Checking the personnel today - in the conditions of fierce competition - the heads of enterprises pay increased attention. The success of the company directly depends on the criteria by which the staff is formed and how effectively their potential is used. And good leaders understand this. In connection with the demand, dictated by the realities of the time, higher educational institutions began to produce specialists of a new level - personnel managers. Courses in this specialty are also very popular. They enable mid-level managers to quickly master the new skills necessary for effective work.

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

Staff assessment: some general information

For the first time, personnel verification with a scientific approach to this issue was discussed around the twenties of the last century. The greatest interest in this process was traced among American businessmen, who tried to use every opportunity to increase labor productivity.

Thirty or forty years later, specialists appeared who dealt only with personnel issues. They began to be trusted with the recruitment of employees for production and analysis of the level of their qualifications in relation to their position. In this regard, there was a need to form basic knowledge that could become fundamental tools in the activities of HR managers. Thus, types of personnel assessment, methods of analysis and classification of criteria were developed, according to which the professional suitability of employees is determined. Of course, in this period of time they were still, so to speak, "raw", but nevertheless they gave good results.

In the nineties, HR courses became more and more in demand. Gradually, the new direction was transformed into a full-fledged scientific discipline, which to this day is systematizing the accumulated knowledge gained over the years of its existence. Most successful companies do not skimp on HR specialists, who can either be part of the organization's staff or be civilian employees. Today, large entrepreneurs try to analyze the activities of their employees at least twice a year. Such foresight allows saving working time, wages, making the most effective personnel changes and in other ways increasing labor productivity, and, consequently, the effectiveness of the enterprise itself.

We will give an assessment and classification a little later) can be represented as a combination of several systems that act as tools. The latter allow you to most effectively perform the functions of personnel management. These include:

• selection of employees;
• determining a workplace for them;
• motivational component;
• employee training;
• development of individual abilities of the staff, contributing to career advancement;
• formation of a reserve personnel base;
• solution of all personnel issues, including the reshuffle in all categories of personnel.

Above, we have listed the main functions of managers, but this does little to reveal their relationship with valuation activities. But this question is very important in the topic we are studying. We will talk about this later.

Functions of personnel management and evaluation of employees' performance

Before moving on to the types of personnel assessment, it is necessary to talk in more detail about the relationship between assessment activities and the main functions of managers, which we have already listed. So let's take a closer look at these processes.

Without personnel planning, it is already extremely difficult to imagine the work of any enterprise. Even small firms try to pay considerable attention to this issue. Based on the results of the assessment, the HR specialist reveals the level of qualification of existing employees, and as a result of the analysis, the company's need for new personnel becomes clear.

Recruiting new hires for any HR manager is a daunting process. Through the use of different types of personnel assessment, specialists determine how effectively the company uses its resources to attract highly qualified workers.

Without training its staff, any company is doomed. She will not be able to keep up with the times and will quickly lose her positions to business competitors. Therefore, the assessment activity will make it possible to draw correct conclusions about how high the need for employees in training is. Also, by assessing the personnel of the enterprise, it turns out whether the existing training programs correspond to the spirit of the times and what results they give in reality.

Without exaggeration, the personnel reserve can be called the "golden" reserve of the enterprise. This database is updated based on the results of assessing the activities of employees and their effectiveness in various work processes.

Training and development of personnel are very close, but still they are not identical functions. in this direction determines not only the qualification levels of the personnel, but also its yet undiscovered potential. But for its 100% disclosure, training will be needed, which we have already written about earlier.

Without motivational and stimulating components, the process of interaction between the employer and employees is impossible. More precisely, it can be effective for only a short period of time. Then the introduction of some motivational systems is required. The assessment will help you choose the most effective tools that encourage employees to deliver higher performance.

The process of personnel assessment at some stages of the organization of work activities is an integral part of it. For example, it is impossible to imagine hiring a new employee without a certain assessment of his personal and professional qualities. Also, when certain employees are promoted, a thorough analysis of their activities and potential, which can be revealed in a new position, is carried out.

