dated March 24, 2014 N 735r
In order to improve the personnel management system, as well as methods for assessing and developing the personnel of Russian Railways:
1. Approve Guidelines on the application of methods for assessing employees in Russian Railways (hereinafter referred to as the Recommendations).
2. Heads of branches and others structural divisions JSC "Russian Railways" to ensure the study and application of the Recommendations by the employees involved, organize work on their further use, taking into account their specifics, technical capabilities and strategic goals.
3. In order to optimize the cost of travel expenses to the heads of structural subdivisions of branches and structural subdivisions of Russian Railways located at the railway ranges, to submit proposals to the deputy heads of the railways for personnel and social issues on the scope and organization of testing for 2014.
4. Deputy heads of railways for personnel and social issues to hold meetings and submit proposals to the Human Resources Department by April 25, 2014 on the scope, organization, monitoring and methodological support of testing at the site railway.
5. Heads of railways, heads of branches and structural subdivisions of Russian Railways, having structural subdivisions at railway test sites, submit to the Human Resources Department by April 30, 2014 a list of employees responsible for organizing and conducting testing according to the "Business IQ" methods and "Business Profile of Russian Railways", for its approval.
6. Deputy chiefs of railways for personnel and social issues to ensure, with the involvement of the Road Centers, the assessment, monitoring of personnel and youth policy until May 26, 2014, training agreed employees to conduct testing and provide methodological support in the future.
7. Director of the Main Computing Center Lykov R.Yu. assist in technical support testing.
8. Personal control over the correct application of personnel assessment tools and decisions made on their basis is assigned to the deputy heads of branches and structural divisions of Russian Railways for personnel and social issues.
9. The general control over the execution of this order shall be entrusted to the head of the HR Department Nagralyan A.A.
Vice President of Russian Railways
D.S. Shakhanov
APPROVED
by the order of JSC "Russian Railways"
dated March 24, 2014 N 735r
I. General provisions
1. These Guidelines for the application of methods for assessing employees in Russian Railways (hereinafter referred to as the Recommendations) define the principles and scope of these tools for assessing the business qualities of employees of Russian Railways and are formed in accordance with the Development Strategy human resources Russian Railways JSC for the period up to 2015 (Order of Russian Railways JSC dated August 31, 2009 N 1819r as amended by the order of Russian Railways JSC dated August 6, 2012 N 1598r).
2. The recommendations are intended to determine targets, formulate plans for assessing employees of Russian Railways, and qualitatively organize the implementation of these plans by managers and specialists of personnel management units of Russian Railways.
3. To determine the level of development of corporate competencies and business qualities of employees, as well as to standardize criteria and approaches, uniform forms of personnel assessment have been developed.
4. Since 2010, Russian Railways has gradually introduced the following assessment tools into use:
assessment center;
evaluation conference;
test "Business IQ";
test "Business Profile of Russian Railways";
360 degree evaluation.
5. The development of these assessment tools, as well as methodological support for their implementation and monitoring of their use, is carried out by the Human Resources Department together with the ANO "Corporate University of Russian Railways" (hereinafter referred to as the Corporate University). At the railway ranges, the function of monitoring and methodological support is implemented by the Assessment Centers, monitoring of personnel and youth policy (hereinafter - DTSOMP).
6. The introduction of other methods and technologies for assessing the personal, business qualities and skills of employees of Russian Railways should be carried out in agreement with the HR Department.
7. The organization and conduct of the assessment for employees of the nomenclature of Russian Railways is carried out at the Corporate University, the nomenclature of the head of the branch of Russian Railways - in DTSOMP, for employees of other categories of personnel - by employees of personnel management units of branches of Russian Railways.
8. Testing is carried out on the basis of the System distance learning The main computer center of Russian Railways and within the framework of the system of Unified corporate requirements of Russian Railways on the EC ASUTR portal as it is implemented.
II. Basic principles for using assessment tools
9. Assessment of the corporate competencies of the company's employees is carried out to achieve the following goals:
making decisions on the appointment and rotation of employees;
selection of candidates for personnel reserve;
determination of priorities for training and development of employees.
10. Assessment tools are applied to employees in accordance with the level of their position (application) defined in the Corporate Competence Model.
11. The results of the assessment are information that contributes to more accurate personnel decisions, along with conclusions on professional competencies, personal and professional potential, performance and work experience.
12. It is not recommended to conduct assessment activities without a justified need or for the purpose of implementing subsequent administrative measures, as this has a demotivating effect on the company's employees and may damage the image and brand of Russian Railways as an employer.
13. The results of the evaluation procedures are confidential. The data is stored in the EC ASUTR system and in in electronic format(databases, individual reports), access to which is determined in accordance with the procedure established by Russian Railways.
III. Application of the assessment center
14. Assessment center - a specially organized procedure for assessing the corporate competencies of employees (in groups of 6-10 people), which includes various assessment methods (business games, tests and interviews) that complement each other.
