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The main goal of the HR manager is the formation of such a staff, the interaction of the company with which will be mutually beneficial.

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The employer will receive interested, qualified employees who are able to work efficiently and fruitfully, employees will receive opportunities for personal and financial growth.

Tasks and goals

In order for the best of the candidates to fill the vacant position, the personnel department conducts a selection process that includes several stages.

Revealing the degree of compliance of applicants with the stated requirements, they are evaluated according to the following parameters:

• level and profile of education;
• skills;
• experience in this field;
• personal qualities.

In the arsenal of HR specialists there are a lot of various methods of personnel assessment that study applicants from all sides.

Some are used everywhere, others - because of the complexity and high cost - only when selecting top managers.

Criteria

The methods used in the selection of candidates have a serious drawback - they are carried out by people. There is always a possibility that the subjective opinion of a company employee will affect the final result.

The manager may not like the appearance or manner of speaking of the applicant, and ceteris paribus, he will choose another candidate who is more attractive to him.

The main task of the employer is to minimize the impact human factor on the selection and evaluation process.

We can speak about the reliability of the data obtained only if a number of criteria are met:

• an integrated approach (not only the candidate’s compliance with the requirements of the position is assessed, but also the company’s ability to satisfy the specialist’s needs in terms of development and career growth);
• objectivity (no one's private opinions are taken into account);
• reliability (the result is not affected external factors, whether it be the weather, the mood or the well-being of any of the participants in the process, and repeated diagnostics are guaranteed to give the same results);
• predictability (the potential of the candidate is analyzed - what kind of work and at what level he is able and ready to perform);
• clarity of wording (selection criteria should be clear to all participants in the process);
• reliability (the actual level of skills and abilities is assessed).

Steps in the selection process

On the way to the coveted vacancy, applicants go through several tests.

stage number	Name	essence
1	preliminary	Held personnel service, line manager or - in small organizations- the director himself. Aimed at personal acquaintance with the candidate, clarification of his education and previous experience. May take the form of a telephone interview if there are too many applicants for a position.
2		Questionnaire to help obtain more complete information about applicants. It contains, among other things, questions about the functionality at the previous place of work, personal achievements, the reason for dismissal.
3		Tests can be used both to identify professional competencies, abilities and potential of a person, and to reveal some personality traits.
4	Interviewing	The interview can be structured and free. In the first case, questions are asked one after another according to a pre-planned plan. In the second, only the range of topics is defined, and communication personnel worker with the applicant is like a casual conversation.
5	Testing Recommendations	At this stage, a company representative contacts the people indicated in the candidate’s resume as recommenders and clarifies information about the applicant’s work experience, achievements and successes in the same place, and also collects feedback about him as a person.
6	Medical checkup ()	As a rule, candidates applying for a position with increased health requirements pass a medical examination.
7	Decision-making	The director compares the test results of candidates who have reached the last level and selects the one who is most suitable for this position.

The path from sending to making a decision is not always so long. In most cases, the verdict is announced after the interview.

The passage of all stages, as a rule, is provided only for the selection of personnel for senior positions in large companies.

Methods for evaluating candidates when applying for a job

Evaluation of candidates for employment is based on a set of the most popular methods.

Their use makes it possible to obtain the most accurate and objective information about applicants.

Tests

The method is popular, but ambiguous.

Personnel workers outline the circle of the most important personal and professional qualities of an employee for a particular position.

On their basis, several tests are selected that reveal these qualities.

Conditionally tests are divided into several categories:

• for aptitude;
• intellectual;
• personal.

Depending on what goals the HR specialist pursues, they are used separately or in combination.

Aptitude test

Determines the candidate's compliance with the requirements of the position and his ability to perform a particular activity.

The subject is asked to answer a series of questions regarding future work.

They help to establish the level of knowledge, knowledge of terminology, understanding of production processes.

Aptitude Assessment

This test is aimed at analyzing the general level of development of the applicant, as well as the characteristics of his memory, attention and intelligence.

In particular, the method reveals a person's ability to learn, master new skills and knowledge.

personality tests

This diagnostic evaluates non-intellectual manifestations of personality: will, motivation, emotions. Predicts possible behavior in different situations and features of interpersonal relationships.

The complexity of the tests is to correctly carry out the procedure and evaluate the results.

This should be done by a qualified psychologist-diagnostician. When interpreting the data received, he focuses not only on the candidate's answers, but also on his behavior during the testing process: how quickly he works, whether he asks for help, whether he easily adapts to new conditions.

Sometimes such observations give much more information about a person than a hundred questions.

Biography study

This method is based on the analysis life path candidate.

Sources of information can be both a resume and a questionnaire, as well as former colleagues. The analysis takes into account everything: frequent job changes, large gaps between dismissal and employment in a new place, reasons for leaving the previous employer.

If in work book Applicant fresh entries appear every six months - it is obvious that he will not stay in this company for a long time.

In this case, management will give preference to a more permanent applicant.

Interview

Method business evaluation to get maximum information about professional qualities and experience of a person and draw a conclusion about his compliance with the requirements of the position.

The most popular subspecies is the case interview. The candidate is offered several real situations regarding the upcoming work, and is asked to tell how he would have acted in this or that case.

Example:

An angry customer calls - they did not bring the goods at the agreed time. The delivery date was coordinated by another employee who, in this moment absent. Your actions?

See another similar example of this assessment option in the video:

Analysis of responses provides a lot of information about business qualities person and demonstrates a probable model of his behavior in a non-standard situation, for example:

• the ability to respond quickly;
• stress tolerance;
• ability to resolve conflict;
• responsibility (whether he is ready to solve the problem himself or will shift the blame to an absent colleague).

It is not easy to study a person, because a person is an extremely complex object for analysis. In addition, the difficulty of such a study is due to the fact that a person, being the object of study, is able to analyze the actions and motives of the researcher himself, and build his behavior during meetings and conversations accordingly.