Goals of employee evaluation

Management personnel primarily cares about improving the efficiency of each individual employee and the entire enterprise as a whole. But this is a kind of generalized formulation of the goals pursued by the manager, introducing the evaluation procedure into the working days. The scientific substantiation of the goal-setting of this process covers it more widely. It is believed that the main goals in the evaluation activities of employees of the enterprise are three goals:

• Identification of the benefits of keeping the employee. It is done by determining the ratio of costs for each specific employee and the qualitative amount of work performed by him. After receiving the results of the personnel assessment analysis, the manager can decide whether to continue to keep the employee in his place or to carry out a staff reduction.
• Identification of the employee's potential. Evaluation of personnel in this area is important when it comes to searching for a candidate for promotion. The head of the company must clearly understand whether there is a person among his employees who is able to take responsibility and take the vacant seat. Otherwise, the enterprise will have the costs of finding, attracting and training a person from the outside.
• Identification of a functional role. Each employee performs a particular role in the company. And often it has no connection with his position and professional skills. A functional role is a consequence of a combination of personal qualities and characteristics. Evaluation of employees allows you to determine the categories of personnel: a team player, a bright personality, a potential leader, and so on.

Interestingly, in many countries in Asia, personnel assessment is an integral part of the work process. And often it is completely based on it. This is most relevant for Japan. There, HR managers conduct a thorough and multifaceted assessment of the employee, determining his abilities, and only according to the results of the work done, they appoint him to a particular position. Thus, any enterprise uses its personnel as efficiently as possible, which increases its competitiveness and brings it to a new level of development.

Russian companies are still far from their foreign counterparts. However, every year foreign developments are more and more adapted to Russian realities and introduced into practice. But still very often problems arise due to the lack of a single system that would meet all the needs of the management team at the same time.

Criteria for evaluation

How can you evaluate employee performance? First of all, according to the set of criteria. Under them, experts understand a number of characteristics: personal, professional, behavioral, and so on. They should individually answer the manager's question about how exactly his duties will be performed by the employee. As a result, it becomes clear whether the employee's capabilities meet the requirements of the employer personally and corporate ethics.

Today it can be said that employees are developed taking into account many factors. The specialist studies the specifics of the company's activities, the current state of the company, as well as what exactly the manager wants to receive as the final product. It is very important for a personnel appraiser to understand the purposes for which a personnel assessment is conducted. That is, it is necessary to determine the priority criterion, depending on the type of activity of the employee. For example, when selecting personnel for employment on a production line, the priority is the high quality of work. At the same time, the employee must be executive, loyal, disciplined and have the ability to perform large amounts of work.

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

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

It should be noted that the development of criteria for assessing employees is a very important stage that precedes the process of assessing the work of personnel. At the same time, the work is carried out by a group of people: a personnel specialist, a manager, a personnel manager. In the future, they voice all the criteria to employees so that all participants in the process equally understand what is expected of them and how their professional performance will be assessed.

Primary requirements

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

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

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

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

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

Also, the criteria should correspond to terms such as "understandability" and "dynamic". The last requirement for the criteria is very important, since in modern realities the working conditions of companies are changing very quickly. And this means that employees of the enterprise must also comply with them.

Types of employee performance appraisal

Highly qualified management personnel owns several types or methods of evaluating the work of other employees. The more extensive their set, the higher the likelihood that the results of the assessment will be accurate and useful to the entrepreneur.

There are currently three types of assessment. They are classified according to their focus:

1. Descriptive.
2. Quantitative.
3. Combined.

Descriptive evaluation of employees

HR managers still very often call this type qualitative, since it completely excludes the use of quantitative characteristics. It allows you to describe the employee most fully, using several simple techniques in your work:

• matrix method. It consists in creating an ideal model of an employee for each position available in the company. In the future, the staff will be compared with this matrix.
• System of arbitrary characteristics. For such an assessment, it is required to single out the most significant achievements and failures from the entire work activity of an employee. Further, the manager or specialist in charge of personnel management conducts personnel assessment based on the data received.
• Evaluation of the performance of tasks. This approach is considered the simplest of all. It is often used by novice specialists when the goals of personnel assessment do not affect the promotion of an employee. In this case, the assessment requires data on the entire work of a particular person, allowing you to understand how well he copes with his direct duties.
• "Three hundred and sixty degrees." To obtain the material necessary for the analysis of the production activities of an employee, information is required from his colleagues, superiors and subordinates.
• Group discussion. Each employee individually conducts a conversation with his manager and invited experts in the same field to find out the effectiveness of his work and further prospects in this industry.