The assessment center reveals strengths and risks associated with personal and managerial efficiency manager (responsibility, skills of working with people, decision-making, leadership, etc.).
15. The Assessment Center is conducted by the employees of the Corporate University and the Center for Comprehensive Healthcare, who have been trained at the Corporate University in the application of personnel assessment technology using the Assessment Center method.
16. The assessment center is used:
when selecting candidates for appointment to the positions of managers of the 1st and 2nd level of positions;
when selecting managers of the 1st and 2nd level of positions into the unified personnel reserve;
when determining the priorities for the development of managers of the 1st and 2nd level of positions.
17. Conducting an assessment using the assessment center method is recommended no more than once every 3 years.
18. Based on the results of passing the assessment center, it is inappropriate to make positive decisions on the appointment of employees, sending them to expensive training, internships, etc. with grades of 0.5 points and an average value below 1.0 points due to an increasing likelihood of low or insufficient performance and learning.
IV. Application of the evaluation conference
19. Evaluation conference - a large-scale event (in groups from 20 to 100 people) based on business games, a business simulation that evaluates corporate competencies or individual business qualities manifested in behavior.
The results of the evaluation conference can be presented in two versions: in the form of a rating, in which groups of participants with high, medium and low results are distinguished; in the form of assessments on competencies with comments.
The depth and accuracy of the results in the assessment conference is lower than in the assessment by the assessment center method. Direct identification of the results of these methods is not recommended.
20. The evaluation conference is held by the employees of the Corporate University, DTSOMP and other employees who have been trained at the Corporate University on the application of personnel assessment technology using the assessment center method.
21. The evaluation conference is used:
when selecting managers of the 3rd level of positions in the unified personnel reserve;
in the selection of leaders and specialists of all levels of positions to the youth reserve;
in the selection of the most promising employees and their development to solve urgent problems.
22. The participation of employees in the evaluation conference is not recommended more than once every 2 years.
23. Based on the results of participation in the evaluation conference, it is inappropriate to make positive decisions on the appointment of employees, sending them to expensive training, foreign internships, etc. with grades of 0.5 points and an average value below 1.0 points due to an increasing likelihood of insufficient performance and training.
V. Application of the Business IQ Test
24. The "Business IQ" test assesses the intellectual potential of an employee and his ability to work with various types of information.
The test results are one of the sources for predicting the effectiveness of working with information and learning in terms of the potential ability of an employee to master new knowledge and skills.
25. The "Business IQ" test is carried out by employees of the Corporate University, DTSOMP and other employees of HR departments, agreed by the HR Department and trained in the application this test.
Passing the "Business IQ" test by employees must be carried out with the obligatory presence of a specialist responsible for testing.
26. When organizing testing, one should avoid such factors interfering with testing as increased fatigue of the employee, reduced psycho-emotional state, distraction of the employee by extraneous noise.
27. The test is used:
when selecting candidates for appointment to the positions of managers of the 1st, 2nd and 3rd levels of positions;
when selected for reserve corporate development, basic personnel reserve and youth reserve of managers and specialists at all levels of positions;
when carrying out complex assessment activities as one of the assessment tools (for example, within the framework of a system of uniform corporate requirements);
when sending managers and specialists at all levels of positions for expensive training / internships.
28. Conducting an assessment using the Business IQ test is not recommended more than once a year.
29. It is inappropriate to make positive decisions for employees whose Business IQ score is below 3.5 due to the increasing likelihood of insufficient efficiency in working with information.
VI. Application of the test "Business Profile of Russian Railways"
30. Test "Business Profile of Russian Railways" - a method of complex diagnostics of the psychological and personal-business qualities of an employee in projection on corporate competencies.
The test results determine the level of development of the employee's corporate competencies and predict his success. management activities.
Direct identification of test results with the results of other methods may lead to incorrect conclusions.
31. The test is based on an ipsative model of testing design, when the respondent has to make a "forced choice" between the most and least typical aspects of behavior among those listed. This approach is considered to be more effective in preventing falsifications or attitudes towards the social desirability of a response.
32. The "Russian Railways Business Profile" test is conducted by employees of the Corporate University, DTSOMP and other employees of HR departments agreed by the HR Department and trained in the application of this test.
It is allowed for an employee to pass the Russian Railways Business Profile test at his workplace, subject to a preliminary briefing by the responsible employee.
33. The test is used:
when selecting candidates for appointment to the positions of managers of the 2nd and 3rd levels of posts;
when selecting managers of the 2nd and 3rd levels of positions and employees to the youth reserve to the base reserve;
when carrying out complex assessment activities as one of the assessment tools (for example, within the framework of a system of uniform corporate requirements);
when selecting promising young professionals and planning their further development;
when hiring young professionals;
when sending managers and specialists of the 2nd, 3rd and 4th levels of positions for training, internships;
when evaluating personnel for solving urgent problems.