How can you explore the personality of an individual, using what methods and tools? To analyze such a complex object - the human personality - we need an equally complex tool, the role of which in the context under consideration can be played only by another person - the researcher. To date, there is a widespread misconception that a person's personality can be comprehensively studied with the help of special tests and by involving computer technologies in the study. However, a test is just a task, a test, this is how the word test is translated from English. In fact, the accuracy of the assessment of a human personality is determined by the ability of the researcher to draw clear, adequate conclusions based on observation of the behavior of the person being assessed during the conversation. The test is a set of certain tests, developed in turn by another person - the researcher and thus based on his subjective system of criteria for evaluating certain parameters and qualities of the subject.

Traditional tests aimed at studying different aspects of personality (Kettel's questionnaires, MMPI and the Sobchik L.N. questionnaire revised on the basis of the latter, Luscher's color test, etc.) evaluate the manifestation of certain psychological qualities of an individual. However psychological characteristics personalities are only an intermediate link between the person himself and the results of his activity, that which lies on the surface. Since the individual is a complex, multi-valued system, different sets of psychological qualities can give the same results in the activities of different people. In addition, after testing, it is necessary to translate the results obtained from the language of psychology into a language understandable to the manager. However, the main reason for the inconsistency of the approach, which consists in assessing a person’s abilities on the basis of his psychological characteristics, identified through testing, is that there is no and cannot be unambiguous evidence that a specific combination of psychological qualities of a person is reflected in a certain way on a person’s behavior and activities. . It is not without reason that psychologists argue that it takes many years of practice to become a good tester: evaluating an individual through testing is a task that requires the researcher to have considerable professional experience. The selection, training, "cultivation" of such specialists, in turn, leads to a significant complication of the assessment procedure and an increase in its cost.

The competency assessment method, which is fashionable today and is perceived by many personnel specialists as a panacea, is just another step towards improving the personality assessment procedure, and, unfortunately, is not yet able to provide tools for a comprehensive employee assessment. When applying an approach based on the assessment of competencies, i.e. behavioral manifestations, the intermediate link is not taken into account - the psychological characteristics of the individual. The researcher directly studies what needs to be assessed: performance, diligence, creativity of an employee, etc. However, this approach, unfortunately, does not completely eliminate subjectivity, because different people have different views on what diligence, creativity, subordination are. etc., and often the differences in understanding the behavior of other people are quite significant.

The question arises: “Is it possible to objectively evaluate another person with the help of subjective thinking?” As practice shows, it is possible: there are specialists who can correctly assess and predict the behavior of other people.

For the most accurate assessment of the candidate in the recruitment process, it is recommended to follow three rules.

Rule 1 It is necessary to evaluate not the psychological or other qualities of a person, but the behavior and results of his activity.

Rule 2 It is necessary to take into account not only the results of the candidate's work, but also the conditions in which he achieved results.

Rule 3 It must be remembered: it is not the test that evaluates. Only an experienced recruiter, a socially and psychologically mature person with rich experience, both professional and life, can give an accurate assessment of the existing results and a forecast of the future results of the candidate's activities.

Consider what methods can be used to evaluate a candidate. Journalists conducted* a survey of HR managers and expert consultants in order to determine the reliability and approximate cost of the most popular evaluation tools. Evaluation of a particular method was made on a ten-point scale, then the estimates were averaged.

Competency interview

The main advantages of the method are low cost and versatility: various modifications of evaluation interviews can be developed. For example, a leader can conduct conversations in narrow areas - behavioral or professional competencies, and evaluate performance. However, complex interviews are still the most popular, as a result of which evaluation sheets (questionnaires) are filled out. As a rule, the interview is conducted by the immediate supervisor of the employee; an HR manager may be present during the conversation. Reliability - 6.38 points.

Professional testing

The test is the simplest tool for determining the level professional qualifications employee (for example, there are tests for accountants, engineers, etc.). Tests aimed at identifying abilities are especially popular. Testing is convenient as an additional assessment technique: the information obtained is easy to process. The disadvantage of the method is that the test results may not give a complete picture of the individual. Most often, testing is used in combination with other methods, such as interviews. Reliability - 5.06 points.

MBO methods (outcome evaluation)

The MBO (Management By Objectives) evaluation system associated with the identification of key performance indicators (Key Performance Indicators, KPI) is becoming increasingly popular in Russia. The assessment is carried out according to the following scheme: at the beginning of the reporting period (year, half year, quarter, month), the manager, together with the subordinate employee, determines a set of goals that the latter needs to achieve. The results of the assessment, as a rule, are summed up during a conversation between a specialist and a direct supervisor.

The advantage of MBO methods lies in the transparency of the assessment system and the simplicity of measuring achievements. The disadvantage of this method, HR-managers consider indirect costs: it always takes a lot of working time of the certified to determine the goals. In addition, KPIs must be easily measurable, which requires significant financial and time costs for their development. If the business has a complex structure, highlight key indicators efficiency is extremely difficult. Reliability - 6.38 points.

Case Methods

In order to determine the ability of an employee to solve specific tasks develop a set of cases. So, during the assessment at Sberbank, employees had to answer the question “What should I do if the client makes a row?” It was necessary to describe the algorithm of actions in the given situation step by step: “I smile, then I propose a solution to the problem”, etc. To get a rating of “five”, it was necessary to correctly name five mandatory actions. The results of applying this technique provide a fairly complete picture of the professional and personal qualities of a person.

The disadvantage of this technology is the need to constantly update cases, because if this is not done, the correct answers will quickly become known to all employees. In addition, the ability of an employee to tell how to act in certain circumstances does not guarantee that in a real similar situation he will behave exactly as described. Reliability - 6.25 points.