Quantitative type of assessment

This type of assessment is considered the most accurate, since its result is presented in the form of numbers, tables and charts. When using it, the following methods are used:

• Point scores. Before checking the work of the personnel, a point system is developed, which is built on assigning a certain point to the employee for each of the possible achievements. After the required time period has elapsed, the results are summed up, which clearly show the effectiveness of the personnel.
• Ranked. This method requires a very long preparation and a lot of experience. It is based on a rating system. The criteria for its compilation vary in each case, depending on the needs of the manager. Briefly, it can be described as the process of assigning a rating to employees, and those who are in the lowest positions are subject to reduction, dismissal or removal from their position.
• Free scoring. This approach is a combination of the two previous ones. An employee of the company receives points for his personal and professional qualities. As a result, a rating is compiled, which is used by the manager for his own purposes.

Combined score

If the manager wants to cover all the qualities and achievements of the staff as widely as possible in order to obtain the most detailed information in the evaluation process, then he must turn to its combined form. It includes two main methods:

• Sum of points. Each employee is subjected to a thorough analysis, and a score is assigned to their characteristics. As a result, they are summed up and then compared with the ideal indicator derived using the matrix.
• Grouping. Here, the result of the assessment excludes individuality, since all personnel are subject to division into groups. They may have different purposes and purposes. For example, the manager allocates impeccable employees into one group, into the second - initiative, but without sufficient experience, and into the third - the most hopeless. There are quite a few variations on this method.

Despite the fact that all of the above types of assessments seem comprehensive, in reality they allow you to evaluate only certain aspects of an employee's performance. Therefore, HR specialists are working on the creation of more effective methods that would allow obtaining the most accurate results in several parameters.

Format of personnel assessment indicators: possible options

The result of a personnel check usually ends up on the manager's desk in the form of an evaluation sheet. Its most convenient design is a table. And it can be in different formats.

For example, the quantitative format involves comparing ratings for each employee. In this case, all the criteria declared at the initial stage of verification are important. But an individual format based on an assessment of personal and professional qualities gives the manager information about what types of work an employee can perform and what skills he has.

Personnel management and personnel assessment are very important aspects of the company's activities, contributing to its development and determining the growth prospects.

Introduction ................................................ ................................................. ............

1. General approaches to appraisal of employees .............................................. .....

2. Forms of personnel assessment ............................................... .................................

3. Two approaches to personnel assessment .............................................. .......................

4. Methods for assessing personnel ............................................... ................................

4.1 Quantitative evaluation methods .......................................................... ...............

4.2 Qualitative methods of assessment .......................................................... ...................

4.3 Diagnostic scoring system .......................................................... .............

Conclusion................................................. ................................................. .......

Bibliography.

Applications ................................................. ................................................. ......

Introduction.

Organizations exist to achieve their goals. The degree of implementation of these goals shows how effectively the organization operates, i.e. how effectively organizational resources are being used.

The profit indicator allows you to evaluate the effectiveness of the organization as a whole, which consists of the efficiency of using all organizational resources, including each employee. Naturally, employees do not perform their production duties in the same way - in any organization or department there are leaders, outsiders and middle peasants. However, in order to carry out this gradation, it is necessary to have a unified system for evaluating the effectiveness of the performance of each employee's job functions.

Such a system improves the efficiency of human resource management of the organization through:

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

¨ professional training planning. Personnel assessment makes it possible to identify gaps in the work of each employee and provide measures to eliminate them.

¨ professional development and career planning. Evaluation of employees reveals their weak and strong professional qualities, which allows you to carefully prepare individual development plans and effectively plan your career.

¨ making decisions about remuneration, promotion, dismissal. Regular and systematic evaluation of employees provides the management of the organization with the information necessary to make informed decisions about salary increases (rewarding the best employees has a motivating effect on them and their colleagues), promotion or dismissal.

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

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

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

¨ Staff acceptance of the assessment system and their active participation in the assessment process is also a condition for its effective functioning.

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

However, the most common is the personnel appraisal system.

General approaches to employee appraisal

Certification is a process of evaluating the effectiveness of an employee's performance of his duties, carried out by his immediate supervisor. Certification includes several stages: determining the date of certification, training the employee and manager, certification interview and filling out the form.

