Who conducts staff appraisals in an organization. Methods for assessing the work of personnel. Stages of periodic personnel assessment

Introduction

Evaluation begins with the recruitment of a person. At present, it is not uncommon for a person to be hired, guided solely by intuition, the advice of acquaintances, directions from the employment and employment bureau, and the external data of the applicant. The lack of proven recruitment methods leads to the fact that some firms for a long time cannot find suitable candidates for the occupation of one or another vacant position for fear of hiring the wrong person.

For the correct selection of a candidate for a job, it is first necessary to establish a circle functional duties that the future employee will have to carry out when taking up the position, as well as to determine what qualities, knowledge and skills the applicant for the specified job must have in order to successfully perform it. Only after this should a competition be appointed to fill a vacant position. The result of the selection will be positive if the administration of the enterprise has correctly built a model of the future employee, and competently conducted a study of all candidates for this position, choosing the most worthy.

Responsibility for the selection of employees falls entirely on the shoulders of employees of personnel departments, or personnel managers. The process of studying and enrolling employees is quite complicated, due to the fact that it is one of the components of management activities. At this stage, it is especially important to fully and correctly determine and explain to the applicant the essence of his future work, otherwise there is a possibility that conversations with candidates for a vacancy will be just conversations with no visible results.

As a result of this, we can conclude that for the correct and fruitful selection of personnel, an expert assessment is necessary, which is formed as a result of the application of various theoretical methods of study and analysis used in management activities. However, their use is advisable not only at the stage of personnel formation, but also already in a well-formed and efficient team to evaluate the activities of each of its employees, which is necessary for the correct management of the enterprise's personnel policy.

Types of personnel assessments

At a modern enterprise, the assessment of personnel performance is carried out in two directions:

• accounting for the results of labor (direct assessment);
• analysis of the business and personal qualities of the employee that affect these results (indirect assessment).

Direct types of assessments require that the manager and subordinate together determine agreed upon specific goals, which will subsequently be used as a standard for future evaluations.

Indirect assessments are traditional, they are focused on such traits of an employee's character as initiative, ability to work well with a team, reliability, attitude towards people, i.e. the personal qualities of the employee are considered in comparison with the duties assigned to him.

Let us consider direct and indirect performance evaluations in more detail.

A direct type of personnel performance evaluation can be provided as a system for evaluating the results of work and management by goals. The procedure for evaluating the performance of personnel is rather complicated and in many respects resembles the procedure for conducting qualitative assessment works. The difference lies in the fact that in the second case, the work itself is taken as the basis for evaluation, and in the first case, its performance and the business qualities of the staff. By evaluating the results of work, it is determined how effectively the employee performs his work in comparison with the ultimate goals of the organization (this procedure is applicable only to permanent (full-time) employees).

For performance appraisal to be effective, it must:

• establish "standards" of labor productivity for each workplace;
• establish a procedure for evaluating labor productivity (when, how often and who evaluates, criteria and methods of evaluation);
• encourage assessors to collect information on employee performance;
• discuss the results of the assessment with the employee;
• make a decision and document the assessment.

Accounting for the results of labor in one form or another is practiced in relation to almost all personnel, since it is the basis of remuneration. For workers and part of employees, the results of labor are expressed in the establishment of clear and precise target indicators, which the employee must reach after a certain period of time. For those categories of personnel whose work cannot be strictly regulated, the main criteria for the effectiveness of their work can be:

• labor productivity;
• alignment with predetermined goals certain period.

Performance in this context refers to the quantitative and qualitative results of the work of personnel for a certain period.

Works of a certain type and quality can be measured in terms of the number of services provided per unit of time. The commensurability of various types of labor results and their quality can be ensured by comparison with the standard.

The result of labor in principle depends on the productivity of the worker, the productivity of the factors used and working conditions.

The objective factors of productivity include means of labor (machines), auxiliary and production materials, methods and organization of production, organization of the workplace and working conditions, time and structure of labor.

Subjective performance factors can be rooted in the employee himself (ability and desire for productivity) or in social structure enterprises (relationships between superiors and subordinates, industrial climate, climate groups). Productivity is determined by abilities (body type, giftedness, education, experience) and productive capabilities at a given time (health, fatigue, biorhythm). The desire for productivity constantly depends on the subjective assessment of the incentives for activity (satisfaction from work), and factors of remuneration, development opportunities, participation in decision-making, working conditions, safety, etc. play an important role.

For a simple evaluation of performance, performance indicators can be used (for example, for piecework). In case of a differentiated assessment of an employee's Performance, the assessment should include, first of all, his performance (the quantity and quality of the results of labor or the achievement of the goal of the Work, achievements as a person), his behavior when performing work (in relation to the staff of the enterprise and outsiders, compliance with instructions and instructions , reliability, handling of objects) and its suitability for use in work (independence, flexibility). Individual criteria can be assessed using a weighted scoring scale.

The criteria by which the participation of employees in the result can be measured are:

• work performed by the employee (hours, quantity of production, quality);
• social status and affiliation of the employee to the enterprise;
• participation in value creation;
• position with orders;
• turnover development;
• the result of the enterprise;
• profit distribution.

The criteria can be relatively objectively determined by the organization's accounting system (for example, the annual balance sheet).

Management by Objectives (MBM) is a well-known management process that relies on the achievement of set goals for the enterprise as a whole, for each department, for each manager within each department, and for each employee. The UOC is not a measure of the performance of employees, it is a measure of the contribution of each employee to the success of the organization.

Management by goals - a system of planning and control. Evaluation of personnel performance in achieving goals is effective only if individual and organizational goals are compatible and integrated into a single system, which involves the creation of a mechanism for the interaction of a formal corporate planning process with a system of individual responsibility and incentives for employees.

Assessment by objectives consists of the following steps:

1. Definition of several main duties (functions) of the employee.
2. Specification of each of these functions in certain economic indicators (profit, costs, volume, timing, quality, etc.).
3. Establishment of units of measurement (percentages, days, tenge) and a system of indicators reflecting the results of activities (reduction of terms, reduction of marriage, profit growth as a percentage of the previous year - for managers, etc.)
4. Setting minimum and maximum “performance standards” for each indicator.
5. Correlation of the maximum and minimum performance results with accepted standards(above the maximum, at its level, below the minimum) and the derivation of the estimated score.
6. The average score for all indicators.