Personality Questionnaires

Unlike tests aimed at determining abilities, personality questionnaires allow you to get a complete picture of the personality. Often, the information obtained as a result of filling out personality questionnaires becomes decisive in determining the prospects for the development of a specialist. However, according to experts, personality questionnaires are best used only as an additional assessment tool. When applying this technique, difficulties often arise: firstly, some candidates are so far-sighted that they easily calculate the optimal, “correct” answer; secondly, the applicant may have an internal predisposition to a certain activity, revealed during the application of the methodology of personality questionnaires, but this predisposition is often not supported by real skills. In this regard, the results obtained during the use of this method must be verified using other methods. Reliability - 4.13 points.

Assessment Center

This is a complex method that includes several assessment procedures at once: testing, interviews, role-playing games. Assessment Center is one of the most effective tools in the arsenal of an HR manager: the adequacy of assessing employees by this method by specialists is practically not questioned.

The use of assessment center technology is expensive, and therefore this method is elitist: it is used, as a rule, when evaluating middle managers. Reliability - 8.33 points.

According to the author, from the point of view of both reliability and the cost of the assessment procedure, which affects the overall cost of recruiting, the following assessment tools are the most optimal, which the author recommends to recruiters to use in their work:

• interview:
• by competencies;
• personal;
• business interview;
• professional tests;
• analogue of the MVO methodology;
• case methodologies;
• checking recommendations.

Among the assessment methods used in the selection of personnel, the author deliberately did not indicate the technology of the assessment center. Let's consider this method in more detail.

Assessment is a method of assessing the potential of a specialist / manager. Today, this term is used somewhat more broadly, denoting the procedure for assessing not only the potential of an employee, but his motivation for work and suitability for his position.

Assessment Center is a complex procedure implemented by a group of qualified experts and includes:

business stimulation;

interview;

ability testing.

As a result of applying this method, the experts form an opinion about the level of development of the studied competencies of the participants. The assessment center lasts 3 days for a group of 10 assessees.

On the first day or in the first 1.5 working days - depending on the total number of competencies assessed - business games are held. Ideally, 6-8 competencies should be assessed, in which case the business games will take 1 day.

For a group of ten people, the participation of five experts is required: one observer for two participants and one facilitator for the entire group. On the second day, individual interviews are conducted. The third day is allotted for writing a report and agreeing on an assessment between all experts.

The features of the assessment center method are as follows.

It is necessary to have standard profiles or specialists capable of developing them in accordance with the requirements of a particular customer.

It requires a group of qualified expert observers, as well as a project manager.

Today in Russia, recruiters more often evaluate candidates using the above five procedures when selecting personnel, rather than using the technology of an assessment center. These five methods allow you to evaluate an employee with acceptable accuracy, while their use is cheaper, and the procedures themselves take less time than conducting an assessment center.

For the competent conduct of the assessment procedure, it is necessary to have a profile of professional and personal competencies of the candidate. When selecting lower-level employees, if the profile is developed and the indicators are well understood, it is relatively easy to evaluate.

When selecting top-level personnel, only the profile of professional competencies is not enough. In this case, the most important qualities that require evaluation are business competencies: deep motivation for work, stress resistance in critical (emergency) situations and in relation to the dishonest behavior of subordinates, understanding of market development, the ability to understand the organization's business processes and attitude towards owners.

As practice shows, the most effective and convenient recruiting tool should be called the methodology professional interview , the most optimal in terms of the ratio of "reliability - labor intensity". A professional interview cannot be short and superficial. Its duration is determined by the level of the position for which the employee is selected, and the experience of the interviewer. Depending on the position, a professional interview may include:

competency-based interviews (accordingly, the applicant is asked questions such as “Please tell us how you meet visitors?”, “Tell me, how exactly did you organize the work of your subordinates?”, etc.);

evaluation of the results of activities at previous places of work - an analogue of the MBO method (the candidate is asked questions like “What kind of results did you manage to achieve while working in the position ...?”, etc.);

case methodology (questions such as "What will you do in a situation ...?", etc. are asked).

If the candidate is promising, then he goes through several interviews. At the first stage, the compliance of what is written in the applicant's questionnaire with reality is checked. Even an inexperienced recruiter can conduct such an interview. Then comes the competency and personality interview, which should be conducted by a recruiter with a wealth of experience. And only after that a business interview is conducted, aimed at understanding the attitude of the candidate to the company, his career, the owners of the enterprise. A business interview should be conducted by the most experienced interviewer - a headhunter, head of the recruitment department.

Let's dwell on the question of how long the interview should last. Of course, the specific duration of the conversation with the candidate is determined by the position for which the selection is carried out, but it is worth noting that the interview cannot be shorter than 45 minutes in total. When selecting middle managers, the total interview time with a candidate is from 2 to 4 hours, when selecting top managers - from 4 to 8 hours.

Interview-assessment of managers and specialists of middle and senior levels is beyond the power of an ordinary employee of a recruitment agency or the company's HR service. An accurate and adequate assessment of managers and key specialists requires the participation of independent experts who know the specifics of the business and are able to conduct interviews at the VIP level. As interviewers in the course of a conversation with candidates for the positions of top managers, people who have their own experience of successfully running a business and evaluating managers and specialists can also act. Today, these are headhunters / partners from Executive Search companies, i.e. recruiting organizations specializing in the selection of top managers, or appraisers with many years of experience.

In addition, it is worth emphasizing the importance of receiving recommendations and feedback on the business qualities and performance of the candidate, which are essentially his assessment by direct supervisors at previous jobs. positive characteristic job seeker by former bosses provides extremely valuable information about the candidate for recruiters, because the ability to get along with management while maintaining high performance is the most important competency of a mature specialist. It is not worth wasting time on immature employees: the results do not compensate for the costs.

Unfortunately, this practice, despite its high efficiency, has received little distribution both among external recruiters and among customers in the independent recruitment process. The difficulty lies in the fact that those who give recommendations and feedback about a specialist, that is, his assessment, have no incentive to provide such information to third parties. In addition, companies today grow and develop very quickly, and therefore it has become even more difficult to give recommendations to employees: it is often not clear whether the business has achieved high efficiency as a result of the activities of the manager, or whether the success of the company is due to investment injections from the owners.