Employee's personal plan . One of the results of the certification interview is the approval of the employee's personal plan for the next certification period. The main purpose of the plan is to develop a "recipe" for improving the efficiency of the employee. There are several forms of such plans, although the most common (and complementary) ones at present are individual development plan and personal goals.

Individual development plan (Fig. 1) represents the self-assessment of the employee (in relation to his position), his vision of how he could improve the results of his professional activities and activities that could help him in self-improvement. Often an individual plan contains a clause on the long-term professional development of an employee, i.e. development of his career.

Fig.1. Individual development plan

Personal goals - this is a limited set of key tasks for an employee for the certification period. Setting personal goals is an element of the system management through goal setting(MVO in English abbreviation). The goals included in the personal plan should be specific, measurable, tense and related to the tasks facing the organization as a whole and the unit in which the employee works. In order to achieve this, the goals set by the employee are discussed with the manager. The result of such a discussion is an agreed personal plan of the employee, which he is guided by during the attestation period.

Many organizations today use both individual development plans and personal goals to conduct certification. The first makes it possible to plan and evaluate the professional development and growth of an employee, the second sets specific professional tasks and provides a tool for assessing their implementation.

current control. During the entire certification period, the manager exercises control over the work of the employee, including the implementation of the individual plan. For these purposes, the manager can use a special form for recording achievements, which makes it possible to more objectively evaluate the employee at the end of the period and better prepare for the certification interview.

2. Forms of personnel assessment

One of the most important methodological problems - who must evaluate the worker. In the practice of most firms, this is done by a manager - a manager. In addition to him, in some cases they do this:

1. a committee of several controllers. This approach has the advantage that it eliminates the bias that can occur when an assessment is carried out by a single supervisor;

2. colleagues of the assessed. For this system to bear fruit, it is necessary that they know the level of productivity of his work, trust each other and do not seek to win each other the opportunity to raise salaries and promotions;

3. subordinates of the assessed;

4. someone not directly related to the work situation. This option is more expensive than the others and is mainly used to evaluate a worker in some very important position. It is possible to use this option also in cases where it is necessary to fight accusations of bias and prejudice. It should be taken into account that when using this approach, the person making the assessment will not have such a volume of information as in the previous four options;

5. self-esteem. In this case, the employee evaluates himself using the methods used by other appraisers. This approach is used to develop the skills of introspection in employees rather than to evaluate performance;

6. the use of a combination of the above forms of assessment: the assessment of the controller can be confirmed by self-assessment, and the results of the assessment by the boss can be compared with the assessment of subordinates or colleagues. A two-way (appraiser-assessed) discussion of the assessment results provides good suggestions for senior management.

3. Two approaches to personnel assessment

Assessment methods in which employees are assessed by the immediate supervisor are traditional for most modern companies. They are effective in large hierarchical organizations operating in a fairly stable external environment.

The efficiency of any enterprise depends on how competent its staff is. In order to establish the effectiveness of the performance of each employee of the company of their duties, to identify the strengths and weaknesses of each member of the team, as well as to fulfill the requirements for confirming the qualifications of employees, it is necessary to assess the personnel. To this end, the enterprise should develop a personnel assessment system that allows not only to assess their skills, abilities, experience, but also to draw up a program to improve work with personnel, improve their qualifications, professional selection and create a personnel reserve.

Personel assessment. Why is this needed?

In the process of working at the enterprise, each employee not only applies his existing skills, but also gains experience that is necessary to solve new, more complex tasks. Accordingly, it is necessary that the assessment of personnel be carried out in a comprehensive manner, with the study of the characteristics of a particular labor process. This allows you to determine, first of all, the compliance of an employee with his position, and also helps to identify his potential, which should be rationally used to solve the main goals and objectives set for the company.

An employee is hired in accordance with certain requirements established for qualifications and experience, which are confirmed (or not confirmed) exclusively during labor activity. Already in the process of joint cooperation, the skills of the employee declared upon admission to work, additional knowledge are revealed, the characteristics of his personality are manifested. Only in practice it is possible to determine how these data correspond to the criteria of the organization's production goals.

