Personnel performance evaluation as an effective method of business management. Cost-effectiveness of the recruitment system Criteria for the effectiveness of recruitment methods

To assess the effectiveness of the search and selection process for new employees, a number of quantitative indicators can be used that characterize the work of personnel who have started working in the organization:

The level of employee turnover, especially among new employees;

The share of employees who did not pass probation, of the total number of people hired;

Financial costs for ensuring the process of search and selection of personnel;

Violation level labor discipline among new employees (absenteeism, lateness, absence from the workplace, etc.);

The level of occupational injuries among new employees;

Efficiency of use of necessary materials, components;

The number of complaints from customers, consumers, suppliers due to the fault of new employees.

Additional information about the quality of the selection system used in the organization can be obtained from three sources: from the candidates themselves, from the employees of the organization and from the employees leaving. For this purpose, interviews, surveys, performance evaluation can be used.

It must be borne in mind that it is difficult to obtain reliable information from any one source or by evaluating any one indicator. For example, high values of the staff turnover rate may be due to the action of a number of factors that are not related to the personnel search and selection system.

The effectiveness of recruitment can be assessed partly immediately upon completion of this process, partly after a certain planned period of time. Immediately after the completion of the selection, the following can be assessed: 1) the compliance of the action plan for the selection and the actual set of measures in relation to the deadlines; 2) the degree of deviation of the actual costs of staff recruitment from planned indicators; 3) the general level of expenses for attracting one potential candidate; 4) the level of expenses for filling a vacancy, etc.

After a certain period of time, the effectiveness of recruitment can be assessed directly on the basis of an analysis of the activities of recruited specialists. This covers the following aspects:

The level of labor productivity of a hired specialist;

the proportion of employees who have not passed the probationary period;

the level of violations of labor discipline and corporate rules;

the level of staff turnover;

Information received (according to the principle feedback) from customers and suppliers when working with this specialist;

The level of equipment breakdowns, manufacturing defects, the quality of the use of components, etc.

An approximate assessment of the level of invited and hired workers is calculated as follows: KN \u003d (RC + PR + OR) : H,

KN - the quality of recruited workers,%

PR - Percentage of new hires promoted within one year

RR is the percentage of new employees remaining in employment after one year

H - total number indicators taken into account in the calculation.

With the completion of the last stage, the recruitment process formally ends. However, the results of the work carried out within its framework in the future will have a significant impact on other areas of personnel management.

CONCLUSION

The recruitment strategy is one of the important aspects personnel management systems at the enterprise. The choice of one or another selection strategy depends not only on the behavior of potential employees in the labor market and their education, but also on situational factors of the micro and macro environment of the enterprise, such as economic situation in the country, the competitive environment of the enterprise, legal regulation, demographic factors, etc.

Personnel is a special value of any organization. On the one hand, the staff defines goals and chooses methods to achieve these goals, and on the other hand, it is an important resource used by all organizations to achieve their own goals. The effectiveness of the entire organization depends on the work of all personnel and each individual employee.

When building a system for recruiting and selecting personnel, it is necessary to have a clear idea of the qualification and personal parameters that the desired employee must have. In addition, it is necessary to increase attention to the implementation of adaptation programs for a new employee, because Taking on a position is an essential part of the recruitment process. It is necessary to take into account personal psychological characteristics each candidate in order to improve the efficiency of the company by strengthening its cohesion, creating a team.

There are various methods of personnel selection - selection based on interviews, documents, testing, special procedures in "personnel assessment centers". The choice of a specific selection method is based on the scope, scope and goals of a particular organization. To date, there is no one optimal method of personnel selection and the organization must own the entire set of techniques for attracting candidates and use them depending on the specific task.

Continuous improvement of the system of recruitment and selection of personnel helps to increase the efficiency of each organization.

The process of selecting candidates and studying their suitability functional duties for a specific position includes:

1) initial acquaintance with applicants;
2) collection and processing of information about them according to a certain system;
3) assessment of qualities and drawing up reliable "portraits";
4) comparison of the actual qualities of applicants and the requirements of the position;
5) comparison of candidates for the same positions and selection of the most suitable ones;
6) appointment or approval of candidates for positions, conclusion of an employment contract with them;
7) verification of the effectiveness of their adaptation and work in the initial period.