34. The most effective use of this test is to select employees with high and low results. For a more accurate differentiation, a combination of testing with an interview or other assessment methods, such as a 360-degree assessment, is recommended.
35. An assessment using the Russian Railways Business Profile test is carried out no more than once a year.
36. Based on the results of passing the Russian Railways Business Profile test, it is advisable to conduct an additional interview with employees who have grades of 0.5 points in two or more competencies due to the increasing likelihood of insufficient performance.
VII. Applying 360 Degree Evaluation
37. Method 360 degrees - a form of assessment based on a survey of opinions of reference (significant) persons from the working environment of a person about the level of development of his corporate competencies.
The test results reflect the opinion of a significant environment on the degree of development of the employee's corporate competencies and have higher values than when assessed by independent experts or automated tools.
It is inappropriate to directly identify the test results with the results of other methods.
38. Conducting a 360-degree assessment is organized and controlled by the employees of the personnel management units with methodological support by the employees of the DCMC.
39. The method is used:
when conducting complex assessment activities as one of the assessment tools (for example, within the framework of a system of uniform corporate requirements) for all levels of positions;
when planning activities for the development of employees (formation individual plans development, planning the development of corporate competencies, preparation for certification).
40. It is not advisable to conduct a 360-degree assessment more often than once every 6 months.
Head of department
personnel management
A.A. Nagralyan
Application
Position levels in the Corporate Competence Model
JSC "Russian Railways"
Level │
positions │ Composition of groups
│- President of Russian Railways
│- vice-presidents of Russian Railways
│- Chief Accountant JSC "Russian Railways"
│- heads and deputy heads
│divisions of the management apparatus of Russian Railways
│- heads and deputy heads of branches and
│structural divisions of Russian Railways, SDCs
Level 1 │- heads and deputy heads of structural
│ (including regional) subdivisions of branches of OJSC
│RZD, SDC
│ - heads of services (departments, self. departments)
│branches, structural subdivisions of Russian Railways, SDCs
│- heads and deputy heads of regional
│centers of structural subdivisions and subdivisions
│OJSC Russian Railways
─────────────────┼────────────────────────────────────────────────────────
│ (sectors) of divisions of the management apparatus of Russian Railways
│ - deputy heads of services (departments, self.
│departments) of branches, structural divisions of Russian Railways,
│SDC
│- heads and deputy heads of departments
Level 2 │ (sectors) of branches, structural divisions of OJSC
│RZD, SDC
│- heads and deputy heads of departments
│ (sectors) of structural subdivisions of branches of OJSC
│RZD, SDC
│- heads and deputy heads of structural
│ subdivisions of structural subdivisions of branches of OJSC
│"Russian Railways" (linear enterprises)
─────────────────┼────────────────────────────────────────────────────────
│- heads and deputy heads of departments
Newth staff development tool
Anton Nagralyan, Head of the Human Resources Department of Russian Railways
Ob featuresorganizations and conducting corporate certification at Russian Railways, says Anton Nagralyan, Head of the Human Resources Department.
Culture of dialogue
– Anton Alexandrovich, corporate certification of employees at Russian Railways has been carried out before. What are the differences of the new system and what are its advantages?
- Until now, corporate certification has been mainly a control tool, and in general it was aimed at identifying those who do not correspond to their position, do not cope with their job duties, and draw appropriate conclusions. It was a traditional tool for our company, through which several generations of railway workers have passed.
But times are changing, working conditions are changing, the tasks of the company are changing. The modern transport and logistics market dictates certain requirements for both personnel and personnel management. If a company is faced with the task of increasing work efficiency, then we need tools that will allow us to optimize the recruitment of personnel, including for leadership positions, and develop it based on production and market tasks.
Given this market context, we have changed the format of corporate certification and adjusted its objectives. Now corporate certification is not aimed at identifying those who do not correspond to the position they hold. Now it should be a tool for recruiting personnel, forming a personnel reserve for a company.research institute, one of the means of professional development of an employee.
Qualitative recommendations for the development of an employee can only be given if we conduct a detailed analysis of the performance of a specialist, analyze the indicators achieved by him, study all his decisions (both successful and unsuccessful), evaluate his corporate and professional competencies. Need a quality Feedback. Therefore, there will be no tests, questions, tasks at the certification. Corporate certification will now take place in a calm atmosphere in the form of a dialogue between a subordinate and a manager, during which a constructive discussion of the tasks facing both individual employee and to the company as a whole.
- What opportunities does this certification format open for employees?
- If we talk about the manager who conducts certification, then he gets the opportunity to adjust the work of his subordinates, to understand what needs to be done in general, so that the work in the area that is in his responsibility goes more efficiently.
