring method is a table with the scores of each employee.

Advantages given method:

Using this method, the totality of all important coefficients, indicators, estimates is taken into account;

Allows you to quickly assess the employee and conduct comparative analysis performance of functions;

Allows you to see the strengths and weak sides employee.

Flaws given method:

Subjectivity of coefficients of importance;

Such an indicator as labor productivity is the most dynamic, and usually changes on a monthly basis, but in general it can affect a comprehensive assessment.

Observation

Observation of the assessed employee in an informal setting (on vacation at home) and in a working environment using the methods of momentary observations and photographs of the working day. The employee is studied from the outside, without interference in his activities. The result of this method is an observation report.

Advantages given method:

Allows you to see the speed of decision-making;

You can see the attitude of the employee to the team and work in general;

Allows you to evaluate his personal qualities.

Flaws given method:

Subjective opinion of the observer;

Does not provide an opportunity to assess the professional qualification level;

Requires a lot of time.

Exam

An exam is a control of professional knowledge and skills, which provides for preliminary preparation of the person being assessed in a certain discipline (range of problems) and a presentation before the examination committee. The exam is one of the traditional forms of testing professional knowledge. It can be written or oral. The result of the exam is an examination sheet with grades.

Advantages given method:

Control over professional knowledge;

Testing skills in practice

Thanks to the speech before the examination committee, you can learn about the sociability of the employee.

Flaws given method:

Fear of possible negative consequences;

The exam is conducted only for a certain range of tasks or functions;

Lack of opportunity to learn about personal qualities.

Expert review

Expert assessment - the formation of a group of experts, the definition of a set of qualities and the receipt of expert assessments of an ideal or real employee. For this method of personnel assessment, a group of experts is formed or invited to evaluate the personnel. The result of the peer review is a workplace model.

Advantages given method:

Objective opinion of experts;

Analysis of all qualities of an employee;

Creating a model of the "ideal" employee to strive for.

Flaws given method:

High costs for attracting experts;

If the expert group is created from the employees of the enterprise, then either a biased attitude towards the person being tested is possible, or vice versa.

self-report

Self-report is a written report or oral presentation of a manager or specialist to the work team with an analysis of the implementation of the work plan and personal obligations. For self-report, an employee needs to list his abilities or competence, knowledge, skills, level professional qualities etc. The result of this method is a written report of the employee, or structural unit generally.

Advantages given method:

Employees are encouraged to give a direct assessment of their ability or competence;

In this type of report, the employee can indicate those qualities that were not previously noticed by the rest.

Flaws given method:

Employees often overestimate their capabilities;

It does not provide an opportunity to learn about the personal qualities of the employee.

Certification

Certification is a comprehensive method of personnel assessment that uses other methods (interviews, questionnaires, observation, testing, expert assessments) to determine the compliance of the employee with the position held by the certification commission and subsequent analysis of the answers to determine the potential of the person. That is, certification is a set of methods for assessing personnel. The main purpose of the appraisal is to help the manager and the subordinate reach mutual understanding and the greatest possible cooperation. The results of certification are used to make a decision on the professional and qualification advancement of an employee; to enroll them in the reserve for managerial positions; for vocational training; for dismissal. The result of the attestation is the questionnaire "Attestation", the protocol of the attestation commission, the order of the director.

Advantages given method:

Shows to higher managers the capabilities of the person being assessed and managerial abilities;

Can be used to plan a career or adjust the performance of the person being assessed.

Flaws given method:

The need for simultaneous evaluation of the results of the work of the structural unit and the personal results of the head;

Difficulty in determining the contribution of each employee.

Conclusion

The problem of assessing and attesting the personnel of an organization exists in absolutely any organization, regardless of its size, field of activity and other criteria. This is what explains the constant relevance of this issue.

Do not forget the simple truth - the main potential of the enterprise lies in the personnel. What great ideas the latest technology, the most favorable external conditions did not exist, it is impossible to achieve high activity without well-trained personnel. It is the people who do the work, provide the ideas, and allow the enterprise to exist.

Without people there can be no organization, without qualified personnel no organization can achieve its goals. Personnel management is associated with people and their relationships within the enterprise (organization). It applies not only to the areas material production but also to all types of employment.

Therefore, in order to effective work organization as a whole, when evaluating or attesting personnel, the head of the organization is obliged to make reasonable and legal decisions and understand that there is nothing worse than ill-conceived management decision. Unfortunately, unlike financial or equipment-related activities, where there is an opportunity to correct a mistake or there is a chance to start over clean slate, human-related actions are irreversible. It takes much more effort and money to overcome errors that personnel are involved in than to prevent them. But even if the mistakes can be corrected, the memory will remain forever.