It is advisable to have the rules for the selection and hiring of personnel in writing. They should include, for example, how and when to use a description of the requirements for applicants, information about the necessary steps at each stage of the selection, methods of obtaining additional information, methods of control, responsible persons.

At the preliminary stage of selection on the basis of the professiogram, the primary identification of candidates capable of performing the required functions takes place, the maximum narrowing of the circle of applicants and the formation of a reserve from them, with which more thorough work is carried out in the future. Its task is a comprehensive assessment of the candidate, focusing not on individual traits, but on the personality traits as a whole. The verification of the applicant is carried out using a detailed analysis of documents, general and targeted interviews, testing and a number of other methods.

Primary identification occurs by analyzing the documents of candidates (questionnaires, resumes, which are sent to many employers in the hope of a response, characteristics, recommendations) for their compliance with the organization's requirements for future employees. His methods depend on the budget, strategy, culture of the organization, the relative importance of the position. But with the help of evaluating documents, you can get a limited amount of information, and this is the main drawback of this method.

To facilitate the analysis, it is advisable for all applicants to offer a standard application form, including information about the name, age, education, work experience, and special items. The application can be combined with a questionnaire containing questions about previous work, salary, reasons for leaving, interests, entrepreneurial experience, teaching, scientific activity, participation in public organizations, awards, honorary titles, publications, as well as persons who can report something about the applicant.

In many US firms, an applicant for a position is invited to fill out a questionnaire at home, consisting of 14 blocks of questions of ten each, an application letter of up to 15 lines and submit photos in profile and full face. The questionnaire and the letter of application undergo a graphological examination in 238 parameters, and photographs - a physiognomic examination in 198. In addition, the style and nature of writing the application and answers to the questions of the questionnaire are carefully examined by psychologists, trying to determine the specifics of the author's personality.

As a result, a conclusion is made about the expediency of a personal meeting with the applicant. An invitation to it can be made in advance by phone, but must be confirmed in writing. Rules of good manners require to attach to the invitation a diagram of the location of the organization's office and personnel department.

Interview

Job interviews or interviews for hire are by far the most widely used

the selection method used. When hiring new employees, the organization usually has only documentary data about it. In this case, the conversation of representatives of the organization with the applicant is of great importance. Even non-managerial employees are rarely hired without at least one interview. It is best to conduct it to the future direct manager of the employee applying for the position. The selection of a high-ranking manager may require dozens of interviews that take several months. The interview is designed to clarify some business qualities candidate and personal acquaintance with him. First of all, the knowledge of the specialist in the case for which he undertakes should be clarified. The specific content of the knowledge test is determined by the description (qualification) of the workplace. It is checked how much the applicant understands the upcoming work (functions, technologies), knows technical means, which he will use. Some general recommendations for effective conversation are as follows:

Establishing mutual understanding with the candidate and providing him with the opportunity to feel free;
Concentration of attention during the entire interview on job requirements;
· Inadmissibility of assessment on the first impression;
· Preparing a set of structured questions to be asked of all applicants, with enough flexibility to explore other questions as they arise.

There are conversations formalized (strictly according to the scheme), poorly formalized and non-formalized. During any of them there is an exchange of information, usually in the form of questions and answers. The goal of almost any type of conversation is to get to know the applicant. However, these three types of conversation differ significantly in approach. During a conversation of a formalized type, the person conducting it does not deviate from the standard list of questions he has and notes the candidate's answers on a special form. Such an approach, as a rule, does not allow obtaining a sufficiently broad picture of the applicant, as it does not make it possible to adapt the course of the conversation to the applicant's answers.

When conducting a conversation of a weakly formalized type, there are only basic questions and, along with them, additional ones can be asked. This method allows for more flexibility than the first, but requires more skill from the interviewer.

When conducting a conversation according to an informal type, the person conducting it usually does not have pre-prepared questions. The conversation is conducted freely, depending on the situation and the nature of the applicant himself. Nevertheless, there are certain recommendations for conducting an interview of this type. This includes disallowing comments about the candidate's gender unless it has something to do with the job. It is unacceptable to ask questions related to race (about the color of skin, eyes, hair), injuries (how they were received and how serious they are), age, marital status and number of children (this becomes clear only after admission), height and weight, fitness to military service, be interested in the type of troops in which the candidate served, living conditions, and a criminal record. It is also prohibited to demand recommendations from religious organizations. In addition, there is a list of questions that should be asked with great care, these are questions about the deposit, the use of a pseudonym or middle name, religious beliefs, citizenship, membership in various clubs and societies. In general, the conversation is conducted quite freely. Here you need to try to call the candidate for frankness and carefully listen to his words.