Since the position of an employee in the enterprise is determined by his workplace or position, his contribution to the activities of the hotel should be based on how well he copes with his duties.

Analysis job requirements and the content of work in the workplace is fundamental to goal setting. It should be done in this order:

1. Consider the need or feasibility of one or another type of labor activity and its contribution to the performance of the unit (or organization).
2. Identify the key aspects of this activity on which the success of achieving the final goals depends, and rank them in order of priority. If the goals of the activity are diverse and numerous, they should be ranked in such a way that it is clear to the employee what requires priority efforts and special attention.
3. Justify the norms of labor behavior that reflect the desired result. It must be acceptable to the organization, i.e. meet its performance requirements official duties in certain jobs.
4. Choose a system of units of measurement for assessing employees. (It is necessary to develop indicators that allow to quantify even those aspects of the activity or qualities of employees that are difficult to measure).
5. Determine what is required to improve the work and the way it is done, and how this can be achieved by the employee over a certain period.

Analysis of the activities of employees, based on the quality of performance of functional duties, allows you to establish the reasons or "bottlenecks" that caused the failure to fulfill the planned goals. However, the possibility is justified. To distribute responsibility between managers and subordinates appears in the event that, despite the effective work of the performers, the general tasks of the organization are not fulfilled.

To control the progress of achieving goals, it is necessary to focus on the standards. As a normative, such a level of performance of duties is taken that is considered an acceptable stalemate or other workplace as agreed between managers and subordinates. Relative to the normative actual results, differentiation can be assessed in the form of the level of achievement of goals.

When forming standards, you can be guided by the following general settings for:

• analysis of performance results for a number of previous periods;
• assessment of the feasibility of the proposed standards;
• determination of the difference in the levels of labor activity in the form of a deviation from the standards on one side or the other;
• assessment of the impact of the content of functional duties on the standards and the elimination of unnecessary, unproductive elements of work or ways of doing it.

The content and structure of the requirements for employees in the workplace affect the standards of labor activity. Fixing the wrong methods of performing work as normative can lead to a distortion of the expected results, therefore, the analysis of the content of the functions performed should precede the rationing of labor operations. The participation of employees in the development of proposals for improving the functions performed, their simplification, combination or separation is an indispensable condition for improving work efficiency.

At present, performance appraisal is turning into one of the main tools for the formation and development of the workforce. Deep knowledge in this area is one of the main components of the leadership style of the modern manager. Speaking about the assessment methodology, HR specialists emphasize the importance of the so-called feedback, i.e. bringing its results to the workers themselves, so that they can compare their successes with the results of others. Publicity is one of the most important conditions for increasing the effectiveness of any evaluation systems. Performance appraisal requires managers to collect information about how effectively each employee performs delegated responsibilities. By communicating this information to his subordinates, the manager gives them the opportunity to correct their behavior if it does not correspond to the accepted one. At the same time, performance evaluation allows management to identify the most outstanding employees and really raise the level of their achievements, transferring them to more attractive positions.

In addition to the direct manager and the personnel service, the assessed themselves and their colleagues are increasingly involved in the assessment. Self-assessment must necessarily be taken into account, since the information reported by employees not only gives a more accurate picture, but also significantly improves internal industrial relations. In addition, individual self-esteem contributes to the development of the employee.

To achieve maximum accuracy in assessing the results of labor activity, it is desirable that the interview be two-way.

And finally, the manager should try to perceive the work of subordinates as objectively as possible.

When, for example, a manager is asked to evaluate his subordinates according to some properties of their character (reliability, relationships with people, etc.), then the “halo” effect appears in the ratings, i.e. some person receives the same marks for all character traits, although some of his features are more pronounced, and some are not.

It is now recognized that performance appraisal is a necessary, but clearly insufficient, condition for making personnel decisions. The assessment of business and personal qualities revealed in the labor process itself has acquired no less importance. This type of assessment characterizes the worker's activities according to criteria that correspond to the ideal ideas about the performance of their duties and the necessary qualities to achieve maximum labor productivity. These qualities include, first of all, professional skills, as well as psychological abilities.

Assessment of business and personal qualities for all categories (from skilled workers to managers) can be carried out on the following factors:

• knowledge of the work, whether the employee has a clear understanding of the content of the work and its goals;
• the need for control over his actions by the boss (how diligent he is when performing tasks, whether he observes labor discipline - lunch time, breaks, etc.);
• style of work (does he always make thoughtful decisions, is he prone to introspection, is he able to bring things to the end);
• initiative (does he have a desire to take on additional responsibility, how he perceives new tasks, is he ready to take risks);
• propensity to cooperate (does he show willingness and ability to work together with colleagues and subordinates, is he able to maintain a favorable psychological mood in the team).

Each factor is evaluated on a 5-point scale. Moreover, the manager is required to confirm the assessment - to disclose in writing specific actions of the Employee, attitude to the performance of duties in a given situation, as well as indicate the specific results of the employee's activities that would confirm the assessment.

Evaluation of business and personal qualities is practically not applied to low-skilled workers and a number of office workers, i.e. those categories that can be easily replaced in the labor market. In other words, the "quality score" is directly related to the duration of the worker's employment.

Personnel assessment methods

An assessment of the business and personal qualities of an employee can be carried out using rating methods focused on comparing the behavior and labor achievements of employees with each other (relative rating system) or on comparing the performance of each with the standard (absolute rating system). Other rating methods are focused on assessing the performance of employees (result-oriented systems).

The simplest type of absolute rating system is the narrative essay, in which the rater describes the strengths and weak sides, the employee's potential and gives suggestions for improvement. This approach involves a direct application from the appraiser, whose knowledge of the employee's performance is well established.

If essays are well prepared, they contain detailed feedback with subordinates regarding their performance. On the other hand, comparison between people, groups or departments is next to impossible, as different essays deal with different aspects of each worker's performance. This makes it difficult to use this information for personnel decisions, as subordinates are not compared objectively. Methods that compare employees to each other require only one thing: that the evaluator consider all employees - from the highest to the lowest, from the best to the worst. An alternative classification requires the appraiser to first list all employees on a piece of paper. From this sheet he chooses the best worker, then the worst worker, then the second best, then the second worst, and so on, moving from top to bottom in the list until all workers are classified.