It is also important that the employee himself evaluates his abilities on his own. As a result of such an analysis, it will be possible to establish how much the real abilities of employees coincide with the needs of the enterprise, and what contribution to its success can be made by the activities of each individual.

Only carrying out a personnel assessment allows you to create a rationally working structure, distribute the company's labor resources in the most efficient way, and also increase their efficiency. Constant monitoring and opportunities that open up for each employee as a result of assessing his work allow optimizing the work of each member of the team, stimulating them to perform their work duties with great zeal.

To evaluate the work of employees, you can use not only programs for monitoring working hours. A multifunctional DLP system helps to see who and what is doing during working hours .

Objectives of personnel assessment

Evaluation of the work of personnel allows you to achieve the following goals:

• match costs, aimed at performing a specific amount of work, and funds allocated for the maintenance of the employee, his workplace. If a certain specialist has low labor productivity, his content becomes unprofitable for the employer. In this case, it is necessary to reshuffle personnel as soon as possible so that this employee takes a job in accordance with his real capabilities and skills;
• identify the functional role of a particular employee throughout the organization according to his skills. There is a possibility that a certain employee is excellent at working in a team, actively developing, striving to show his best working qualities. Such a person can become a valuable link in a certain direction of the company's activities. This can positively affect the economic component of the success of the enterprise, if the appropriate conditions are created;
• assess the potential of an employee, which can be applied in favor of the enterprise without additional investments. A certain number of ordinary employees over the years of work acquire experience, knowledge, and skills that are important for the company, which become a strong base so that such people can work effectively in leadership positions. In this case, the owner of the enterprise does not need to spend money on finding and training new management personnel.

Tasks of personnel assessment

During the assessment of personnel performance, important production tasks are solved:

• a strong personnel reserve is created, consisting of full-time employees of the enterprise, which reduces the cost of recruiting new personnel;
• training of specialists with a high professional level is carried out, potential middle managers are identified directly within the company, their retraining or advanced training is carried out;
• methods of enterprise management are being improved, control of production discipline is being strengthened, the interest of personnel in increasing labor productivity is increasing;
• the staffing table is optimized due to the rational distribution of functions and responsibilities based on the results of the assessment: transfer of employees to other positions, reduction in accordance with the negative indicators of labor productivity identified during the assessment of work;
• introduction of additional motivational levers capable of stimulating employees to improve their production competence and qualifications. The result may be career growth, improvement of financial situation, realization of the potential of employees in terms of the implementation of their proposed projects.

Evaluation of the work of the company's personnel performs administrative, informative, motivational functions.

1. Administrative function is performed to close vacancies by means of personnel reshuffling, as a result of which:

• the employee can be transferred to another position in accordance with the results of the assessment;
• an employee is promoted;
• a vocational training plan is drawn up;
• a decision to dismiss is made;
• workers are rewarded.

1. informative function is implemented to improve management methods for working with personnel by informing about the existing requirements for quality and volume labor indicators. In this direction:

• the degree of loading of production personnel is revealed;
• the effectiveness of his work, the degree of compliance of qualifications with the requirements of the company is determined;
• opportunity to increase wages.

1. Motivational function allows you to increase the interest of each member of the team in increasing labor productivity. Evaluation of production personnel has a positive effect on the development of not only each employee, but also the company, since the presence of feedback is a powerful tool for improving the efficiency of the enterprise.

As motivation, stimulating levers of influence are used:

• career;
• the possibility of self-realization.

When is a staff appraisal needed?

In order for the personnel assessment system to give a significant result, it is necessary to determine before its development and implementation:

• what parameters will be evaluated, on what scale to measure them;
• what methods to use to collect realistic information;
• to whom to entrust the work of personnel assessment, whether there are competent employees for this;
• what to do with non-measurable aspects of processes;
• how to avoid the influence of personal sympathies.

The need for personnel assessment with the development and implementation of the system is most often caused by:

• the appearance of a stable outflow of personnel;
• lack of a personnel assessment system at the enterprise;
• the need to make management decisions on the company's HRM;
• planned more intensive development of certain areas in the company's work with the allocation of investments for these purposes;
• change (shift planning) of the team of the management sector of the enterprise;
• change (planning change) of strategic directions in the work of the company;
• the need to form a project team designed to solve strategic problems;

• the emergence of legal priority grounds for the movement of employees within the company;
• changes in the structure of the enterprise, optimization by reducing the number;
• the importance of optimizing processes in the company;
• the need to restructure the company;
• the need to understand for the formation of the program and training plan how competent the staff is;
• the need to form a personnel development plan, create a reserve of personnel;
• decrease in indicators of labor discipline;
• increased conflicts between employees;
• complaints of the company's employees against the employer to the relevant inspections;
• the need to change or create an incentive system for employees.