A job interview is usually divided into three main parts: introductory, main and final. The opening part is about 15% of the time to create the atmosphere

mutual understanding. The survey usually begins with a topic of interest to both parties. At the same time, one should try to encourage the interviewee, avoid negative assessments and critical remarks, show friendliness and interest in the personality of the candidate as much as possible. The main goal of the main part of the conversation is to obtain information for assessing the applicant's qualities required for this position and making a decision. At the same time, it is desirable that the candidate speaks himself, and the interviewer listens carefully. In the final part, it is necessary to summarize and explain the further course of hiring. You should not end the conversation with a negative decision, it is recommended to notify the person about it later.

The sphere of HR is not left without attention, in particular, the desire to evaluate the effectiveness of recruitment. This question worries both managers of all levels and the HR specialists themselves, because we have to answer it. Let's try to figure out how well we select employees?

To evaluate the effectiveness of recruitment, several indicators can be distinguished. Analyzing each of them, we will consider related factors, which, in turn, will also help to judge the quality of the recruitment system as a whole.

1. Implementation of recruitment plans (recruitment of the planned number of employees at the scheduled time). This indicator is a target and in reality answers a number of questions.

The ideal situation is when the company has strategic planning, and the recruitment service has a clear plan for which and how many employees need to be involved in certain period time. Under such circumstances, it is enough to simply compare the plans and the result in fact, to give an objective assessment of the implementation of the plans.

If the company does not practice planning, you can use the indicator of time spent on the selection of one candidate.

In situations where plans are not implemented on time or it takes a lot of time to search for one candidate, you will have to resort to more subjective assessments, affecting related factors:

a) How realistic are the goals set for the recruiter and the time frame in which the vacancy needs to be filled?

To carry out a high-quality selection of a candidate for the position of secretary, it may not take much time. For example, if the company already has a good base of candidates' resumes, it can take from three days to two weeks. In order to select, for example, the editor-in-chief of a new publication, it is necessary to allocate a little more time. The higher the position for which we select a candidate, the more time should be allocated to it.

b) Does the recruiter have a clear understanding of who, in fact, he is looking for?

it typical problem both for the internal recruitment service and for external recruiters. A simple list of requirements for a candidate is unlikely to help you select a qualified specialist. The recruiter must have a clear idea of the candidate he is looking for, and this is simply unrealistic without the use of such tools as the position profile, a detailed application form for selection and an interview with the line manager.

It is important to remember here that the personnel service plays an expert role in the selection process, where people have special knowledge and skills to carry out search and selection procedures. And the line manager should take the leading position in the selection of personnel.

c) Are the requirements for candidates realistic?

Working with the above tools, we must understand how real and simple it is to find a secretary with knowledge of 1C or a specialist with a specialized education and many years of experience.

d) What about the recruitment budget?

Obviously, the recruiter knows best and feels the "staff shortage" that our country is experiencing. This year, for the first time, companies began to spend huge budgets on television advertising in order to present themselves as a good employer. Nothing more than a "staff shortage" has given rise to this trend.

Therefore, it is very important to be able to fill complex vacancies, for example, to select narrow specialists or those who are few in the country, with the help of at least external recruiting, and, if necessary, a good headhunter.

2. General turnover rate

Staff turnover is a big problem for many companies today. From a recruiting point of view, turnover is probably not the most important indicator, but it can still be used to evaluate the effectiveness of the selection.

To calculate the overall staff turnover in the company, I propose to use the formula that determines the CT - the turnover rate:

(CT) = (Number of quitters per month, total number of employees in the middle of the month) * 100

If 25 people left the company in a month, while the number in the middle of the month was 500, then the staff turnover rate in the company for the month was 5%.

There is also a way to calculate churn, which will display only those exits that could have been avoided (AND). That is, from the total number of those who quit (KU), we will subtract those that are inevitable (NI): going on maternity leave, moving to family circumstances and others. The formula will look like:

(I) \u003d (KU - NI) C * 100

where C is the total number of employees in the middle of the month. For example, if out of 25 employees (KU) there were 5 (NI), at C 500, then the turnover for departures that could have been avoided is equal to:

(I) \u003d (KU - NI) C * 100

Using this formula, you can take into account the planned staff turnover, a certain level which the company can take as its norm.