The ultimate method of comparing workers to each other is "strength" distribution. As the name suggests, the overall distribution of ratings is forced by force from normal to the assumption that a relatively small group of workers are truly outstanding, a relatively small part are unsatisfactory, and everyone else is in between.

This approach is used when many workers need to be evaluated. One of the most popular rating methods is the behavioral checklist. The evaluator collects information that describes work-related behavior. Its task is simply to "verify" this information. With this approach, appraisers do not so much give an assessment as describe: labor behavior. Descriptive ratings seem to be more acceptable than evaluative ratings (good vs bad). In this method, the declarative statement is scored in categories such as "always", "very often", "fairly often", "sometimes" and "never". Each category is "weighted", for example, from 5 ("always") to 1 ("never") if the statement describes the desired behavior. In general, the numerical ratings (or scores) for each worker give a total, which is then checked against each item.

A special type of behavioral checklist is known as a force choice system. This technology was developed specifically to reduce the leniency of assessors and to provide an objective assessment of standards for comparing individuals. To do this, the items on the checklist are arranged in groups, from which the evaluators select statements that best or least describe each employee. The overall rating for each worker is obtained using a special score key to the grader's description.

The forceful choice method is little used (and may even have a negative effect) in assessment interviews, for assessors who do not know the level of performance. Critical case methods can be used to overcome these difficulties.

Critical cases are short reports on the effectiveness of the work performed. They focus on the big picture, not the details.

Critical cases are also attractive in evaluation interviews because supervisors may target current work behavior more than vague underlining.

Like other rating methods, critical cases have their drawbacks. First, evaluators may decide that recording incidents from subordinates on a daily or even weekly basis is too burdensome. Second, appraisers set the standards by which subordinates are judged; however, motivation will be higher if subordinates can participate in setting the standards by which they will be judged. And the third - the narrative form does not allow to compare the worker and the organization. Graphical rating scales can be used to overcome these problems.

Graphic rating scales can be as deep as essays or critical cases, and results can be accurately quantified, and because the scales are standardized, comparisons can be made between workers. Graphical rating scales are often criticized, but when compared to the more falsified "power" choice scales, the graphical rating scale convinces with its validity and is more acceptable to raters.

unsatisfactory

conditional

Satisfactory

outstanding

Presence

Appearance

Addiction

Quality of work

Number of work

Relationship with people

Job Knowledge

Today, four main methods of comprehensive assessment of work performance are used: scoring, systems for comparing the characteristics of workers,

The last two methods are the most widely used.

Scoring methods for evaluating work performance involve comparing work performance indicators and business characteristics of employees with predetermined standards. For this purpose, the assessment factors and the number of degrees of each factor, as well as their assessment in points, are carefully selected. Two large varieties of scoring systems are used - graphic scales and multi-degree scales. Both varieties are characterized by the use of rating scales as a means of technical calculations. If, with the graphical scale method, the number of degrees is predetermined (as a rule, 4-5 in the form of numbers - quantitative scales, in the form of alphabetic letters - alphabetic scales, in the form of percentages - percentage or in descriptive form - bad, satisfactory, normal, good and excellent , then with the method of multi-degree scales, the number of degrees is differentiated and is not defined in the diagram.

The control sheet method is used independently and in combination with the methods of graphical scales. With this method, detailed questions are recorded in special checklists about various factors in assessing the performance of work and the business qualities of employees, to which the person giving the assessment must give answers and conclusions.

The purpose of such checklists is not only to find out in which merit bonus group a particular job or employee should be assigned, but also to determine the strengths and weaknesses of the employee in order to achieve greater efficiency of his work.

The nature of the work performed can vary significantly compared to the same innovative structures. Therefore, completely new qualities (for example, innovation, enterprise, etc.) will be needed, the presence of which can only be assumed. As a result, a well-proven employee will be unsuitable for new job. At the same time, the best way to identify the potential of an employee is to observe (and evaluate) him in a new production environment, in a new place. This refers to a probationary period, the rotation of young personnel across departments of the company, temporary replacement, which allows developing abilities for specific types of work. For the same purposes, a short-term involvement of young workers in the work of the target innovation group is practiced. For managers at various levels, it is extremely useful temporary job at small enterprises located in the "zone of interests" of the company, where the ability to make independent decisions in critical situations increases dramatically. True, there is a danger that necessary qualities won't be able to show up. The same lower target structures as quality circles make it possible to identify the potential of an employee without changing labor functions, since innovative activity is carried out in parallel with the main one.

The main requirement for any appraiser is the ability to monitor the performance of the work within a certain period (for example, 6 months). The following categories of personnel can act as possible evaluators:

1. The immediate supervisor, who is more familiar with individual performance and has a better opportunity to evaluate the current performance of the work of the staff. In addition, it can best link individual performance to organizational goals. Since he is also responsible for rewarding (reprimanding), it seems only logical to make the line manager responsible for evaluating performance as well.

2. Equal in position (colleagues). In certain types of work, such as outside sales, legal activity and training, the manager rarely can observe the specific activity of the employee. Sometimes obvious metrics, such as the number of items sold, can provide useful information for evaluating performance, but in other circumstances peers' opinions are even better. Colleagues may hold performance perspectives that distinguish them from direct supervisors.

3. Subordinates. Evaluation by subordinates can be used in the development of the immediate supervisor. Subordinates know the amount of authority they actually have, how good their connections are, the type of leadership style, their ability to plan and organize.

4. Self-esteem. The following arguments speak in favor of the widespread use of self-assessment: the opportunity to participate in the performance assessment process, especially if assessment is combined with goal setting, improves motivation and reduces resistance during the assessment interview. On the other hand, self-esteem leads to more indulgence, less diversity, more exposure to influence, less agreement with the opinions of others. Since employees tend to rate themselves higher than their supervisor, self-assessment is more applicable to consultation and development than to HR decisions.

5. Clients. In some situations, the "buyers" of individual or organized services may have a unique perspective on performance. In modern business, customer evaluation is a very important aspect. While the goals of the client and the hotel cannot be expected to be exactly the same, feedback from the client can be useful in making personnel decisions such as promotion, relocation and training needs, as well as a basis for self-development.

Thus, several different sources of valuation information can be used, as shown in Table 2.