Personnel assessment methods

To assess the working staff, a variety of methods are used to evaluate each employee most accurately. These methods include:

• documentation analysis: familiarization with resumes, written recommendations, documents on education, qualifications, characteristics of managers, etc. The reliability of the submitted materials is assessed based on the determination of actual performance indicators related to the duties performed, skill level, experience, achievements, etc.;
• analysis of established requirements regulatory documents, standards, requirements for internal production processes, the quality of manufactured products and compliance with these requirements by personnel. To do this, a standard rating scale is being developed;
• psychological testing to obtain the results of the assessment of personality characteristics in a quantitative and descriptive way. By quantitative results, it is possible to compare the specific qualities of employees. A survey on personality tests can be conducted by a specialist familiar with the methodology, the processing of the results should be carried out by a specialist trained in the methodology of using specific questionnaires;
• assessment of working behavioral characteristics, an interview with an employee for his assessment;
• professional testing for specific working professions, positions, basic skills and knowledge. The development of tests is usually entrusted to the immediate supervisors of the assessed personnel, it is possible to involve external experts who are specialized specialists;
• business essay- assessment of the possibility of solving a certain production problem in a limited time period, identifying the employee's strategic vision abilities, the ability to find an algorithm for solving specific work issues;
• ranging- conducting a comparative analysis of employees in a particular unit, between structures related in processes, building a rating chain in accordance with pre-selected criteria;
• assessment of personnel by competencies- selected characteristics of behavior, showing how well the tasks are performed in a particular position at the enterprise;
• 360 degrees- processing information about the actions of the employee in the natural working environment, the presence of the necessary business qualities. This data comes from employees, clients, colleagues, subordinates, etc.;
• comprehensive assessment of competencies according to the Assessment-center method, at which a set of positions is evaluated. The monitoring team monitors the performance of the group's various tasks. During this process, the actions and behavior of each member of the group are evaluated against pre-prepared, work-related scenarios of behavior. The results obtained are discussed jointly, after which decisions are made;
• MBO (Management by Objectives)- management by goals, involving joint (boss-subordinate) setting of key goals for an employee for a certain period of time (from six months to a year). The number of goals should not be large, the main thing is that they reflect the most significant tasks inherent in the position of the employee for the planned period. It is necessary to adhere to certain criteria when setting goals - specificity, measurability, significance, time orientation, achievability of the tasks assigned to the employee;
• KPIs (Key Performance Indicators) evaluation of personnel performance according to the main performance criteria. It is necessary to establish how this assessment works as a monitoring of results and improving the performance of staff. At the same time, it is necessary to take into account the main goals of the enterprise, the evaluation criteria should be understandable for any employee for whom this method of evaluation is applied;
• personnel audit- allows you to assess the state of human resources at the enterprise, how effectively the personnel management system works in terms of implementing the strategy, tasks, achieving the goals set for the company. This method also allows you to identify areas of risk and development;
• attestation- it is assessed to what extent the employee's activity meets the standard requirements for performing work at a particular workplace in accordance with the position held;
• test cases- a methodology that is a structured description of a specific production situation that an employee must analyze in order to find the most acceptable solutions. This allows you to train or evaluate an employee on certain parameters. In this case, the real state of professional knowledge, skills, competence, personal characteristics is determined.

The choice of personnel assessment method depends on the motivation system that is implemented in the organization. On the theory and practice of employee motivation ...