As for the employee who is undergoing certification, he receives an exhaustive feedback from the manager about the quality of his work and can draw conclusions about what he needs to change, both in his work and, perhaps, in himself. He receives an assessment of his competencies and sees in which direction he needs to develop. Targeted, purposeful feedback given by the manager increases the motivation of the employee, aims him at achieving higher results.
– What is the importance of corporate certification for the company as a whole?
– Dialogue between the manager and the subordinate, which should take place within the framework ofconducting corporate certification is not limited to discussing and evaluating operational performance indicators. It suggests a wider context. We are talking about the goals that stand before the company, and before the unit, and before the employee. As a result, each subordinate begins to better understand the tasks that the leader sets before him. In turn, the company gets more loyal and involved in the decision corporate tasks employee.
DistinguishI'm newtoaboutRPaboutRatandinnaboutthattestationand from other formsattestations
Individual interview with immediate supervisor
Full-time
Dialogue using constructive feedback
Unified evaluation criteria
Comprehensive assessment
– Could you tell us more about the certification procedure?
– As I already mentioned, certification takes place in the form of an interview, following which the manager evaluates the performance of the employee official duties. During the conversation, the topic of corporate competencies of the person being certified is necessarily touched upon, the employee himself must tell the manager how, in his opinion, he has developed certain competencies. When assessing the competencies of an employee, the manager should rely, among other things, on the results of testing the interviewee at the Corporate University or by specialists from the Center for Medical and Interventional Services (assessment center methods, Russian Railways Business Profile, Business IQ, etc.). These results will allow the manager to avoid subjectivity in their assessments.
– There are fears that a manager may not be completely objective when assessing the corporate competencies of his subordinate. How to avoid it?
– I think we have minimized the risks of subjectivity. A lot of work has been done with the managers who conduct certification. They understand what the certification is for, and I believe they will be as constructive and objective as possible in their assessments.
An important point is that leaders must be able to give feedback correctly. Emphasis on weaknesses subordinate - an extremely undesirable scenario during certification. The primary task of a manager who has begun to evaluate a subordinate is to create a positive atmosphere for discussion, set the subordinate up for work, for dialogue, and explain that the results of the certification are needed not by the management, but by the employee himself.
Finally, let's not forget that when deciding on the level of development of the person being certified, they are taken into account as reference materialla and objective data obtained at the Corporate University: all managers who undergo certification have an assessment of the level of development of corporate competencies.
- Can an employee disagree with the results of the certification and what should he do in this case?
- All criteria for assessing the effectiveness of an employee are indicated in the certification sheet. The head, putting this or that point, explains and tells why and from what the overall assessment was formed. In case of disagreement with the assessment, the employee has the right to apply to the certification commission with a request to review the results of corporate certification.
- Nevertheless, based on the results of corporate certification, can a mark “not certified” be issued and the procedure for dismissal due to inadequacy of the position be initiated?
- Based on the results of the certification, three grades can be issued: “certified” (corresponds to the position held), “certified with the condition of improving work” (corresponds to the position, but must follow the recommendations of the immediate supervisor), “not certified” (does not correspond to the position). In the latter case, the question of termination employment contract must be decided collectively by the attestation commission, strictly in accordance with Labor Code. Thus, the certified employee is protected from illegal or biased actions and actions of his manager during certification. I'll give you an example. Suppose there is initially no mutual understanding between the manager and the subordinate, and the manager, during the certification, deliberately makes a decision about the employee's inconsistency. However, he himself cannot fire this person. According to the rules, an appraised person who has received an assessment of inconsistency with the position held is nominated for re-certification by an attestation commission that has a higher rank than his head, and the decision of this attestation commission will have priority in determining the future fate of the employee. At the same time, if a particular leader has several cases of inconsistency in the positions occupied by his employees, and certifying commission at the same time, on the contrary, he recognizes their compliance with the position, then many questions will arise for the leader himself ...
cto not subject to corporate attestation?
Employees appointed by decision
Board of Directors of Russian Railways
Employees who have worked in their position for less than 1 year
Pregnant women
Women with children under 1 year of age
- In other words, corporate certification is not a tool for optimizing the number of personnel?
– Let me emphasize once again: the purpose of corporate certification is not to dismiss an employee, but to identify his professional potential and, ultimately, increase motivation for development and self-improvement. First of all, the leader himself should be interested in a quality assessment. At the same time, it is correct motivated employees can create a significant positive effect for the company as a whole. In addition, attestation makes it possible to rationally form a personnel reserve, since it is comprehensive assessment corporate competencies, existing knowledge, skills and potential gives a vision of where a particular specialist can be most in demand.
Phased implementation
– First of all, I would like to note that we have successfully implemented a pilot certification project at a number of training grounds of the Central Directorate of Traffic Control. Positive feedback was received from both managers and certified employees. In 2015, only the heads of Russian Railways (including branches) and their deputies will be certified. In total it is about 200 people. In 2016–2017 - heads of departments, leading and chief specialists. In accordance with the approved regulation, attestation will be carried out no more than once every three years.