Table 2 Sources of use of estimates

Sources

Supervisor

subordinates

Personnel decision

Self-development

Personnel Research

Quantitative and qualitative results of labor, on the one hand, and business and personal qualities, on the other, are assessed separately in the current plan. Together they (as well as personal data) are summarized on the basis of a single score - certification, which also has the common name "merit assessment". In most cases, certification is carried out once a year; in some companies, if they apply very simplified assessment procedures, every six months.

Certification of an employee of an organization is understood as the determination of his qualifications, level of knowledge or feedback on his abilities, business and other qualities. Attestation is a form of evaluation of a person that can only be given by another person (as opposed to a technical device, parameters and specifications which can be measured technical means). Therefore, the result of the certification of a person by a person is always subjective, since it bears the imprint of the personality of the one who certifies. Obviously, a contradiction: the desire to objectively evaluate what cannot be objectively assessed.

However, the evolution of the certification procedure is obvious, and its implementation in developed firms is not a formal event, but the basis of personnel dynamics.

In world practice, the certification of "white collars" is the most common. Features of the work of managers and specialists, firstly, are related to the subject of their work - information; secondly, their work contains a creative component; thirdly, the result of labor may not depend on the duration of performance; fourthly, there is a "delayed result" - the prolongation in time of a specific embodiment of the generated ideas.

The development of certification systems follows the path of greater validity of the expert assessment of the employee. The easiest way to evaluate the contribution of a leader or specialist is to his immediate superior. Only he knows that given employee he was entrusted with the conditions in which he worked, how his work was controlled, stimulated, what assistance was provided to him or what obstacles he had to overcome. However, close interaction between the boss and the subordinate may not lead to the emergence of negative relations between them, which makes the affairs of the boss more or less biased.

Research shows that the longer an employee works in the same job, the lower his grade. One of the reasons is the expectation that over the years the employee will do his job faster and better. If this does not happen, then the disappointed manager underestimates the employee. Often the cause of underestimation is the leader's irritation at the lack of enthusiasm among veterans for innovations.

The attestation procedure should limit this subjectivity in a certain way. The evolution of the development of the procedure shows how it happened in practice: from the personal subjective assessment of the boss to expert group assessment methods (there are many technologies, the “commemoration group” technique is most often used), to fully automated certification of managers and specialists.

Of undoubted interest is the experience of German firms, which, on the basis of regular certification of personnel, allows not only to motivate personnel, determine their wages, but also visually plan the career of employees.

The essence of the methodology is to determine those priority qualities of employees that are most valuable from the standpoint of achieving the ultimate goal of the company.

World practice does not give an unambiguous answer to the question of what personal character traits of employees should be assessed when analyzing their activities. Often offered for attestation assessments such traits of employees as interest in work, initiative, attentiveness, tact, loyalty, the ability to adapt to changing working conditions, diligence, and even appearance.

In the methodology under consideration, all employees, specialists and managers are evaluated in terms of certain criteria (requirements) necessary in a particular field of activity. The criteria are ranked according to their importance by the expert group, as a result of which each criterion is assigned a weight of significance and a corresponding score in points.

To develop the types of criteria and their corresponding features, the expert group compiles a dictionary of business characteristics covering all specializations (or the one whose specialists are being certified). Features are ranked within the limits corresponding to each criterion.

Conclusion

From the foregoing, we can conclude that the assessment of the staff is carried out to determine the compliance of the employee with a vacant or occupied position, which is carried out in three ways:

1. Evaluation of the employee's potential. When filling a vacant job, it is important to establish the professional skills, knowledge, production experience, moral and business qualities of the candidate, his psychological characteristics and outlook.

2. Evaluation of the individual contribution. When using specially developed methods, it allows you to establish the quality, complexity and effectiveness of the work of a particular employee, which makes it possible to draw a conclusion regarding his compliance with the position held.

3. Certification of personnel. This method is a kind of complex assessment that takes into account both the potential business opportunities that a person has and the contribution he actually made to the final result.

The evaluation methods listed above are widely used by employees of the personnel departments of various enterprises and organizations to optimize the management and workforce. Thus, their use is justified in the hotel industry, and, as a result, in Akmo-Laturist OJSC, as a subject of this industry.

Leadership of the organization, along with competently and well organized system recruitment qualified personnel who are able to further lead the company to prosperity and universal recognition, first of all, should take care of their employees, making working conditions comfortable and convenient, which has a positive effect on work results. However, the selection of employees for work is the primary task of forming a workforce, and the future of the company depends on how correctly this work is carried out.

List of sources used

1. G.A. Papiryan "Management in the hospitality industry" - M.: Eko-nomika, 2000

2. M.V.Kaming "Theory and practice of personnel management" - M .: News, 1995

3. Voyle P. "The art of management. New ideas for a world of chaotic change" Translation from English - M .: News, 1993

4. N.I.Kabushkin, G.A.Bondarenko "Management of hotels and restaurants" Minsk: New knowledge, 2000

5. John R. Walker "Introduction to hospitality" Translation from English M .: Unity, 1999

6. A.D. Chudnovsky "Tourism and hotel industry" - M .: Ekmos, 2000

7. I.V. Bizyukova I.V. "Personnel. Selection and evaluation" - M .: Moscow worker, 1984

8. I.A.Skopylatov, O.Yu.Efremov "Personnel management" Reference publishing house of Smolny University, 2000

9. Yu.G. Odegov, M.F. Zhuravlev M.: Finstatinform, 1997

10. Ya. Kibinov "Personnel management in the organization" M.: Economics, 1994

11. R. Marr, G. Schmidt "Personnel management in a social market economy" - M .: MSU, 1997

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Personnel assessment in an organization is an important aspect of management practice and theory. The team of both a private enterprise and public service must be able to realize the goals of the company, based on its values. In order to form and maintain a powerful team, to achieve the strategic goals set by the administration, it is necessary to systematically evaluate employees using various existing methods.

Certification

The most common form of performance appraisal is personnel appraisal and appraisal, which is a special managerial measure periodically carried out in an organization in full compliance with the national labor law. This is done by a special commission, which includes representatives of management, heads of structural divisions, representatives of the personnel department and other employees who are somehow related to personnel management.