As for the peculiarities of conducting a recommendation interview, it is worth noting that the collection of recommendations should be carried out by the most experienced evaluators. In the case of an independent search for personnel by the customer company, recommendations about the applicant should be collected by his potential future manager after appropriate training or by the HR director.

Let's give two examples.

An example from an interview with Mikhail Bogdanov, head of the CONSORT personnel group:
“Recently, a consultant from one of the Russian recruitment agencies “tormented” me for 15 minutes on the phone about our former employee, whom they represented in a client company. I can say that the “interrogation” was worthy of the highest professional assessment, and from me alone the consultant received a significant part of the information he needed to make a confident decision.”

Case Study staffing company IMIKOR:
Supervisor project team was fascinated by one of the candidates: Intelligent, not inclined to change jobs too often, the programs of activities in the departments he supervised were excellent, the behavior in the interview was confident. Something was wrong with the managing partner of the firm. She called one of the executives at the juice company the candidate had recently left, and everything fell into place. The applicant was really smart and positive, but with an incredibly complex character. The consultant, understanding who the client needs, made the right choice after that.

Candidate Due Diligence (LE 2)

Many HR managers complain that recruiters do not vet candidates thoroughly enough. Of course, there are grounds for such conclusions, but do not forget that a recruitment agency is not a security service or an in-depth testing center equipped with all kinds of equipment.

The tendency to theft, betrayal, drug addiction or alcoholism in the applicant is not easy to identify. In any case, this kind of verification cannot be available to recruitment agencies working for a fee of 15-20%: the latter simply do not have enough financial resources to develop such a service.

The recruiter's task is to collect and then correctly interpret information not about the candidate's intentions, but about the real facts of his past, which are directly related to his performance. official duties in a potential future job. To accomplish this task, such measures as conducting professional interviews and collecting recommendations from former colleagues candidate. A deeper check of the past applicant and his real motives is no longer the task of a recruiter, but rather a private detective.
_____________
*Vyrkovsky A. The price of reliability // Secret of the firm. - 2004. - No. 46 (85).

At the present stage of economic development, the human resources ahead of its importance financial, material, technological and informational. To effectively use the human potential of the organization, it is necessary to correctly evaluate candidates during the selection. There are many methods and assessment systems that help unlock the potential of a future employee.

As you know, recruitment consists of several stages:

1. Planning for the need for personnel.
2. Evaluation of the position.
3. Search.
4. Evaluation of the candidate.
5. Making a hiring decision.

Of course, without the consistent passage of all these stages, a high-quality selection of employees cannot take place. However, in this article I would like to pay attention to the evaluation of the position and the evaluation of the candidate applying for this position.

Job evaluation

Evaluation of the position is carried out after data is received on the organization's need for personnel and, above all, on the duties that will have to be performed within the framework of this position. At the same time, it should be remembered that the assessment of positions is not an assessment of the employee holding this position. The sum of the qualities necessary to perform is assessed official duties.

Why is job appraisal necessary? First, it is necessary for "ordering" wages. Thanks to the principle of internal justice, it is possible to avoid an imbalance, a spread of salaries within the enterprise. Secondly, the assessment of positions helps to improve manageability. Each employee begins to understand: in order to receive more high salary, it is necessary to achieve that the work was appreciated more highly. This can be achieved by expanding job responsibilities, solving more complex problems, by increasing performance, that is, by taking on new projects and additional responsibilities.

Most job evaluation systems (e.g. grading) are based on two main evaluation methods - professiogram and competency models.

recruiting vocabulary. The professiogram is a generalized reference model of a successful specialist in this field.
The professiogram reflects the norms and requirements for types professional activity and personal qualities of the specialist.

The following types of professiograms are most often used in organizations.

Complex: the characteristics of labor are taken into account (social, technological, economic, medical and hygienic); the purpose, subject, method, criterion for evaluating the results, characteristics of the required qualifications, means, conditions, organization, labor intensity, types of danger, impact on the employee are indicated.

Analytical: not individual characteristics of the components of the profession and professionally important qualities are revealed, but generalized normative and morphological indicators of the structure of the profession and the psychological structure of professional activity. The difference between normative and psychological structure professional activity, as well as the psychological qualities of the employee.

Psychologically oriented: description of the external picture of labor, labor behavior(photo of the working day, timing, time dynamics of production activity, workplace, typical mistakes etc.) and the internal picture of labor (reactions of the personality, its integral formations - orientation, abilities, learning structures and experience, character, temperament, as well as mental states - intellectual, emotional, processes - will, attention, memory, thinking and psychomotor) .

Task-personal: the units of analysis of the profession are modules, and the basis of the modules is professional tasks, each of which is linked to professional and personal qualities. The composition of the profession module is a combination of a specific task of labor and the object of labor associated with it, conditions, actions, results with a number of psychological qualities of a person. The number of basic professional tasks will correspond to the number of modules.

The competency model differs from the professiogram in that in the course of its creation, we examine a successful employee, and not job description, we single out a set of competencies (personal qualities and abilities, professional knowledge and skills) that contribute to the successful performance of certain job duties. As a rule, the entire set of identified competencies is divided into corporate and individual, which, in turn, can be divided into managerial (or managerial), professional and technological.

Based on the professionally important qualities / competencies identified during the assessment of positions, it is possible to determine the methods, methods and even assessment systems that must be used in the selection of a candidate for a position.

Assessment Center

One of the assessment systems that can be used in personnel selection is the Assessment Center, which involves a comprehensive assessment of an employee in terms of competencies and, consequently, a more attentive attitude to his personal and professional qualities.