– What are the prospects for this personnel management tool in the company?
– Certification will allow us to compile road map employee development. We will be able to see for which competencies we need to strengthen the work with managers. We will be able to make appropriate adjustments to the training programs of the Corporate University and develop new separate courses. Since all certification results will be entered into the database, we will be able to quickly process them and promptly provide targeted recommendations for the development of each employee. In the future, this system will work like this: a certified employee, along with the results of the certification, will receive a list of literature for study and a list of trainings that he is recommended to attend. Specific steps in the future will depend on what results we see in the certification sheets. At the same time, it is important that the emphasis will be placed not only on improving poorly developed skills. All competencies will require attention, we will have to maintain them at a certain level.
For employees with the status of a young specialist, corporate certification is carried out without making a decision on the suitability of the position. In this case, the purpose of certification is to determine the possibility of professional and career growth.
– Corporate certification will cover all company executives. How difficult is it to implement this tool on the scale of Russian Railways?
- We have done a lot preparatory work. When developing corporate attestation, we analyzed global corporate practices, took into account the peculiarities of our industry and our company. For example, in world practice there is no such thing as “feedback on the quality of interaction at the railway site”, but for us such a criterion is very relevant. I think we have created a tool that will work. To roll it out across the company, we have selected and trained about 140 experts to guide the implementation of corporate certification. They will work in directorates and at test sites, talk about how to properly organize the corporate certification process, prepare documents, conduct interviews, and prepare managers and candidates for it. We hope that the experts will be able to create a favorable mood, inform all those involved about the features of the upcoming procedure, and resolve all possible organizational difficulties.
InterviewedElena Ushkova
Universal complex test, our "hit of sales". Based on the data of the three most informative methods, he builds several types of reports on the results. Knowing what a person wants (motivation assessment), what he can (intelligence assessment) and what are the features of his character and personality, you can predict his potential success in various activities, as well as "translate" the obtained psychological data into the language of competencies, team roles , management styles. The result of such a translation is the "Business Report" and "Competence Report" of this methodology, which are convenient and understandable for both the HR specialist and the manager. Psychologists will benefit from the "Report for a Specialist", which reveals the structure of motivation, intelligence and personality of the respondent.
| | | (NEW) | | | | |Dear customers, in July 2019, the expected update of the Business Profile methodology was carried out.
In the process of improving this version of the "Business Profile", we have gone beyond the annual update of current methods, when a planned recalculation of test norms is performed, keys are checked, minor changes are made to instructions, and the like. Serious work was carried out to improve the reports of the methodology, to which we were prompted by feedback from customers. It is extremely important to us that "Business Profile", having exceptional measurement accuracy, has friendly reports for users and meets their expectations.
If you are currently using Business Profile 6, you can continue to use it until the end of 2019. Then, due to the lack of support for the test, we will disable it. The accumulated protocols will remain in your personal account and will be available for viewing.
We recommend that you activate the updated version of "Business Profile-7" now, unused licenses for "Business Profile-6" will be transferred to "Business Profile-7" - it's FREE. Contact your personal manager.
Read the article for details on what has changed.
All the most important things about the Business Profile test are collected in the presentation. Take a demo test
GENERAL CHARACTERISTICSThe main advantage of the Business Profile methodology is its complexity. The combination of personality, motivational and intellectual tests not only provides an opportunity for a comprehensive diagnosis of the respondent, but also allows you to make additional predictions based on a combination of results for individual factors. Thus, the complex combines:
The test is aimed at people with higher education, occupying or applying for positions of qualified performers or managers. TYPICAL TASKS
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STRUCTURE OF THE METHOD
The Business Profile complex consists of three main blocks:
An example of a task for the "Personality" block (test 11LF)
The first and third blocks are presented without time limit. The execution of the intellectual block is limited by time both for individual tasks (from 50 to 70 seconds per question) and for thematic scales (from 5 to 7 minutes per scale). The total testing time according to the "Business Profile" method is 60-80 minutes. There are no blank or unit testing capabilities.
PRESENTATION OF RESULTS
This methodology implements four types of presentation of test results: "Business report", "Report on competencies", "Report for a specialist" and "Report for a respondent".
BUSINESS REPORT (download sample report)
The report includes the following information:
1. Professional potential- general areas of work and specific activities to which the respondent should be involved, as well as activities that are not recommended for a person.
- Work with documents (tendency to work with documents: registration, maintenance, storage, etc.)
- Promotion (tendency to work with clients: sales of goods and services, negotiations, paid services)
- Analysis and planning (tendency to work involving the search, analysis and generalization of information, research, forecasting, etc.)