Attestation is a complex system that uses various assessment methods. Its results are necessary for:

• Evaluation of the employee's compliance with the current position, his specialization and skill level (grade), the possibility of revising the salary within the appropriate levels for this position.
• Monitoring the fulfillment of the goals set for employees during the previous certification.
• Setting goals for the next period.
• Definitions for employee development activities.
• Making personnel decisions: changing the salary, transferring an employee to another grade, changing specialization, promotion / demotion, transfer to another job, dismissal.
• Changes in the compensation package by transferring to another grade (position).

Certification and evaluation of personnel, if possible, should be carried out regularly. Its frequency depends on the position. When carrying out certification, certain characteristics of a particular person are compared: business qualities, sociability, professional qualification. Then the results obtained are compared with the results of the work of other employees and industry standards for this position.

Selection of indicators

Before developing an employee appraisal procedure, it is necessary to carefully study all the functions and tasks that employees must perform in accordance with job description. Based on the analysis, indicators are selected - criteria for assessing personnel.

For each specific function performed by an employee, or for each individual task, it is necessary to develop clear, well-understood performance indicators and performance standards for subordinates. To establish standards for the performance of work, the optimal number of indicators is selected, which will serve as benchmarks for assessing the various qualities of an employee. In practice, a certain set of evaluation criteria is most often used for this. It may include, for example, the following items:

• Professional knowledge.
• performance and participation.
• Attitude towards managers and employees.
• Reliability.
• Quality of work.
• Work intensity.
• The pace of work.
• The ability to express yourself.
• Ability to organize planning.
• Attitude to work.

Evaluation Criteria Requirements

When defining standards, certain requirements must be met. Thus, the developed criteria should:

• Display normative ideas about personal and business qualities, labor behavior, the results of the employee's activities, based on organizational and individual goals.
• Have quantitative certainty for evaluation various levels execution.
• Be reliable and valid to exclude subjective errors.
• Be understandable to managers and performers.

In addition, the costs of the evaluation process should not exceed the benefits of its results. To obtain a thorough description of the object of analysis, it is necessary to use a sufficient number of criteria.

Sequence of evaluation processes

When evaluating and analyzing the effectiveness of employees, it is necessary to follow a certain sequence of actions in order to ultimately obtain clearly structured data. Such analytical material is easier to process, and business valuation personnel will be as correct as possible.

1. The first step is to define the goals to be achieved. They should be described as clearly as possible, otherwise the whole point of certification is lost.
2. The level of performance actually achieved against the established standards is then measured. The range of methods, ways, tools for this is huge and depends on the structure of the organization and the tasks it performs.
3. The third step is to compare the actual results with the desired (or expected). This will help to objectively rank employees among themselves based on achievements and failures.
4. The next stage is the mandatory discussion of the results of the assessment with employees in compliance with all the rules of business ethics.
5. At the end, motivational, qualification, administrative and other decisions are made based on the results of the study.

Whatever the assessment of personnel management, employees should know what positive results they have achieved in reporting period what prevented them from successfully solving problems and what recommendations they can use in their future activities.

Valuation principles

Personnel assessment methods will fully function subject to the following principles:

• Objectivity. Only reliable information bases and systems of indicators are used in determining the characteristics of an employee. Current activities, period of work, dynamics of results are taken into account.
• Publicity. Comprehensive familiarization of the audited employees with the assessment methodology, bringing the results to the attention of interested parties.
• Efficiency. The speed and timeliness of certification, the regularity of its conduct.
• Democracy. Participation of members of the audited group in the assessment of subordinates, colleagues.
• Unity of evaluation criteria.
• Clarity, accessibility and simplicity of the procedure.
• Efficiency. Taking prompt action based on the results.

Personnel assessment in the organization is carried out in two areas of activity: current and prospective. Current activities are analyzed in terms of labor productivity and compliance with the requirements for a particular position. When planning long-term activities, managers determine what qualities need to be developed, what needs to be taught to the employee, the procedure for improving qualifications, and how best to unleash his potential.

Main characteristics

In order for the assessment of the work of the personnel of an organization, enterprise, institution to be adequate, it is recommended to first determine a list of the most important indicators. For example, they may be:

• labor productivity;
• professional conduct;
• personal qualities.

The business assessment of the personnel must meet the following requirements: completeness and reliability of displaying the results, specificity, ensuring compatibility with the achievements of other employees, as well as with the previous period.

For different positions, the main indicators may vary. Somewhere stress resistance is important, somewhere speed of decision-making, perseverance and scrupulousness, the ability to convince or the ability to say “no”. A person cannot be perfect in everything. Therefore, 2-4 positions are determined that are critical for a particular profession, and when checking, they focus on them.

In order for the evaluation of the professional activities of employees to be objective, one should use a variety of methods that are best suited to the structure of an organization, its goals, and the nature of the team's activities. Professional sources describe many methods for studying and analyzing the competence of employees. Among them:

• Certification is an assessment of the work of personnel, which uses an integrated approach using various methods. During the verification certifying commission determines the suitability of the candidate for the vacant position or the position he occupies.
• forced choice method. This procedure consists in the selection by experts of the most suitable characteristics for the employee, for example: the ability to plan one's activities, sociability, work experience, etc.
• The descriptive method involves the creation of a consistent, detailed description of the positive and negative traits of each employee.
• Testing is a system for assessing personnel, in which professional knowledge and skills, abilities, motives, and personality psychology are determined. These qualities are revealed with the help of special tests that can be deciphered using "keys".
• A business game is a kind of management game, during which the knowledge and skills of an employee are analyzed, and his ability to work in a small group is also assessed.
• Management by objectives (in foreign literature - Management by Objective (MBO)). Evaluating the effectiveness of personnel by this method involves the general setting of tasks by the manager and employee, after which the results of their implementation are evaluated at the end of the reporting period. This system covers all positions in the company - from technical to institutional levels.
• Performance Management. According to this system, not only the final results of the employee's work are evaluated, but also his competencies - those personal qualities that are necessary to achieve the goals set.
• The assessment center (group and individual) is designed to test employees in terms of competencies for specific personnel tasks. Personnel assessment methods may include behavioral interviews, as well as case studies (game situations). For the selection of candidates for high positions and in the evaluation of top managers, the emphasis is on behavioral interviews, and for the promotion of employees to the personnel reserve - on business games.
• Self-report (speech) consists in making oral presentations by the manager or specialist to the work team, during which the implementation of the work plan and personal obligations is analyzed.
• 360° method. According to him, employees are evaluated by colleagues, managers and their subordinates. For each person, an individual and general questionnaire is filled out.
• Evaluation by the method of committees. In accordance with this method, the work of employees is discussed in a group, while it is divided into separate tasks. As a result, a certain list of actions is compiled, each of which is evaluated as successful and unsuccessful.
• Method of independent judges: an employee is evaluated by independent persons who did not know him (usually 5-7 people act as "judges"). At the same time, personnel assessment methods are based on the principles of cross-examination.
• Interview: The applicant acts as an HR manager and interviews several job applicants. The ability to correctly analyze and select employees is checked.
• observation. In this case, the employee is assessed both in an informal (on vacation, at home) and in a working environment using the methods of momentary observations and photographs of the working day.