When using employee turnover to evaluate recruiting performance, it is important to realize that quantity is not the only factor to consider. The qualitative characteristics of employees leaving the company are also important. If a “weak” employee leaves the company, experts call this functional turnover, which, in fact, can be a positive event for the company. After all, the cost of maintaining an unproductive employee is sometimes higher than the cost of selecting and training a new, more efficient employee.

3. Staff turnover rate among employees who have worked in the company for 1 month/six months/year

I propose to consider these indicators separately from the overall turnover. From personal experience I can say that by working with this data, you can very quickly diagnose the problem in the selection. And, it seems to me, these indicators are the best evidence of the effectiveness of the recruitment system as a whole. It is necessary to consider and take into account the dismissal at the initiative of the organization and at the initiative of the employee.

For example, within one month, eight new employees were hired in different departments of the company. Two weeks later one of them left, and a week later the second one was fired. Thus, in a month, out of eight, six new employees remained. "Leaving" was 25%. This indicator, like all the previous ones, must be considered in dynamics, since there is always a place for chance.

Highly important information you will get by studying such indicators not only for the company as a whole, but also for departments. It is almost unrealistic that the overall indicator coincided with the indicator of individual divisions. I know from my practice that there is always a department where the issue of turnover is more acute. By examining the problem and solving it (whether the problem is solved again becomes apparent through the analysis of turnover dynamics by department), you will most likely help improve not only the recruitment performance indicator, but also the efficiency of several other business processes in the organization. The reason for employee turnover can be several common problems in recruiting:

a) The employee started working, and already in the first month of work, the line manager complains that the person does not have all the necessary knowledge and skills.

In such cases, it is necessary to evaluate the instruments used in the selection procedure. How exactly do you rate necessary knowledge and skills? If you are using professional tests, just right to review their content. I recommend that after each case of such care, analyze the questions and tasks that assessed the professional knowledge and skills of the candidate. If such assessment takes place during the interview, it is necessary to review and develop the questions used.

b) The person did not get along with the team due to personal qualities.

Most likely, during the selection process, the personal qualities of the candidate were incorrectly assessed. And this does not mean at all that the problem is in the candidate. It's just that a person has not managed to merge into the accepted type of relationship, because he considers them unacceptable for himself.

It may also be that, due to the traditions, attitudes and stereotypes that a person has formed, the company and the candidate simply do not fit together.

Evaluation of personal qualities - very milestone selection. The main task of the personnel service is to see if the candidate can fit into a certain organizational culture. The recruiter, having worked in the company for some time, must “feel” which candidate is suitable for this position. Responsibility for selecting a new employee also lies with the head of the unit, who has the best idea of the relationships that have developed in the team and the people with whom the candidate may or may not be able to work. It is best to use intuition and experience for such an assessment.

c) In the first few weeks of work, there is growing dissatisfaction on the part of the employee due to the fact that the reality is different from what the candidate heard about his future work at the selection stages.

Most likely, the candidate was presented with facts that did not correspond to reality or were not clearly informed. This may relate to the schedule of the working day, the features of formalizing cooperation, financial agreements, the size of the "white" wages, learning prospects, career development and other factors. New employee learns about such moments during the first few weeks of work, and, of course, this does not contribute to his loyalty to the new employer.

Insufficient information provided to a real candidate at the selection stage, or incorrect information, disinformation (conscious or unintentional) are signs of poor-quality selection. Sometimes this may indicate that the recruiter himself does not have the information that needs to be provided to the candidate at the selection stage.

Well, if this approach is the accepted order of things in the organization, then, I think, the issue of the effectiveness of the selection of personnel should not be raised at all.

d) The reason for the employee's departure in the first month of work may be the inexperience or even incompetence of the line manager himself, who was initially involved in creating the position profile, and later in the final selection of the candidate. Then it's just the right time to work with this manager in the field of training and development. In fact, the problem of poor preparation of line management is relevant today for many companies. Even due to the fact that professional management, as it is known foreign companies, in Ukraine is still very young.