- Decision-making (a tendency to work related to reasonable decision-making, control over their implementation, organization of execution)
- Development (tendency to work related to the creation of new products and services)
- Process assurance (tendency to work reliably to support the activities of an office or enterprise: purchases, receiving calls, Maintenance etc.)
- Support (a propensity for integrative communication: teamwork, customer support, training, etc.)
- Control, audit (tendency to work related to the control of the work of other people in various areas)
- Production and technology (tendency to work in the field of production, technology for creating a product or service)
This information is presented in the form of a graphical profile and provided with textual interpretations.
2. Team Behavior Prediction- a forecast of conflict with a description of behavior patterns in a conflict situation and the command roles most characteristic of the respondent.
Block "Prognosis of conflict" evaluates the potential conflict of the respondent (in three gradations: low / medium / high), as well as a description of the typical style of behavior in a conflict situation.
The "Team roles" block assesses the degree of similarity of the respondent with nine main team roles (according to the theory of R.M. Belbin). Description of team roles:
Idea's generator
- Functions: solving complex problems, generating original ideas.
- Qualities: imagination, originality, independence, high intelligence.
- Disadvantages: ignoring the details and difficulties of practical implementation.
Resource Explorer
- Functions: exploring opportunities, establishing external contacts.
- Qualities: sociability, optimism, curiosity, flexibility, enthusiasm, openness.
- Disadvantages: quick loss of interest in the business started.
Specialist
- Functions: bringing knowledge and experience on the problem.
- Qualities: organization, dedication, independence, curiosity.
- Disadvantages: narrow specialization, rarely interested in the affairs of others.
Analyst
- Functions: consideration of all options, making accurate, measured and impartial judgments, choosing the best alternative.
- Qualities: prudence, insight, strategic thinking.
- Weaknesses: Lacks drive and inspiration, slow to make decisions, critical.
Coordinator
- Functions: clarification of work objectives, promotion of decision-making, organization of the process and setting deadlines, division of tasks.
- Qualities: organization, confidence, maturity, willingness to delegate.
- Disadvantages: can sometimes overdelegate, shifting to others, including his responsibilities.
motivator
- Functions: bringing drive and courage, overcoming difficulties and ensuring progress, motivating others to get the job done, willingness to lead.
- Qualities: result orientation, courage, dynamism, assertiveness.
- Disadvantages: does not consider the interests of others, may hurt their feelings.
Soul of the team
- Functions: support and care, stress relief, building relationships, "blurring" team processes.
- Qualities: cooperativeness, gentleness, politeness, receptivity and diplomacy.
- Weaknesses: indecision in crisis situations, easily influenced by others.
Implementer
- Functions: translating ideas and solutions into practical actions.
- Qualities: discipline, reliability, conservatism, efficiency.
- Disadvantages: inflexibility, slow response to new opportunities.
Controller
- Functions: bringing cases to full completion, identifying errors, omissions and shortcomings, correcting them.
- Qualities: accuracy, striving for high standards, focus on deadlines, attention to detail.
- Weaknesses: Excessive anxiety and pickiness towards others, difficult to delegate authority.
3. Management styles- description of leadership styles close to and unusual for the respondent. The selected styles are based on the classification of Itzhak Adizes.
Manufacturer
- Functions: defines what should be done to solve the problem. Ensures the performance of work and the production of results at any cost. Helps the organization to be effective in the short term.
- Qualities: focused on achieving results, hardworking, active, hardy, pragmatic.
- Weaknesses: Prone to workaholism, can be impatient and fussy, actively doing things without concern for efficiency, substituting quality for quantity, ignoring other people's feelings.
Administrator
- Functions: coordinates and distributes responsibilities, monitors and controls the execution process. Systematizes the work process and develops the necessary rules and procedures. Contributes to the effectiveness of the organization in the short term.
- Qualities: Attentive to detail, logical, methodical, organized, conservative, following the letter of the law.
- Disadvantages: prone to bureaucracy and formalism, can spend too much time on trifles, get stuck at the analysis stage without taking action, be inflexible and quarrelsome.
Entrepreneur
- Functions: determines the direction of development and develops a strategy for adapting the organization to a changing environment. Looking for opportunities and chances. Helps the organization to be effective in the long term.
- Qualities: prone to innovation, creative thinking, proactive, proactive, inspiring.
- Weaknesses: May be inconsistent, take on work at the last minute, disrupt established plans, rush through multiple opportunities.
Integrator
- Functions: maintains the atmosphere and builds a value system in the team, unites people, provides joint work in a team. Helps the organization to be effective in the long run.
- Qualities: friendly, sociable, supportive, sensitive to people.
- Weaknesses: May be evasive, accommodating, avoid conflict, focus on relationships to the detriment of the task at hand.