It should also be noted that at each stage of an employee’s work in a company, certain assessment methods can be used: for example, in the process of selecting an employee for a vacancy, you can use the interview and testing method at the same time, and to make a decision on dismissal from a position, it is enough to conduct an employee appraisal.

Scope of Research

The analysis of personnel assessment directly depends on the amount of research, the quantity and quality of the study methods used. In terms of content, they can be partial, when they evaluate only certain qualities of the performer or the level of work performance, and complex, when they consider business and personal qualities, labor behavior, and performance results in a complex.

According to the regularity of the study, they are divided into those that are organized constantly with a certain frequency (depending on the position: once every six months, a year, two, etc.), and episodic assessments, which are due to a certain stage (completion probationary period, promotion, disciplinary responsibility, etc.).

Depending on the frequency, the assessment is divided into current, final and prospective. The current one determines the level of performance by the employee of duties on this moment. The final summaries the performance of the work and its results at the end of a certain period. Perspective determines the abilities, qualities, motivations, expectations of the employee, that is, it allows you to predict his potential.

Grading system

Depending on the criteria, a quantitative, qualitative, analytical (reduction of all results according to all criteria) assessment and determination of time guidelines are distinguished. Personnel performance appraisal is divided into two types:

• Systemic: when all blocks of the analysis system are involved;
• Unsystematic: when the appraiser has the right to choose criteria, methods, methods, tools, analysis procedures.

Subjects of evaluation

This concept refers to employees evaluated by their manager, colleagues, clients, subordinates. They can also be subjects of a comprehensive, so-called 360° assessment, which takes into account all of the above factors in combination.

In addition, the so-called self-assessment, or internal assessment of personnel, is practiced. Information in this case is obtained after motivational monitoring. The combination of conclusions on external and internal testing allows you to more fully implement the orienting and stimulating functions of research.

Evaluation of the labor activity of the personnel allows:

• Evaluate the professionalism of the employee, namely: the level vocational training(knowledge, skills), level of psychological preparation (orientation of the personality, motives of behavior, adaptability, character traits, temperament), labor efficiency (productivity, quality of labor), striving for rationalization and inventions.
• Develop recommendations for the development of personal and professional qualities of employees.
• Determine the degree of compliance of remuneration, its effectiveness with the efforts of the employee and his expectations.
• Determine the main directions of personnel development.
• Form an effective mechanism for professional motivation of employees.

Overseas experience

The assessment of personnel in foreign countries is somewhat different from how this process goes in our country. In the USA and Western Europe, a special personnel assessment test is used - the Bussiness Personality Test (BPT). It contains 100 questions, the results of staff assessment vary on a scale from 0 to 10 points. This allows you to get much more information from each question for analysis than using the traditional “no / yes” scale, or choosing from given answer options.

In the giant General Electric concern, criticism was found to be an ineffective means of informing subordinates about shortcomings in their professional activities. In order to provide feedback, there needs to be a two-way discussion on specific performance improvement issues. In Japan, personnel assessment is based on the production philosophy adopted here, that is, the abilities of each employee are determined individually. A feature of this assessment of personnel is its regularity and obligation for all.

Domestic experience

In Russia, both analytical methods for assessing personnel and special electronic devices that work by analogy with “lie detectors” are used. For example, created research assistants The Institute of Psychology apparatus "Luch" allows specialists to test such qualities of a person as quick wits and reaction speed.

Conclusion

Not all of the above methods are equally good in the implementation of the personnel assessment process. Their effectiveness directly depends on the goals set, the level of maturity of the company, its tasks and the type of corporate culture. Equally important is the assessment of staff training, possession of theoretical knowledge and practical skills. Agree, it is better to evaluate an employee using the performance management method, since each company works directly for the end result, which is customer satisfaction and profit. Therefore, in order to achieve these goals, it is necessary to periodically check how the work of each employee is performed. Already on the basis of these data, the administration can make an appropriate managerial decision to increase wages or, conversely, to reduce it, to promote career or to dismiss a person.

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 to make 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, careerist motives, the reality of thoughts, reliability, diversity of interests, stability 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 such an assessment is the solution of situational problems, taking into account the position occupied by the employee or for which he applies.

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.

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 institutions began to produce specialists of a new level - personnel managers. Courses in this specialty are also very popular. They enable mid-level managers to quickly master the new skills necessary for effective work.

At first glance, it may seem that not every enterprise and firm needs HR specialists. However, in reality, they perform a very important job that cannot be entrusted to other employees. Highly qualified management personnel own a wide range of methods and techniques for evaluating professional performance. Moreover, in this process, the experience gained is very important, and often the managers' own achievements also show themselves effective. Today we will describe the process of personnel assessment and cover all its stages.

Staff assessment: some general information

For the first time, 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 of analysis and classification of criteria were developed, according to which the professional suitability of employees is determined. Of course, in this period of time they were still, so to speak, "raw", but nevertheless they gave good results.

In the nineties, HR courses became more and more in demand. Gradually, the new direction was transformed into a full-fledged scientific discipline, which to this day is systematizing the accumulated knowledge gained over the years of its existence. Most of successful companies does not skimp on personnel specialists, who can both be part of the organization's staff and be civilian employees. Today, large entrepreneurs try to analyze the activities of their employees at least twice a year. This forethought saves 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 try to pay considerable attention to this issue. 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. Through the use of different types of 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 database is updated 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 hiring a new employee without a certain assessment of his personal and professional qualities. Also, when certain employees are promoted, a thorough analysis of their activities and potential, which can be revealed in a new position, is carried out.