Thus, when deciding on the assessment or certification of personnel, it is necessary to adhere to the principle of "do no harm".

The biggest harm in the evaluation of personnel causes its absence. Inaction is no less dangerous than ill-conceived action. Each leader must remember that the evaluation of the activities of a subordinate is an obligatory component of his managerial activities.

Only the improvement of the practice of selection and placement of personnel, stimulation of their work, promotion of employees, improvement of their qualifications will help to carry out the activities of the organization effectively.

Evaluation and certification of personnel is a procedure carried out in order to identify the degree of compliance of the personal qualities of the employee, the quantitative and qualitative results of his activities with certain requirements.

The assessed (certified) must meet the requirements for him official duties, the content and nature of labor, as well as the requirements due to the efficient organization of production, the use of the most rational methods of work, technical means etc.

Evaluation or certification are not only the potential capabilities of the employee, his professional competence, but also the implementation of these capabilities in the course of performing assigned duties, the compliance of the process of performing this work with a certain ideal model, specific production conditions, and the results of labor - with regulatory requirements, planned indicators, set goals .

Evaluation and certification should concern all categories of workers, although its significance for individual categories is far from being the same.

The assessment allows you to:

Ø Establish a constructive working relationship with the subordinate;

Ø Inform the subordinate about your expectations;

Ш Inform the subordinate about how his performance is evaluated;

Ø Make adjustments if the activity is not satisfactory;

Ш Find out the reasons for unsatisfactory work;

Ø To note the merits and achievements;

Ш Motivate the subordinate;

Ø Outline a plan for the development of a subordinate and his career prospects;

Ш Learn the work of a subordinate "from the inside";

Ш Find ways to improve the efficiency of work in general;

Ш Timely prevent the development of conflict situations;

Ш Get feedback and better understand the situation in the team;

Ш Draw up development plans taking into account available human resources;

Ш Correct their own behavior and more.

For a subordinate, receiving an assessment from the head gives the opportunity to:

Ш Feel like a full member of the team;

Ш Timely correct their shortcomings;

Ш Believe in your own strength;

Ш Have a serious talk with the manager;

SH To be imbued with respect for the leader.

When evaluating staff, it is very important to remember a few rules:

Ш it must take place;

Ш it should be regular (at least once a year, at the end of the probationary period, preferably - at the end of the project or certain work);

• it should be job-oriented, i.e., touch on the key criteria for this position;

Ø Giving an assessment to an employee, it is necessary to focus it on further development;

The dismissed employee also needs to be assessed and explain the reason for the dismissal.

Certification is a more complex process than evaluation, because it involves a certain formalization, the involvement of a larger number of participants, mandatory supervision by management and the personnel management service, and conclusions based on the results of certification. In addition, certification almost always causes fear and negative emotions of the staff.

When conducting certification, it is necessary to take into account in addition to the above rules a few more rules.

3. Attestation information must be prepared in a non-threatening manner.

Ш Management must clearly understand why certification is carried out, be able to explain this to other participants in the process. This is not a formal procedure that just needs to be followed, this is not a whim.

Ш A plan must be drawn up for certification. The procedure should be limited in time, start and end at the agreed time, so that its meaning is not lost.

Ш Attestation should involve a plan of action upon its completion, only then will the employees be convinced that attestation is a useful and reasonable procedure.

Ш Do not be afraid of the negative reaction of the team to certification, especially if it has not been held in the organization before. It's always like this with innovation.

Ø Once a decision is made, it cannot be abandoned.

Based on the foregoing, we can make a reasonable conclusion that the assessment or certification of employees of any organization is a necessary and important element in personnel management, and hence the organization as a whole.

This is not only a test for the leader on professional suitability of his employee, it is also the provision of feedback, that is, the employee directly from the head knows how and by what criteria the results of his activities are evaluated, his desire for high-quality performance of his work by the management. And you will agree that this is an important factor for an objective assessment of oneself as a person in all the variety of its manifestations.

Practical part

Table 1

population production staff =

T*(time to execute a production program,hour)

Working Time Fund

T p / n \u003d? (Ni * Ti + H) * Kv ,

where Ni - Labor intensity of the i-th product, hour; Ti- Manufacturing program for the i-th product, pieces; H - Time to change the balance of work in progress, hour; Кв - the coefficient of fulfillment of time norms, Кв= Planned % of the norms fulfillment, %/100.