4. Motivation- a list of motivating and demotivating factors for the respondent.
COMPETENCE REPORT (download sample report)
When choosing the processing "Report on competencies", the program offers analytical conclusions about the severity of the respondent's potential to demonstrate 12 basic competencies. AT this case we are talking about the most universal competencies - behavioral factors that are significant for effective work in a variety of organizations and in a variety of positions. The assessed competencies are divided into 4 thematic blocks (NEW):
1. Emotional competencies
- Leadership- the ability to inspire and convince employees, to encourage them to work. The ability to generate interest and trust in people, which, in particular, ensures success in public speaking and meeting leadership, as well as in a situation of taking sole responsibility for a decision.
- Achievement motivation- initiative, focus on achieving high results with elements of risk, willingness to take on new cases, willingness to anticipate problems and offer solutions.
- Stress tolerance- the ability to maintain efficiency and stability of activity in conditions of difficulties, external pressure, danger.
2. Social competencies
- Customer orientation- the ability to retain a client and create conditions for long-term cooperation. Attention to the needs of the client and their timely satisfaction.
- Sociability- sociability, self-confidence, active position in communication, optimism.
- command- easy teamwork and effective interaction with colleagues to achieve a common goal. Taking responsibility for the performance of the entire group.
3. Volitional competencies
- organization- the ability to effectively organize activities: the ability to break the task into stages, predict the timing and resources, implement necessary control for the execution of the work.
- normativity- the tendency of an employee to behave in accordance with the rules and regulations, including those established by a particular organization: financial, information security, as well as corporate etiquette and subordination rules.
- A responsibility(NEW) - the tendency to follow duty, make independent decisions, persevere in achieving the goal, be responsible for fulfilling the obligations assumed, cope with the consequences of one's own wrong actions and adhere to generally accepted moral norms and rules in behavior.
4. Cognitive competencies
- Innovation- the ability to easily adapt to changes, promote the introduction of new technologies, the ability to independently offer new original solutions to pressing issues.
- Comprehensive problem solving- the ability to systematically analyze the situation, taking into account many conditions, and choose the best solution; breadth, structured coverage of the task; the ability to anticipate possible problems and develop measures to prevent them.
- The desire for self-development- the desire for self-learning and self-education, orientation to obtaining and using new knowledge and skills.
Information about each competence contains not only a textual description of the level of its severity, but also lists of psychological qualities that help and hinder its manifestation in behavior.
REPORT FOR A SPECIALIST (download sample report)
This report consists of blocks:
- Results profile. Visual display of the respondent's results on the scales of three test blocks in stans - normalized standard scores (from 1 to 10, with an average of 5.5 and a standard deviation of 2).
- . A list of professions with representatives of which the respondent is most similar in terms of their psychological characteristics, and the corresponding coefficient of similarity. The list of professions is proposed on the basis of a comparison of the individual psychological profile of the respondent with "reference" profiles of representatives of various professions, created by experts on the basis of professiograms. "Reference" representatives of various professions are successful and satisfied workers. Ability and personal qualities Rather, they reflect suitability, and motives reflect the ability to follow one's needs and interests. By default, the display of the table of similar professions in the report is disabled. You can enable the "Recommended Professions" block in the test settings.
- Description of results. A textual description of the scale values for the evaluator and/or decision maker.
REPORT FOR RESPONDENT (download sample report)
Its structure is similar to the "Report for a specialist" and contains:
- Results profile. Visual display of the respondent's results on the scales of three test blocks in stans - normalized standard scores (from 1 to 10).
- Recommended professions (optional). This block is similar in content to the same block of the "Report for a specialist". By default, the display of the table of similar professions in the report is disabled. You can enable the "Recommended Professions" block in the test settings.
- Description of results. A textual description of the results obtained, focused on feedback for the testee.
- Development Recommendations(NEW) . Based on the analysis of the respondent's personal characteristics, he is offered recommendations for achieving psychological harmony and increasing life satisfaction, some books on the topic and links to useful resources for self-development are recommended for reading.
HISTORY OF CREATION
The test was created on the basis of subtests that have proven themselves in measuring the parameters of the motivational sphere, personality, and intelligence. The "Business Profile" complex was created in 2007 by a group of developers of the "Humanitarian Technologies" Laboratory under the leadership of A.G. Shmelev.
In this methodology, the scales related to the "Report for a specialist / respondent" are psychometric, and the scales and conclusions of the "Business Report" and the "Report on Competences" are expert (based on the model developed by the Laboratory specialists for the connection of basic psychometric scales with the forecast professional success and style characteristics of the respondent).
NEW The current (seventh) version of the test was released in 2019. The main changes affected the design and description of the results in the reports: the interpretation of the test scales in the "Report for a specialist" became closer to the business context. "Business Report" has been expanded more detailed information about team roles and management styles, a tabular format was implemented in all sections of the report. The composition of competencies in the "Report on competencies" was changed and divided into 4 groups: emotional, social, volitional and cognitive competencies. The "Respondent Report" has been updated with "Development Guidelines" to help the respondent better understand himself and find materials that will help him in his personal development.