This procedure most often includes:
- an interview with an expert, during which data is collected about the knowledge and experience of the candidate;
- psychological, professional tests;
- brief presentation participant in front of experts and other participants;
- business game(under the guidance of an observer, a group of employees or candidates plays out a business situation according to a pre-prepared scenario);
- biographical survey;
- description of professional achievements;
- individual analysis of specific situations (business cases);
- expert supervision, based on the results of which recommendations are made for each employee.

This assessment system is very detailed, but also very costly, since a large number of different methods and techniques are used for its implementation, which significantly increases the requirements for the qualification of the "appraiser". In addition, to ensure the objectivity of the assessment, it is necessary that several people participate in the procedure. Therefore, in most companies this system used only in the selection of senior staff and management.

Almost all methods of personnel assessment can be divided into quantitative and qualitative.

Quantitative Methods

Quantitative methods can be characterized as formalized and massive. Formalization is expressed in the focus on the study of strictly defined analyzed variables, set in advance, and their quantitative measurement. The high level of formalization of quantitative methods is associated with their statistical processing.

The most common quantitative method is the questionnaire. In the process of questioning, a candidate for a vacancy is invited to answer in writing the questions presented in the form of a questionnaire. Due to the ease of use and processing, questionnaires can be used both separately and in combination with other assessment methods. According to the form, the questions of the questionnaire are divided into open, suggesting a free answer, and closed, the answer to which is to select one (or more) of several statements proposed in the questionnaire.

One of the types of surveys used to assess personnel are personality questionnaires - a class of psychodiagnostic methods designed to determine the degree of severity of certain personality traits in an individual. In form, they are lists of questions, while the answers of the subject are presented quantitatively. As a rule, with the help of this method, features of character, temperament, interpersonal relationships, motivational and emotional sphere are diagnosed. For this purpose, specific methods are used. We present the most popular of them.

Multifactorial Personality Questionnaires Designed to Describe Individual Personality Characteristics

Cattell Questionnaire (16-PF). The main factors are: the general level of intelligence, the level of development of the imagination, susceptibility to new radicalism, emotional stability, the degree of anxiety, the presence of internal tensions, the level of development of self-control, the degree of social normalization and organization, openness, isolation, courage, attitude towards people, the degree of dominance - subordination, dependence on the group, dynamism.

MMPI Questionnaire. The main scales include: somatization of anxiety, anxiety and depressive tendencies, repression of anxiety-causing factors, the realization of emotional tension in direct behavior, the severity of male / female character traits, rigidity of affect, fixation of anxiety and restrictive behavior, autism, denial of anxiety, hypomanic tendencies, social contacts.

FPI Questionnaire. Created primarily for applied research, taking into account the experience of building and using such well-known questionnaires as 16-PF, MMPI, FPI, etc. It is intended for diagnosing mental states and personality traits that are of paramount importance for the process of social, professional adaptation and regulation of behavior.

Leonhard's characterological questionnaire. Designed to identify the type of character accentuation, that is certain direction character. Accentuations are considered as an extreme version of the norm, which is their main difference from psychopathy - pathological personality disorders. The following types of personality accentuation are diagnosed: demonstrative, stuck, pedantic, excitable, hyperthymic, dysthymic, anxious-fearful, affective-exalted, emotive, cyclothymic.

Questionnaires of motivational features

Rean's Questionnaire. The motivation to achieve success and the motivation to avoid failure are diagnosed.

Pedantry test. Designed to diagnose the level of pedantry. On the one hand, pedantry is the desire to follow the accepted forms, jealous and stubborn observance of trifles, omission of the essence of the matter. On the other hand, pedantry is also manifested in diligence, responsibility, conscientious attitude to duties, rigor and accuracy, striving for the truth.

Mental Wellbeing Questionnaires

Assess the level of neuropsychic adaptation, anxiety, neuropsychic stability, neuroticism, social adaptation.
Methodology for determining stress resistance and social adaptation of Holmes and Rage: Doctors Holmes and Rage (USA) studied the dependence of diseases (including infectious diseases and injuries) on various stressful life events in more than five thousand patients. They came to the conclusion that mental and physical illnesses are usually preceded by certain major changes in a person's life. Based on their research, they compiled a scale in which each important life event corresponds to a certain number of points, depending on the degree of its stressfulness.

Heck and Hess method of rapid diagnostics of neurosis: preliminary and generalized diagnosis of the probability of neurosis.

Spielberger Reactive and Personal Anxiety Scale: revealing the level of personal and reactive anxiety. Personal anxiety is understood as a stable individual characteristic that reflects the employee's predisposition to anxiety and implies that he has a tendency to perceive a fairly wide range of situations as threatening, responding to each of them with a certain reaction.

Self-Attitude Questionnaires

They study the peculiarities of the employee's attitude towards himself.

Personal self-assessment methodology (Budassi): the level of self-esteem is determined (overestimated, underestimated or normal).

Stefanson's questionnaire: The advantage of the technique is that when working with it, the subject shows his individuality, the real "I", and not "correspondence / non-compliance" with statistical norms and the results of other people.

Temperament Questionnaires

Eysenck's personality questionnaire: aimed at diagnosing personality parameters, neuroticism and extraversion / introversion.

Questionnaire Strelhau: the strength of the processes of excitation, inhibition, mobility of nervous processes are diagnosed.

Value Questionnaires

They are used to study the value-semantic sphere of personality.

Rokeach test "Value Orientations": the technique is based on direct ranking of the list of values.

Emotional characteristics questionnaires

Test "Emotional burnout": the degree of psychological defense is revealed in the form emotional burnout (this technique especially relevant for employees involved in the field of interaction with people).

Scale for assessing the significance of emotions: the technique proposed by B.I. Dodonov, is aimed at identifying the emotional states of a person that give him pleasure.

Behavior Activity Tests

Methodology "Out of difficult life situations": the dominant way of solving life problems is determined.

It should be noted that many of the described methods were originally developed and used in clinical psychology and only then began to be used in enterprises for personnel assessment. However, most of these methodologies have not been sufficiently adapted to assess employees. In order to use them in organizations, a specialist with a sufficiently high level of knowledge in the field of psychology is needed.