Tpp type of work A \u003d (0.6 * 6000 + 160) + (0.7 * 1200 + 170) + (0.08 * 6100 + 180) / 1.07 \u003d 3760 + 1010 + 668 \u003d 5438

Tpp type of work B \u003d (0.07 * 6000 + 160) + (0.08 * 5900 + 170) + (0.09 * 6100 + 180) / 1.02 \u003d 580 + 642 + 729 \u003d 1951

NPP \u003d 5438 / 432.5 \u003d 12.5 \u003d 13 people

NPP \u003d 1951 / 432.5 \u003d 4.5 \u003d 5 people

Answer: for type of work A, 13 people of production staff are needed; for job type B, 5 people of production staff are needed.

Task #2

Calculation administratively - management personnel, by the Rosencrantz method.

table 2

Annual fund of time of one employee (according to the contract) - 1920 hours.

Coefficient taking into account the time spent on additional work 1.3.

The coefficient taking into account the time spent on the employee's rest is -1.12.

Chp = ?(mi* ti/ T)*Knrv,

where n is the number of types of administrative and managerial work; mi - the average number of actions within the i-th type of work in the specified period; ti is the time required to perform one action within the i-th type of administrative and managerial work; T - working time one employee; Кнрв - the coefficient of the necessary distribution of time.

Np \u003d ((800 * 1.6 + 2600 * 1.1 + 1300 * 3.6) / 1920) * 1.8 * 1.1 * 1.08 \u003d \u003d (1280 + 2860 + 4680 / 1920) * 1 .2 * 1.1 * 2.08 \u003d 4.6 * 1.2 * 1.1 * 2.08 \u003d 12.6 \u003d 13 people

Answer: 13 administrative and management personnel are needed.

To determine the scores of a professionally qualified level, business qualities, complexity of functions and achieved results of work for two employees - radio equipment controllers Petrenko A.P. and Savchuk V.M.

a) Evaluation of the professionally qualified level:

Petrenko A.P.. It has:

Education - vocational school (0.15);

Work experience in the specialty - 5 years (0.05)

Completed mid-term courses (0.05)

CP \u003d (0.15 + 0.07 + 0.15) / 0.85 \u003d 0.29

Savchuk V.M.. It has:

Education - university (0.4)

Work experience in the specialty - 7 years (0.07)

Completed advanced training courses (0.15)

CP \u003d (0.4 + 0.07 + 0.15) / 0.85 \u003d 0.73

b) Evaluation of business qualities

For Petrenko A.P. the overall assessment of business qualities is equal to:

D P \u003d 0.34 * 0.17 + 0.30 * 0.15 + 0.280.14 + 0.26 * 0.13 + 0.300.15 + 0.30 * 0.15 + 0.22 * 0.11 = 0.288

For Savchuk V.M.:

D P \u003d 0.34 * 0.17 + 0.30 * 0.15 + 0.28 * 0.14 + 0.26 * 0.13 + 0.30 * 0.15 + 0.45 * 0.15 + 0.33*0.11 = 0.322

Initial data for assessing business qualities

Table 3

c) assessment of the complexity of the functions that are performed

The table shows the actual values of the features that are taken into account when assessing the complexity of the functions performed by A.P. Petrenko and V.M. Savchuk, presented in table 4

Table 4

Feature name	Petrenko A.P.	Savchuk V.M.
The nature of the work that determines the content, complexity of labor and is displayed in the tariff - qualification directory
Variety of work
Leadership (team, link)
Additional responsibility for technological process, work with self-control

The overall complexity score of the functions that are executed is:

at A.P. Petrenko

SF \u003d (0.50 * 0.50 + 0.15 * 0.15 + 0.20 * 0.20 + 0.15 * 0.15) / 8.3 \u003d 1 / 8.3 \u003d 0.04

at V.M. Savchuk

SF \u003d (1.0 * 0.50 + 0.30 * 0.15 + 0.40 * 0.20 + 0.30 * 0.15) / 8.3 \u003d 2 / 8.3 \u003d 0.08

d) Evaluation of labor productivity

Table 5

Initial data for assessing labor productivity

Evaluation of the results of the work of employees is carried out as a result of the numerical values of the characteristics.