The methodology has also been updated. Standardization sample - respondents who were tested in an examination situation in various companies (medium and large companies, public and commercial sector of various profiles). The sample size is 21370 people.
PSYCHOMETRIC PARAMETERS
"Business Profile" has a psychometric passport, which contains data on the reliability and validity of the scales, as well as the results of studies conducted in various companies using this methodology. Passport is available upon request of clients.
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TEST DESCRIPTIONThe test allows you to evaluate the intellectual coefficient (IQ). It is based on tasks that are as close as possible to the real tasks of employees modern organizations. Like the methods of D. Wexer or R. Amthauer, it makes it possible to build an intellectual profile of the respondent, to correlate the degree of development of individual mental abilities. The use of an extended bank of items significantly reduces the risk of disseminating information about test items and correct answers, which allows BusinessIQ to be used to conduct mass surveys in an organization. TYPICAL TASKS
STRUCTURE OF THE METHODThis version of the test consists of 289 items based on business material and repeating to a certain extent real tasks faced by professionals in their work. The respondent is presented with 84 tasks (out of a total bank of 289). In each task, the respondent must choose one correct answer from the 4 proposed answers. |
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An example (analogue) of a test task for the BusinessIQ test ("Calculations" block)
DEMO VERSION. You can see more examples of BusinessIQ test tasks for different scales. Please note: the link does not contain a test, but only examples of tasks to familiarize yourself with the testing procedure - your answers are not taken into account anywhere and the result is not calculated. There are no tasks presented in the public domain in real test BusinessIQ - they are only analogues of the existing ones.
The technique evaluates the following intellectual abilities
- calculations(mathematical intelligence, vision of patterns in numerical series);
- vocabulary(active vocabulary, ability to work effectively with texts);
- erudition(breadth of horizons);
- memory(ability to remember information, memory capacity);
- data processing(ability to process numerical and text information, current mental performance);
- spatial thinking(ability to work with graphs, diagrams, diagrams and drawings);
- abstract logic(the ability to analyze and synthesize, the ability to draw conclusions and draw conclusions);
- overall (average) score.
The time to complete the test tasks is limited - from 1.5 to 3 minutes per task, depending on the test scale. The average testing time is about 1.5 hours.
Attention! During the testing of computational abilities, the respondent is prohibited from using a calculator. The specificity of diagnosing such a function as memory requires organizational control over the testing process in the corresponding unit in order to avoid distortion of the results by the respondent (it is forbidden to use paper, pen, electronic notebooks, etc.). In the block for diagnosing the ability to abstract logic (the final block of testing), the respondent, on the contrary, is allowed to use paper and a pen.
PRESENTATION OF RESULTS
There are two report options:
business report;
for the respondent (soft feedback).
Each of them consists of:
- a graphical profile indicating the values of the factors;
- text messages-interpretation factors;
- tabular data that includes raw scores, walls, and percentiles (percentage of the standardization sample).
HISTORY OF CREATION
The current version of the BusinessIQ test was created in 2009-2010. by a team of authors of the Laboratory "Humanitarian Technologies": Altukhov V. V., Belorustsem A. S., Ivanova O. N., Presnova T. A. under scientific leadership prof. Shmeleva A. G. First of all, the authors were faced with the task of creating a test based on a new type of tasks, as close as possible in their content to the real intellectual activity of employees of modern organizations.
The BusinessIQ methodology is the heir to the tools that have proven their performance in the long-term practice of the Laboratory (these are intelligence tests TIPS, TYPE, CTO), and solves the problem of the face validity of its predecessors. Besides, in this technique added "Memory" scale.
The research version of the test included 148 tasks and was tested in several commercial organizations, as well as on the course of graduates of the Faculty of Management. We would like to thank the following for their assistance in collecting research data:
- Vladimir Anatolyevich Zhiltsov (Director of ANO " national center manager certification"),
- Alexander Sergeevich Komkov ("Binbank"),
- Evgeniya Nikolaevna Naumov, Mikhail Alexandrovich Filatov, Elena Sergeevna Mikhailova (Rosselkhozbank OJSC),
- Nikolai Aleksandrovich Tyurin (CJSC Russian Standard Bank).
PSYCHOMETRIC PARAMETERS
The final study of the internal consistency of the scales and the calculation of test norms were carried out on a sample of 411 people. Sample characteristics:
- Age: from 10 to 64 years (median - 30 years).
- Education: secondary special, incomplete higher, higher, there is a scientific degree.
- Gender: 104 men, 307 women.
The assessment of the reliability-stability of the test was carried out by re-testing. The correlation between results for a reliable test should be greater than 0.5 (at p=0.05).
EDUCATION
Test method training is available in the form distance course. It is also possible individual (or in small groups) face-to-face training according to the program of individual user support. A methodological guide has been developed, which is supplied free of charge to all users of the test.