Ability tests

Aptitude tests are another important method of personnel assessment. They are a specially selected standardized set of tasks that serves to assess the potential ability of a person to solve various problems. Any kind of intelligence test can be considered an ability test. To identify specific abilities, for example, for certain types of activities (medicine, technology, law, education, etc.), special tests are being developed. Perhaps the most common among the methods used in personnel assessment are those aimed at identifying the professional abilities of employees. The following are the most popular methods.

Amthauer Intelligence Structure Test: designed to determine the ability for abstract thinking, memory, spatial imagination, language sense, mathematical thinking, judgment formation, etc.

Guilford test: allows you to measure social intelligence, which is professionally important quality and allows predicting the success of the activities of teachers, psychologists, psychotherapists, journalists, managers, lawyers, investigators, doctors, politicians, businessmen.

Raven test: allows using progressive matrices not only to assess intelligence, but also to get an idea of ​​the employee's ability to systematized, systematic, methodical intellectual activity.
It should be noted that many of the known ability tests do not provide enough material to make predictions based on them. They provide limited information that needs to be supplemented with information obtained from other sources.

Qualitative Methods

As opposed to quantitative, qualitative research methods are singled out, which are informal and aimed at obtaining information through in-depth study of a small amount of material. One of the most commonly used methods is the interview.

Interview method is distinguished by strict organization and unequal functions of the interlocutors: the interviewer (the specialist who conducts the interview) asks questions to the respondent (the assessed employee), does not conduct an active dialogue with him, does not express his opinion and does not openly reveal his personal attitude to the questions asked and the answers of the subject. The task of the interviewer is to minimize his influence on the content of the respondent's answers and ensure a favorable atmosphere for communication. The purpose of the interview from the point of view of the interviewer is to get answers from the respondent to questions formulated in accordance with the objectives of the study (the qualities and characteristics of the person being assessed, the absence or presence of which must be identified).

Based on various parameters, it is customary to distinguish several types of interviews. The most used in the evaluation of personnel are the following.

Biographical interview focused on the past labor activity and style of the candidate. When conducting interviews, it is assumed that the behavior of the candidate in the past is an indicator of behavior in the future. Jobs are collected in reverse chronological order. The degree of importance of the current work of the employee for the organization and his competence in terms of compliance with the requirements for a particular position are assessed.
When conducting a biographical interview, it is important to ask the right questions and to observe the same conditions for all assessed. In practice, the questions come from "requirements for the employee", which lists the individual characteristics necessary for the successful performance of the job. The advantage of a biographical interview is that it gives the candidate the opportunity to express himself to the best of his ability. However, this same factor can cause bias in the assessment. The effectiveness of such an interview also depends on how correctly the questions relate to the job criteria.

behavioral interview contains a structured list of questions about experience or ability in specific areas or job-related criteria. These criteria are identified in the process of analysis, the subject of which was the work and behavior of successful employees. The main advantage of the behavioral approach is that it deals with the skills that are important to the job. On the other hand, such an interview can take a lot of time, as it is necessary to discuss all the important aspects of the work. In addition, due to the fact that the interview is focused on the process of carrying out certain work, it is easy to lose sight of important questions regarding the general vocational training candidate.

situational interview is based on the construction of certain situations and the proposal to the candidate to describe the model of his behavior or way out of this situation. In the evaluation process, the candidate tries to give socially desirable answers, that is, those that he considers socially correct. During the interview, it becomes possible to assess how these perceptions correspond to the values ​​of the organization, the accepted behavioral patterns, as well as the work that the applicant has to do.

Projective interview is based on a special construction of questions in such a way that the candidate evaluates not himself, but people in general or some character. Projective techniques are based on the fact that a person tends to endure his life experience and installations to interpret the actions of other people, as well as fictional situations. In a projective interview, an employee is less likely to give socially desirable responses. However, the process of conducting a projective interview is quite lengthy and the data obtained is difficult to process. In addition, the professional and personal qualities of the interviewer will have a significant impact on the result.

One of the main qualitative methods personnel evaluation is also a traditional analysis of documents. The analysis of documents means the transformation of the original form of the information contained in the documents into the form necessary for the personnel appraiser. In fact, this is nothing more than an interpretation of the content of the document, its interpretation. In the process of document analysis, resumes, references and cover letters, education documents (diplomas, certificates, qualification certificates), research and publicistic works, etc.

There are methods that contain features of both qualitative and quantitative methods. First of all, this applies to business cases.

Business case is a comprehensive description of the situation in which a real company once found itself. The case, as a rule, describes the external environment and internal environment companies and their changes over time. The events faced by managers, as well as their actions, are presented in the order in which they actually happened. But most importantly, the case formulates the problem that this or that employee of the company had to solve. The accuracy and fidelity of the choice of a typical working situation and the professionalism of the creators of the business case determine the reliability of the forecast when using this method. This method reveals the pragmatism of the candidate, and at the same time his creativity, the ability to make non-standard solutions.

In recent years, recruiting is increasingly used integrated approaches to the evaluation of candidates, including several techniques in order to minimize errors during the evaluation procedure. However, it is important not only to bring together several methods, but to combine them into a specific system focused on the tasks of the organization and, accordingly, on the criteria identified during the recruiting stages that precede the assessment of the candidate, primarily the assessment of positions.

Bibliography

1. Kapustina A.N. Multifactorial personality technique of R. Kettell. St. Petersburg: Speech, 2001.
2. Kvasyuk V.I. Analysis of the results of work with the Leonhard-Schmishek questionnaire [ Electronic resource]. Access mode: http://www.childpsy.ru/lib/articles/id/10464.php.
3. Practical psychodiagnostics. Methods and tests / Editor-compiler D.Ya. Raygorodov. Samara: BAHRAKH, 1998.
4. Psychological tests(for business people) / Comp. ON THE. Litvintsev. M., 1994.
5. Psychosomatics: Handbook of a practical psychologist. Moscow: Eksmo, 2005.