Goals of employee evaluation

Management 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. The functional role is a consequence of the totality 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 a single system that would meet all the needs 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 the high quality of work. At the same time, the employee must be executive, loyal, disciplined and have the ability to perform large amounts of work.

The result of the audits and its effectiveness for the head of the enterprise primarily depends on the evaluation criteria. Today, these criteria are mainly divided into two groups:

• Revealing This group includes an assessment of the professional qualities of an employee. The specialist evaluates his knowledge, skills acquired at work, as well as fixed skills. In addition, the behavioral model of the employee is studied, which is formed mainly from the totality of his personal qualities. It is most convenient to conduct such an assessment by setting certain tasks for the employee in the form of a number of typical situations that are most often encountered by him in the workplace. And he must solve them, relying on his professional skills. This method is quite effective when it comes to identifying the level of competence of an employee.
• Determining the effectiveness of work. In this group, all approaches and methods are associated with comparative analysis. For him, the real results of an individual employee and the indicators planned by management for the same period of time are taken. However, before carrying out an assessment according to such criteria, it is necessary first to very clearly outline the scope of tasks for the employee and notify him of the expected results. However, they must be expressed in certain categories. For example, sales volumes, transactions concluded, the amount of profit, and so on.

It should be noted that the development of 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 announce all the criteria to employees so that all participants in the process equally understand what is expected of them and how their professional performance will be assessed.

Primary requirements

When developing criteria, the internal needs of the company and its management are always taken into account. However, the general requirements applicable in the industry must always be maintained. Typically, at least seven general requirements, which should not contradict the individual.

First of all, it is necessary that the criteria be achievable. For example, if a company concludes ten to fifteen contracts a year with major partners through the joint efforts of the entire management team, then it is not worth setting the same ten contracts for each of them as the main task and then assessing activities based on these criteria.

An important condition for the development of criteria is their objectivity. The specialist must first of all take into account the position occupied by the employee and, already focusing on it, lead the development. Bias lies in the focus on a specific employee, which is a fundamentally wrong approach to assessing professional performance.

Don't forget about transparency. After all, the results of the assessment directly depend on how clear the employees are of the tasks assigned to them and the requirements presented.

In the process of developing criteria, it is necessary to take into account such requirements as motivation and compliance with job duties. That is, the evaluation activity should be combined with the motivational component. At the same time, it should be borne in mind that the requirements cannot be wider than the scope of duties that the employee performs while in his position.

Also, the criteria should correspond to terms such as "understandability" and "dynamic". The last 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 in order 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 assessment are very important aspects of the company's activities, contributing to its development and determining the growth prospects.

What is staff appraisal?

Personel assessment– assessment of the current state of knowledge, skills and abilities of the company's personnel in order to design and develop measures to optimize them.

Purpose of personnel assessment at the enterprise - carrying out targeted and coordinated changes to the current personnel management system, which should ensure an increase in labor productivity, product quality, production culture (operation and maintenance of equipment), corporate culture, etc.

Assessment objectives in "wide" use of the procedure

• Recruitment, competition for a vacant position
• Formation personnel reserve
• Personnel rotation
• Determining the readiness of personnel for changes during the reorganization
• Downsizing
• Definition of development potential
• Determination of training needs
• Formation of a motivation system for promotion

The objectives of the evaluation in the "narrow" use of the procedure:

• Evaluation of the current activities of employees.
• Agreeing goals for the next period.
• Staff development.
• Administrative decisions
• To help the heads of departments of the company evaluate human resources and the effectiveness of their use.
• Help employees understand the requirements for their position and be able to find out exactly how they meet these requirements and what needs to be developed.
• These assessments are designed to assist in making strategically important decisions, improve the organizational structure and adjust job responsibilities.
• The assessment allows you to answer the questions: “What to teach?”, “How to teach?”, “Whom to teach?”, to plan training for certain employees, to identify the most promising of them, in the development of which the company will profitably invest.
• Conducting an assessment should help make relations in the company's team more businesslike and transparent; eliminate misunderstandings between managers and subordinates.

The introduction of a system of certification and assessment of professionally important qualities is an important mechanism of the personnel management system that allows you to control the state of professional training, functional skills of employees of the enterprise. The implementation of a comprehensive mechanism for attestation and evaluation of employees of an enterprise makes it possible to apply a wide range of tools for material and administrative incentives, professional and personal and social motivation

The assessment of the company's personnel is the basis for:

• Material and non-financial incentives personnel
• Personnel selection and adaptation systems
• Personnel training systems
• Personnel development systems
• Formation and work with personnel reserve
• Self-motivation and leadership development of personnel
• Performance Improvement Systems

Based on many years of experience in conducting assessment activities by A-Range Solutions experts, in order to implement a comprehensive personnel assessment system, we suggest that you carry out its clear regulation, providing appropriate procedures and documents, which will minimize personal and subjective factors in personnel assessment. At the same time, it makes sense to immediately develop two areas of assessment: official certification (in accordance with the requirements of the law once every three to five years) and qualification assessment to determine the directions for the development of personnel and its mobilization, analyze the results of its activities, focus on shortcomings and existing problems(annually). In addition, it is necessary to streamline and regulate the procedure for evaluating candidates for vacant positions.

When does a personnel assessment become necessary?

Even before the development and implementation of a personnel assessment system for a clear measurement of the quality and quantity of work in the assessment process, it is advisable to answer several questions:

• How to measure indicators? How to build a rating scale?
• How to collect reliable information in order to build an assessment?
• Who will be the appraiser? Are the evaluators competent enough to carry out the evaluation procedure?
• What to do with process instability?
• How to deal with the immeasurability of a number of important aspects?
• How to avoid "bazaar relations," love - do not love ", binding to pay for each step?
• How to link an assessment to a fund wages in the face of uncertainty about future payments, from a “pilot project” to implementation throughout the company, avoiding payroll overruns?