Thus, for A.P. Petrenko, the general assessment of the results of labor is as follows:

For V.M. Savchuk

PP \u003d 1.2 * 0.4 + 1.2 * 0.4 + 0.6 * 0.2 \u003d 1.08

e) Comprehensive assessment of employees

Based on the calculations above, for each of the elements of the assessment of the value obtained (Table 6), which are data for a comprehensive assessment of the employee

Table 6

A comprehensive assessment (C.P.) will matter to A.P. Petrenko

K.P. \u003d 0.5 * 0.29 * 2 + 0.12 * 3 \u003d 0.65

For V.M. Savchuk

K.P. \u003d 0.5 * 0.73 * 2.26 + 0.24 * 3 \u003d 1.54

Answer: having calculated the complex A.P. Petrenko and V.M. Savchuk, we can conclude that V.M. Savchuk has a great comprehensive assessment. And in such indicators as a professionally qualified level, business qualities, the complexity of the functions that are performed by V.M. Savchuk has a great appreciation. The effectiveness of A.P. Petrenko and V.M. Savchuk are 3.

Task #4

As a result of the modernization of existing equipment, the labor intensity of a unit of production decreased from 0.7 standard hours to 0.64. The plan provides for the manufacture of 290 thousand units of products, the average compliance with the norms by employees is expected to be at the level of 120%, average annual fund working time per employee - 1860 hours, conversion factor attendance registered employees - 1.15. Determine possible release of workers through equipment upgrades.

In order to determine the possible release of workers due to the modernization of equipment, we use the formula:

H release of work \u003d (T release of work / average annual fund of working time per employee) * conversion factor of the attendance number of employees in accounting

But, we do not know T release of work, it is calculated by the formula

(Difference between labor intensity before modernization and after * Planned production quantity) / average performance of standards by an employee.

In this way:

T output of work \u003d (0.06 * 290000) / 1.2 \u003d 14500 hours.

H release of work \u003d (14500/1860) * 1.15 \u003d 9 people.

Answer: due to the modernization of equipment, 9 employees can be released.

Common Virtues: Social Benefits

It is impossible without learning to harmoniously combine the advantages and disadvantages of character. Successful marriages are distinguished by the compatibility of partners who have successfully accepted each other's pluses and minuses. The search for the “golden” mean, which allows you to remain yourself and evoke sympathy from others, is a life goal that appears on a subconscious level from childhood. The first step towards personal improvement can be done by adding positive qualities to your image:

Mercy and compassion allow you to support a loved one in a difficult moment, substituting a “shoulder” in a comradely way. Such qualities reflect the breadth of the soul, ready to share someone else's grief.
Sociability - the ability to find a common language even with a stranger. It is easy to build a constructive dialogue with him, because he is ready to talk animatedly about abstract things and share specialized knowledge on familiar topics.
Nobility, especially in demand in the Middle Ages, today is becoming a rare artifact that complements the personal appearance. In this quality, honesty and courage, selflessness and high moral concepts are concluded.
Loyalty is a thinning component of the image of a person, because the importance of the institution of the family in the 21st century is decreasing every second. The number of divorces that have become the logical conclusion of the breakup of couples is growing exponentially. Loyalty to a friend, parents, work, and love partner falls into a certain category of vanishing qualities.
Attentiveness to ongoing situations and imperceptible details is a useful feature that makes it easy to navigate in the fast pace of life. People do not notice banal things, missing important acquaintances and fateful events.
Far-sightedness and insight become another virtue of personal appearance, allowing a stranger to prevent the betrayal of a loved one. This quality helps to determine in time the thoughts of the interlocutor, which he does not dare to say out loud.

To achieve the desired result, supplementing the inner world with the above qualities, you need to work hard. The main principle on which training programs for self-improvement are based is the control of one's own emotions, provoking people to insane and senseless actions.

Typical disadvantages: chronic problems

Having identified common virtues, it is impossible not to mention the typical shortcomings inherent in the moral character of people in the 21st century. Only after eliminating the following qualities from your own image, you can count on a successful result, reaching a new stage in the process of personal self-development:

Selfishness and arrogance are messengers that it is difficult for the owner of such traits to avoid. Inflated self-esteem makes it difficult to build a dialogue with people, provoking the emergence of conflict situations.
Compliance and excessive responsiveness do not allow a person to say a significant “No” in time. Given the competitive environment in which residents of developed cities today have to exist, the inability to refuse is a good reason for cunning but lazy detractors.
Need for help and control.
Commercialism is the sworn "enemy" of the personal image, exposing the meager inner world of a wealthy person. Such people measure life and the environment in financial terms, asking the vital question: for happiness?