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  Personnel assessment is not a fashion, but an objective necessity when hiring new employees, considering candidates for promotion, reorganizing an enterprise, optimizing the management structure and choosing forms of motivation. Personnel assessment has always been carried out, but until recently there were no effective methods for this; I had to rely only on the subjective experience of the manager or personnel officer. But the conditions are changing, and the principles that have existed unshakably for many years have turned out to be ineffective, and a business based on a team built in this way is uncompetitive.

The use of assessment in recruitment allows you to accelerate the filling of vacancies, improve the quality of candidates coming to the company, and reduce the time required for a new employee to achieve competence. The latter is an expensive step that is little talked about. Each or almost each employee, having come to the company, can achieve competence. Only one needs 2 months for this, the other six months. And someone will never find himself in a new place. Staff turnover costs a company dearly, as does the time it takes to achieve competence. Evaluation in recruitment allows you to minimize the losses of the employer.

The following new trends in valuation can be identified:

1. Bringing the assessment to the on-line format. SHL's annual survey shows that more and more respondents are opting for remote on-line assessment. Due to the quality of psychometric assessment tools and their correct and technologically advanced packaging in online solutions, it is now possible to obtain such a quantity and quality of information that is comparable to the results of a face-to-face assessment.
2. Remote assessment of personnel. Bringing the assessment online is complemented by a trend towards providing candidates with access to the assessment from any geographic location at any time convenient for them. Progressive manufacturers of assessment tools offer tests that do not require administration, which the candidate can complete on their own. Needless to say, for Russia, with its distances, this is very important and allows companies to save huge money associated with travel.
3. Leaders increasingly understand the importance of evaluation. In turn, assessment tools take a step towards them. For example, SHL used to provide evaluation reports that could only be used by certified professionals. As a rule, these were HRs. They were forced to translate the content of the reports into a public language or retell them to the leaders. Now our reports are initially focused on the manager.
   This trend seems to be woven into another, more general trend of bringing the HR service closer to business. HR is starting to speak the language of business and focus on solving specific business problems. We are increasingly being approached with questions such as: “How to hire people who can grow to a certain level in a certain period of time?”, “How to reduce staff turnover by certain percentage? or “Will the incumbent management team strategically change the company's business? Qualitatively built according to all the laws of the genre, an assessment can provide answers to such questions. And HR-specialists will have the opportunity to calculate and demonstrate to the company's management the return on investment in the assessment.
4. On-line assessment using mobile devices. This is not a trend, but rather a theme of the future. While the request is small. But manufacturers have already begun to think in this direction. There are questionnaires that you can download from the Apple store, fill out and receive a development-oriented report. Perhaps in 5-7 years, mobile devices will be actively used in the evaluation. According to SHL research, only 7% of companies currently have technical capabilities to use mobile assessment. At the same time, a third of respondents would allow candidates to participate in the assessment through mobile devices, if such an opportunity existed.

Many companies consider often “unexpected” options for evaluating candidates. So, for example, some carry out graphological diagnostics.

A person's handwriting is very informative for the tasks of selecting and evaluating applicants for positions, when forming personnel reserve company, drawing up employee development plans. The specific task of graphological analysis is the assessment of trustworthiness, the definition of lies, which is a super-relevant task for the security service. Nowadays, more and more employers are turning their attention to handwriting analysis as an effective method of selecting candidates for open positions.

Graphological analysis is a method of diagnosing personality traits by handwriting. It allows you to study stable character traits, temperament, type of thinking and behavior, degree of frankness and self-control, internal aspirations, type of motivation (achievement / avoidance), social qualities, degree of maturity / infantilism, stress resistance, predictability and much more. To understand what is more important for a person: career ambitions, self-realization, relationships and assessment of society, or the material component and stability? Determine strengths and weak sides personality, optimal working conditions, field of activity.

The method of personality assessment by handwriting is convenient and easy to use. Only a handwriting sample is required from a person. Graph analysis is able to replace a battery of various evaluation methods, it eliminates the need to conduct numerous and long, as well as expensive tests, interviews, and trainings. The candidate will only need to write a small essay on paper with his own hand. By the way, the ability to read information about a person by handwriting is also useful for understanding clients, customers, business partners, as well as in everyday life and communication.

Another advantage of handwriting expertise is the possibility of remote evaluation. Handwriting sample can be sent by courier or in electronic format by mail to an expert graphologist. Its author may be in another city or even in another country, write in different languages, which will not interfere with the diagnostic process at all.

Also, a clear advantage of this method is the fact that it is impossible to prepare for graphological analysis. There are no correct answers here, just as there is no “correct handwriting”. Each position requires a certain stock of character, abilities, its own type of motivation. A handwriting expert determines the most suitable candidate for the specific requirements of the position, thereby implementing a subtle individual approach.

In the case when a person tries to "fake" or somehow correct his handwriting, the speed and immediacy of writing is reduced. Handwriting is not written, but drawn. Such artificial handwriting is immediately rejected by a specialist and the candidate has to write again in his real style.

When graphic analysis is carried out a comprehensive assessment of a person, the multifactorial nature of the method is the main advantage of this approach in diagnosing the personality of a candidate.

But what cannot be determined by handwriting are those things that do not depend on the psychological component: marital status, profession (you can determine the area of ​​\u200b\u200bactivity in which a person could reveal himself in the best way, but not guess who he is working now) longevity, future and so on. Handwriting shows the psychological content of the individual, its content, what is hidden inside and is of the greatest interest to the employer, and more obvious things (education, work experience in certain companies, marital status) can be found in the resume.