The study of the monthly dynamics of such turnover in comparison with similar indicators for the previous six months and a year can also provide an answer to a number of questions. The reasons why a person leaves the company after "having stayed" in it for a month or six months will most likely be completely different. Here, in my opinion, there is a question of a deeper assessment of the effectiveness of selection.

When we consider a candidate for a position, we evaluate the business and professional quality as well as motivation. I believe that if a person left the company after six months or a year, this may mean that his motivation was incorrectly established at the selection stage. Why did the person seek new job?

If the reason for moving to a new job was dissatisfaction with the salary, then at the next new opportunity earn even more than you have in the company, such an employee is likely to change jobs again.

If the candidate really wanted career growth, and the position to which he moved did not turn out to be such in reality, the person will continue to look for an opportunity to work in a higher position.

Or maybe a person just needs another entry in the resume, and he uses work in your company as a “stepping stone” on the way to achieving his own goals?

You can determine the true motivation of a candidate with the help of a series of questions that I ask the applicant during the interview. Why did the candidate leave the previous job, and why is he leaving the current one? In about 80% of cases, the answers about all previous departures will be the same: “I want to earn more, I want to develop professionally, there is no career growth opportunity.” Believe me, if you cannot provide what the candidate in the previous position lacked, then it is better not to hire him. The reason for leaving you will be the same as in other cases. Demand must match supply. By the way, such a conversation helps to establish how a person gets along with the team, whether he is in conflict.

Do not hire a candidate without establishing his true motivation.

4. The indicator of the ratio of growth in search and selection costs to profit growth

An excellent indicator. Today, more and more companies use a link to the achievement of goals or the ratio of achieved results to profit in the compensation system. Recruitment is an attraction to the company of a key resource of the organization, and the quality of the selected personnel will undoubtedly affect profits as a result. So, having tried to evaluate the effectiveness of recruitment, we touched on the evaluation of the work of several key business areas at once, which in the end will help to assess the "health" of the organization as a whole.

A number of quantitative measures can be used to evaluate the effectiveness of the search and selection process for new employees. indicators characterizing the work of the personnel who started working in the organization:

The level of employee turnover, especially among new employees;

The share of employees who have not passed the probationary period out of the total number of employees hired;

Financial costs for ensuring the process of search and selection of personnel;

The level of violations of labor discipline among new employees (absenteeism, lateness not agreed with the management, absence from the workplace, etc.);

The level of marriage and mistakes made by new employees;

Frequency of equipment breakdowns;

Efficiency of use of necessary materials, accessories;

The level of occupational injuries among new employees;

The number of complaints from customers, consumers, suppliers due to the fault of new employees.

Additional information about the quality of the personnel selection system used in the organization can be obtained from three sources: from the candidates themselves, from the employees of the organization and from those leaving. For this purpose, interviews, surveys, performance evaluation can be used.

The effectiveness of recruitment can be assessed partly immediately upon completion of this process, partly after a certain planned period of time.

Immediately after the selection is completed, the following can be assessed:

1) compliance of the action plan for the selection and the actual set of measures in relation to the deadlines;

2) the degree of deviation of the actual costs of staff recruitment from planned indicators;

3) the share of costs and attracted candidates based on each source of attraction;

4) the general level of expenses for attracting one potential candidate;

5) the level of expenses for filling a vacancy;

6) other evaluation parameters.

After a certain period of time, the effectiveness of recruitment can be assessed directly on the basis of an analysis of the activities of recruited specialists. This covers the following aspects:

the level of labor productivity of a hired specialist;

the proportion of employees who have not passed the probationary period;

the level of violations of labor discipline and corporate rules;

staff turnover rate;

information received (on the basis of feedback) from customers and suppliers when working with this specialist;

the level of equipment breakdowns, manufacturing defects, the quality of the use of components, etc.;

other evaluation parameters.

Approximate assessment of the level of invited and hired workers, which is calculated as follows:

KH \u003d (RK + PR + OR): H, where

KN - the quality of recruited workers,%

PR - Percentage of new hires promoted within one year

RR is the percentage of new employees remaining in employment after one year

N - the total number of indicators taken into account in the calculation.

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

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

Personnel performance evaluation as an effective method of business management. Cost-effectiveness of the recruitment system Criteria for the effectiveness of recruitment methods

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

Similar Documents