What is the use of personnel assessment in an organization

The results of the assessment of personnel performance should be systematized, structured in order to obtain a real picture of the state of human resources in the organization. This procedure allows:

• establish the current state of personnel competence;
• determine the compliance of the qualifications of labor resources with the tactical tasks and goals of the enterprise;
• evaluate the professional contribution of staff to the effective operation of the organization;
• to apply in adequate amounts the remuneration of employees in accordance with their qualification level;
• identify the compliance of the employee's area of ​​responsibility with his job duties;
• identify the functional imbalance of the organization in terms of human resources;
• identify priorities during the next performance appraisal;
• identify possible legal risks (labor disputes, penalties from inspecting authorities) in accordance with certain regulations;
• analyze the strengths and weaknesses of the procedures used for personnel assessment;
• develop recommendations to eliminate the violations identified during the assessment;
• develop recommendations for improving work on personnel training;
• outline directions for development, pay attention to risk areas of human resources in the organization.

Implementation of a personnel assessment system: mistakes and difficulties

During the implementation of personnel assessment, it is necessary to choose the right methodology, since often the chosen methods in practice do not correspond to the level of maturity of the organization. Often the assessment system is not tied to the system of motivation - material and non-material. In addition, employees may have a negative attitude towards the implementation of these activities, and managers do not want to spend time on their implementation. Often, the feedback from the managers conducting the evaluation with the employees is low, and the latter cannot perceive it. Some employees have overestimated or underestimated self-esteem, which sometimes makes it difficult to identify real skills and competencies.

The implementation of personnel assessment measures is a serious step that allows you to optimize the activities of the enterprise in each of its areas. As a result, the efficiency of the work of employees and their motivation increase, the staff becomes more competent and productive.

Evaluation of personnel using various principles makes it possible to clearly identify any aspects related to the fulfillment of the tasks assigned to them by employees, to determine the characteristics, personal qualities of the employees of the organization.

The principles of personnel assessment are based on a study of common criteria, 25 of which are sufficient to identify the qualities of a person. Among them may be the ability to generalize orally or in writing, management, career motives, internal standards, including ethical principles, self-esteem of a person, his organizational and creative abilities, organization, reliability, etc.

Often, the personnel assessment system at an enterprise involves the use of an assessment center method or a universal integrated method. If the goals and objectives of personnel assessment are correct, then it is possible to effectively evaluate the work of employees, taking into account:

• current control of work results;
• the possibility of carrying out activities for certification;
• results obtained in the process of current control and certification.

It is very important to bring the results of current control and certification to each employee in a timely manner.

The concept and objectives of personnel assessment are associated with a purposeful process that allows you to establish the compliance of all the qualitative characteristics of an employee, including his skills, motivation, abilities and character, with the requirements of the role he performs.

Assessment and development of personnel allow achieving the following goals:

• identify the level of professionalism of the employee (knowledge, skills, abilities);
• to investigate psychological readiness (motives of personality behavior and its orientation, employee's temperament);
• evaluate the employee's labor efficiency related to the productivity and quality of labor, the desire for rationalization and invention;
• develop appropriate recommendations for the development of personal and professional qualities of employees;
• identify the degree of correspondence between the level of remuneration and the efforts made by employees, the level of performance and the expected result;
• establish directions for staff development;
• form an effective mechanism for motivating employees.

Methods on the basis of which the employee is assessed

Qualitative (descriptive) methods allow you to evaluate employees without using quantitative ones. The most common among them is the matrix method, which is based on comparing the characteristics of an employee with possible ideal criteria corresponding to the position he occupies.

It is possible to single out the achievements of the stronger and the mistakes of the weakest workers by applying the method of a system of arbitrary characteristics, which involves comparing these indicators with each other. Using an elementary method, they evaluate the activities of an employee of the organization as a whole. Often, the use of the “360 degrees” method allows you to assess the employee from all sides by other employees, from management to the company's customers. The prospects and results of the work of an employee are discussed on the basis of a discussion method conducted by experts and management.

Combined or descriptive methods are based on quantitative aspects. For example, testing or a method of summing up scores. Each of the characteristics is evaluated according to a specific scale, followed by the determination of average indicators for comparison with ideal ones.

Quantitative methods make it possible to evaluate the qualities of an employee with the greatest objectivity, fixing each result in numbers. The rank method is the most common quantitative assessment, which is a rating of an employee's characteristics compiled by several managers. After that, the ratings for all employees are reconciled and those at the bottom of the table are reduced. If the scoring method is used, then the employee can receive a predetermined number of points - they are summed up at the end of the entire period.