What competencies can a graphologist determine by handwriting? Energy, penetrating abilities, initiative, independence, ambition, style of activity, efficiency, effectiveness, employee development, mentoring, leadership, a systematic approach to work, planning, organizational skills, stress resistance, responsibility, maturity, degree of reliability, degree of psychological well-being (neuroticism, psycho-emotional and personality disorders), determination of trustworthiness and a lie detector by handwriting.

Significance of use integrated assessment to describe and identify the ideal candidate confirms new research from Target Training International (TTI). "Our work empirically proves that using a comprehensive assessment (multiple steps) for job profiling or selection is much more effective than just one method," said TTI Vice President Dr. Ron J. Bonnstetter. “This means that companies that use more than one valuation method save a lot of time, money and effort – because they are looking for the right people for the job.”

Previously, it was believed that one general study of behavior according to DISC is sufficient for the selection, retention and development of personnel exactly to the same extent as a comprehensive one. Using a multi-pronged assessment that includes observing people and analyzing more than one statistic at the same time, TTI analyzed a database of 176 serial entrepreneurs. The aim of the study was to determine which valuation method or combination of valuation methods is most effective in identifying serial entrepreneurs.

According to a study by the University of Michigan, an interview (interview) in the selection of personnel provides only 14% of reliability. At the same time, in 90% of cases, the decision on hiring is made only on the basis of an interview.

Assessment methods included DISC assessment, motivation factor analysis, and personality assessment. Separately, the DISC method allowed to correctly identify 60% of entrepreneurs, and the analysis of motivation factors - 59% of entrepreneurs. When they were used together, the accuracy of the determination became higher than 80%. And the use of personal qualities along with them also improved the result - up to 92%!

The score may vary. It can be creative, it can be automated. However, in conclusion, I would like to quote the words of Tatyana Khvatinina, Director General SHL: "The biggest competitor in personnel assessment in the Russian market is the absence of any evaluation.

Find out what methods of candidate assessment are common, how to choose methods for assessing applicants depending on the stage of selection, what are the methods of preliminary assessment of candidates in 2016, whether additional methods of assessing candidates should be used during selection, and why different types of interviews are considered the most relevant and informative methods of the main assessment of candidates for a vacant position.

From this article you will learn:

• What modern candidate assessment methods are used by most employers;
• How to choose methods for assessing applicants depending on the selection stage;
• How are the methods of preliminary assessment of candidates in 2016 different from the methods of the main assessment.

Recruitment is one of the most important components of work with personnel. The selection procedure usually consists of several stages, involving the gradual elimination of candidates who, for one reason or another, do not meet the requirements vacant position or losing in professionally other, more experienced or knowledgeable workers. Depending on the characteristics of a particular selection stage, the most appropriate methods for evaluating candidates are applied.

As a rule, prior to employment, a potential employee passes a preliminary selection meeting (interview) with the company's HR manager, fills out an application form or questionnaire (and other documents, if necessary), and then communicates directly with the line manager, the head of the company and other interested parties authorized to make the final decision.

How to choose methods for assessing applicants depending on the selection stage

While a preliminary interview with an employer's HR manager or a recruitment agency rarely becomes a stumbling block and does not take much time, during the main interview, the applicant often has to prove his professional competence in several ways. Along with the usual interview, the employer can offer the candidate for a vacant position to undergo a preliminary medical examination (to make sure there are no contraindications to work), demonstrate their professional skills in a role-playing game, and answer the questions of one or more tests.

Checking the recommendations and track record of the applicant can take place both at the preliminary and at the main stage of selection. Since the goals of pre-screening and main screening are slightly different, you need to know how to choose how to evaluate applicants depending on the stage of selection: for example, there is no point in spending time and effort on conducting a situational interview or role-playing games before getting acquainted with the resume submitted by the candidate.

Methods for the main assessment of candidates

Methods for the main assessment of candidates are much more diverse and informative, and the most common among them is traditionally considered an interview (interview). Before the interview, the interviewer gets acquainted with the information about the candidate obtained during the preliminary assessment and develops an interview plan.

As a rule, not only HR specialists are involved in the main stage of the assessment, but also others interested persons- employees of the department in which the applicant is employed, a line manager, and if we are talking about an important position, then the director of the company or his deputy. As for the conversation (one of the main ways to get information about a potential employee), it’s not so simple here either - it can take the form:

• biographical interview (acquaintance with the candidate's experience);
• a situational interview involving the solution of hypothetical or real production problems;
• a structured interview that reveals the professional and personal qualities inherent in the applicant, according to a pre-structured list of thematic questions;
• an interview on competencies that determines the level of compliance of the applicant with the standards set by the employer;
• stress (shock) interview, designed to identify the degree of stress resistance of the candidate and his ability to take right decisions in difficult and provocative situations.

Sometimes the group interview method is practiced, when several interviewers talk to the candidate at the same time: it is believed that in this case the final assessment will be more accurate and objective, and you don’t have to interrupt communication in order to make notes or notes in documents during the conversation. But in the presence of several representatives of the employer asking questions, the applicant can be nervous, which is useful for a stressful interview, but not very good for a measured conversation designed to liberate and talk the interviewee.

Additional Candidate Assessment Methods

If we are talking about finding an employee for a responsible and not the easiest position, it is recommended to use other, additional methods for assessing candidates along with the interview:

• testing - a time-limited test (testing method can be used to check the level of professional knowledge of a specialist, as well as his personal qualities, intellectual potential, interests);
• analytical writing assignments with limited time to complete;
• demonstration of skills (for example, a selection test, during which the applicant must demonstrate high efficiency in performing a specific job - typing, shorthand, public speaking, etc.);
• group qualifying exam;
• role-playing games;
• making inquiries about the applicant from previous employers, teachers and other persons who are closely acquainted with him.

Experts note a trend towards a gradual complication of employee selection methods: large companies rarely confine themselves to preliminary and final interviews, preferring to supplement the procedure with written and oral tests, exams, and even such non-traditional assessment methods as graphological analysis, socionic tests or physiognomy.