Lies are different, so it is impossible to unequivocally attribute this quality to the shortcomings of the personal appearance. If a person is forced to lie in order to save the lives of loved ones, then it is not permissible to condemn such an act. However, the lies that unfaithful husbands do not hesitate to use are the height of arrogance.
Cowardice is a sign of a weak-willed person who is unable to cope with emerging problems. It is difficult to get along with such a quality, because in the event of an emergency, unpleasant facets of personal appearance appear.
Cynicism is a quality that frightens others and represents the inner world of a person in a negative light. Such people can calmly talk about the consequences of a terrorist attack or calculate personal gain in a deal that involves the bankruptcy of a friend.
Groundless jealousy is also deservedly one of the common shortcomings of people. Families fall apart due to reckless inspections and loss of trust.

In the first stages of self-development, try to succumb to emotional impulses less, subjecting your own thoughts to careful analysis. Do not be afraid to listen to, but remember the advisability of an objective assessment of the upcoming act. After a short period of time, certain “barriers” will develop at a subconscious level that will not allow shortcomings to break out without your permission. Only after reaching such a stage can the procedure for improving the personal appearance be considered a successful “event”.

If you do not learn to accept your shortcomings and appreciate the virtues, then there is a risk of occurrence. A person who is not ready for who he is is doomed to mental imbalance and mental instability. Taking this fact for granted, it is easier to take the path of correction, improving and transforming your own minuses into pluses.

March 3, 2014, 14:56

) Differential method.

The differential method for determining the influence of various factors on the resulting indicator is based on the method of finding the total differential of a function of many variables.

The derivative of a function is the limit of the ratio of the change in the function to the change in the argument, provided that the change in the argument tends to zero.

The differentiation of a function is the linear part of the variation of the function.

The accuracy of the differential method essentially depends on the magnitude of the change in the influencing factors. The smaller the increment of factors, the higher the accuracy of assessing the influence of these factors on the resulting indicator (this fact is explained by the fact that the differential and the increment of the function have a common limit when the increment of the argument tends to zero).

The differential method allows you to find the degree and nature of the influence of each factor by the known dependence of the resulting indicator on the full set of influencing factors.

) Way chain substitutions.

The method of chain substitutions consists in determining a number of intermediate values of the generalizing indicator by successively replacing the basic values of the factors with the reporting ones. This method is based on elimination.

To eliminate means to eliminate, exclude the influence of all factors on the value of the effective indicator, except for one. At the same time, based on the fact that all factors change independently of each other, i.e. first one factor changes, and all the others remain unchanged. then two change while the rest remain unchanged, and so on.

Advantages of this method: versatility of application, ease of calculation.

The disadvantage of the method is that, depending on the chosen order of factor replacement, the results of the factor expansion have different values. This is due to the fact that as a result of applying this method, a certain indecomposable residue is formed, which is added to the magnitude of the influence of the last factor. In practice, the accuracy of assessing factors is neglected, highlighting the relative importance of the influence of one or another factor. However, there are certain rules that determine the sequence of substitution:

- if there are quantitative and qualitative indicators in the factor model, the change in quantitative factors is considered first of all;

- if the model is represented by several quantitative and qualitative indicators, the substitution sequence is determined by logical analysis.

) Method of absolute differences.

The method of absolute differences follows from the method of chain substitutions, except that in this method, at each step, when calculating the intermediate change in the resulting indicator, only in the current factor, the base value is replaced by the actual value, and in other factors, the values remain equal to the base ones.

The disadvantages of this method are the same as the chain substitution method.

) Method of relative differences.

This method is a variation of the absolute difference method. It also applies to multiplicative and mixed (combined) models. Its main difference about the method of absolute differences is that the initial data on the change in actual indicators are given as a percentage of growth.

The disadvantages of this method are the same as those of this entire class, and the main one is the change in the result depending on the change in the order of consideration of the factors. And the reason for this shortcoming lies in the fact that the derivative of the function (the degree of impact on the resulting indicator) is equal to the ratio of differentials only in the limit when the differential is an infinitesimal value.

Monitoring the financial condition of Neo Style LLC and developing recommendations for its improvement
The relevance of the final qualification work on the topic of monitoring as a tool for improvement financial condition organization (on the example of Neo Style LLC) is due to the fact that under the conditions market economy the interest of participants in economic relations has increased significantly...

How are the advantages and disadvantages evaluated? The main methods of personnel assessment: positive aspects and disadvantages. b) Evaluation of business qualities

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