Comprehensive employee assessment indicators

Using the criteria for assessing personnel, it is possible to obtain a characteristic of indicators that are equivalent for all employees. Since information about the employee must be reliable, this will require objectivity and accuracy of indicators. Therefore, a comprehensive assessment of the work of personnel is carried out on the basis of clearer criteria.

The criterion or a certain threshold affects what the indicator will be: satisfactory or unsatisfactory - in relation to the established requirements of the organization for employees. They are both planned and standardized.

Personnel assessment technologies involve the use of groups of the following criteria:

1. Professional.
2. Business.
3. Moral-psychological.
4. specific.

Professional criteria include characteristics related to knowledge in the field of professional activity, skills, abilities, professional experience of a person, etc. Among the business criteria are: responsibility, organization, efficiency, initiative.

Moral and psychological criteria are associated with justice, honesty, psychological stability, the employee's ability to self-esteem. Forming specific criteria are the qualities of an employee that characterize his authority, state of health, personality traits.

The system of indicators should be formed on the basis of:

1. Indicators of all 3 groups, which are equally important. If the criteria of a certain group are recognized as priority, then this will lead to the neglect of other types of activities by employees.
2. Indicators that should not only cover all the necessary aspects of labor activity, but also not form an overly cumbersome system that will require a lot of time and money.

Personnel assessment automation system

The enterprise has a subsystem that facilitates the work of the personnel manager, labor engineer, heads of departments for organizational development and personnel management. The work of employees is evaluated by the above specialists and heads of departments on the basis developed by 1C - a personnel assessment program based on special methods.

The product includes the following modules:

1. Professional and psychological testing.
2. competency models.
3. Evaluation of work results by KPI.

The functional areas of the program 1C: Enterprise in the subsystem "Personnel Assessment" are:

1. Certification of personnel and analysis of labor results.
2. Monitoring the socio-psychological climate in the team in the process of implementing new or risky management decisions.
3. Study of the strengths and weaknesses of project and management teams.
4. Creation of teams of professionals, taking into account the individual psychological characteristics of each employee.
5. Selection and admission of candidates based on the analysis of assessed qualities, holding personnel competitions, personnel rotation, taking into account the compliance of employees with job requirements.
6. Implementation of a system of personnel competencies, predicting the behavior of employees in typical situations in order to identify potential risks associated with the activities of employees.
7. Launch of automated processes, including assessment and certification of personnel.
8. Evaluation of the work of employees in the system of performance indicators (KPI).

The algorithm of all actions for the assessment and certification of employees is shown in the figure (PICTURE 1).

Rules for the development of an organization's personnel assessment system

The personnel evaluation system can be developed as follows:

1. The assessment system, which is adopted in another organization, is copied.
2. Developed an evaluation system independently.
3. Consultants are invited to develop a system that meets the selected requirements.

If the management instructed a personnel management specialist to develop an assessment system, then it may not get the desired result due to the fact that there are practically no absolutely identical organizations. At the same time, this moment can positively affect the further promotion of staff on the career ladder.

If at one enterprise the requirements for employees are high, then at another they are average. In general, building an effective personnel assessment system in any organization will allow each employee to improve their status and qualifications. All specialists of the same profession and equal qualifications in different organizations perform different tasks, have different needs, etc.

If an organization needs to evaluate the results of the work of those specialists or workers whose activities are regulated by established standards and regulations, then clear indicators can be obtained. These include the number of customers served, sales volume, etc.

A comprehensive assessment of personnel is associated with the establishment of not only the required level of indicators, but also certain conditions for the behavior of employees, allowing each performer to achieve a high level of efficiency of their own work. If there are no clear indicators for evaluating the results of labor, then they are working goals set on the basis of the employee's job functions.

As evaluation tools are selected and procedures are defined to evaluate the work of employees in an organization, different enterprises can develop and impose completely different requirements. This affects the effectiveness of the indicators obtained: they will be relevant only if the staff correctly perceives their work results.

To get the maximum benefit from the operation of the evaluation system, it is necessary to correctly determine its goals, since very often it comes down to issues related to bonuses and remuneration.

Stages of building a personnel assessment system

The main purpose of personnel assessment procedures is to obtain objective information on the following indicators:

1. The results of the work of employees.
2. The effort required of them to achieve these results.
3. Employee satisfaction with working conditions.
4. Satisfaction of employees with the remuneration received.