Most often, an enterprise thinks about the development and implementation of a personnel assessment system if:

• There is a stable staff turnover
• There is no personnel assessment system in the company in principle
• Must be accepted managerial decision in the field of HRM companies.
• Investments are planned in the development of key areas of the company's activities
• A change in the management team of the company is planned (or has already taken place)
• A change in the company's strategic goals is expected (or has already taken place)
• It is necessary to form a project team to solve a strategic business problem
• The legal basis for the movement of employees within the company is a high priority
• Reduction of staffing, staffing structure
• Introduce optimization processes in the enterprise
• Enterprise restructuring is being prepared
• The formation of a training plan for the company's personnel requires an understanding of the level of competence of the personnel
• Requires the formation of a personnel development plan and the formation of a personnel reserve at the enterprise
• There is a downward trend in labor discipline indicators
• Significant decline in productivity
• There are constant conflicts
• Appeals of employees with complaints to the inspecting authorities were recorded
• “Ripened” is the need to form or change the system of incentives for personnel at the enterprise.

What methods of personnel assessment are there?

• Document analysis– study of resumes, written recommendations, reviews, documents on education, etc. The reliability of the data presented (education, qualifications, work experience, responsibilities, functions, achievements) is assessed.
• Analysis of established standards and regulations— there are certain requirements for processes within the company, such as regulations and requirements for product quality, technological schemes production. The staff in the company adheres to established procedures, standards for development and production. Under these requirements, standard assessments are developed.
• Psychological testing- allows you to get in a quantitative and descriptive form the results of the assessment of personality traits. Quantitative results allow you to compare employees on certain qualities. A specially instructed specialist can conduct an assessment using personality questionnaires, and only a specialist who knows how to use a particular questionnaire can process the results and make recommendations.
• Evaluation of work behavior and assessment interview
• Professional tests- are developed for a specific position and test key knowledge and skills for it. They can be created by the immediate supervisor to evaluate the employees of their department, as well as external experts from consulting companies, specialized specialists.
• Business essay method - h and for a certain time, the assessed person must describe a real problem that exists, offer an algorithm for solving the problem / task. This assessment method allows to identify the presence of integrated approach to problem solving, strategic vision.
• Evaluation scales- characterize the desired parameters of skills and competencies and a description of each division of this scale. Scales are selected for a specific grading system.
• Ranging– comparative analysis personnel within the division and between divisions of the company, building a "chain" of rating according to pre-developed criteria.
• Competency assessment- a set of individual characteristics expressed in behavioral indicators and determining the quality of work performed in a given position in a given organization
• 360 degrees- this is the receipt of data on the actions of an employee in real work situations and on the business qualities shown by him. At the same time, information is obtained from people who communicate with this person on different levels: boss, colleagues, subcontractors, subordinates, clients.
• Assessment center— An integrated competency assessment method is a multiple assessment process, reflected in 5 main properties: a group of participants performs a variety of exercises under the supervision of a team of trained observers who evaluate each participant against a set of predefined, work-related behaviors. Decisions are made by joint discussion of all received data
• Goal Management(MBO from Management by Objectives) - begins with a joint (employee and his manager) definition of the employee's key goals for a certain period (from 6 months to 1 year). There should be few such goals and reflect the most important tasks of the employee's activity for the next period and be: specific, measurable, achievable, meaningful, time-oriented.
• KPI(Key Performance Indicators) - score by key indicators efficiency - in order for this type of assessment to work not only for monitoring results, but also for improving the efficiency of employees, it must, on the one hand, take into account strategic goals company, on the other hand, to be clear and understandable for each employee.
• HR audit– diagnostics of the current state of human resources and the effectiveness of the functioning of the personnel management system for compliance with the strategy, goals and objectives facing your enterprise, identification of risk zones and development zones
• Certification- this is a procedure for a systematic formalized assessment of the compliance of the activities of a particular employee with the standard for performing work at a given workplace in a given position
• Test - cases- this is a structured description of the economic, social or work situation, proposed for its analysis and search possible solutions for the purpose of training or evaluating subjects according to specified parameters. Determination of the current state of professional knowledge, skills in the subject area and the level of expression of professional subject competence and personal characteristics.

How is staff appraisal done?

Standard list of works carried out by A-Range Solutions expert consultants:

• introductory meeting with the client. Definition of a problem situation
• preliminary assessment of the conditions for carrying out work on personnel assessment: approval of the goals and objectives, deadlines, labor intensity of the work, as well as the budget and composition of the team of experts - consultants. When determining the cost of work, the amount of the project is compared with the expected effect from the implementation of measures to improve the system of selection and adaptation of personnel
• formation and approval of the work plan, approval of contact persons by the customer
• definition and approval of the methodological part, including the choice of methods and assessment tools. Includes work on the issuance of internal orders, orders regulating this work in accordance with the Labor Code of the Russian Federation, personal notification of the assessed employees before the start of the assessment.
• obtaining permission from the customer to collect and process information, conducting interviews with the personnel of the enterprise. Collection, systematization of information. If necessary, by prior agreement with the customer, expert consultants of A-Range Solutions develop questionnaires and questionnaires.
• development and approval of the staff assessment structure. For the implementation of these works, it is important that the customer provides verified, reflecting the research problem, reliable information, ensuring data comparability.
• carrying out the evaluation procedure itself
• development of recommendations based on the results of the work carried out, a preliminary draft report of the work carried out is formed for discussion and agreement with the customer.
• formation of the final report. The entire course of work on the assessment of the enterprise's personnel, the results obtained, as well as conclusions and recommendations are described.
• selection of experts implementing the implementation of the results of personnel assessment at the enterprise.

What is the result?

Depending on the goals, objectives, issues, you get a systematic structured view of the state of human resources in your company:

• understanding the current state of knowledge, skills, skills of the company's personnel
• conformity qualification level human resources to the strategic and tactical tasks of the company
• assessment of the professional contribution of the employee(s) to the efficiency of the company
• compliance of the qualification level of employees with the level of their remuneration
• compliance of the official duties of the employee (s) with the area of ​​​​assigned responsibility
• functional imbalance of the enterprise (in the context of human resources)
• development zones and risk zones of human resources of your company
• analysis of the management structure of the enterprise (in the context of HRM)
• analysis of existing procedures governing the personnel assessment system
• description of possible legal risks (occurrence labor disputes, penalties on the part of inspecting authorities) with reference to a regulatory legal act
• recommendations for elimination of violations
• priority of tasks in subsequent work with the personnel assessment system
• work plan for the implementation of the results of personnel assessment at the enterprise.