Individual methods of personnel assessment. What methods of personnel assessment are more effective? Determining employee potential

Exists a large number of various methods and techniques for personnel assessment. It is important for HR employees to have a clear understanding of what type of assessment needs to be used in their organization. Let's try to analyze what types of assessment methods and techniques exist on the market, systematize them and determine for what tasks certain questionnaires, interviews and other research tools are applicable. Conventionally, all methods of studying an organization can be divided into three main approaches: humanitarian, engineering and empirical. Personnel assessment methods are most related to the empirical approach, since they are based on the spread of successful industry or functional experience, use of precedent experience in decision making. In most cases, evaluation is a comparison of the characteristics obtained during the study with the characteristics of the “reference sample”. Methods of empirical research are usually divided into quantitative and qualitative.

Quantitative methods of personnel assessment

Quantitative methods can be described as formalized and mass. Formalization is expressed in the focus on studying strictly defined analyzed variables, specified 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 questionnaires. During the survey process, the employee/candidate for a vacancy is asked to answer in writing the questions presented in the form of a questionnaire - questionnaire. Due to its ease of use and processing, questionnaires can be used both separately and as a component of almost all types of comprehensive personnel assessment systems. According to the form, the questions in the questionnaire are divided into open, which require 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 many options for using the questionnaire is to collect information about the real business and personal competencies of an employee within the framework of the “360 degree” assessment system. In this case, questioning his manager, colleagues, subordinates and clients significantly saves the time of both the respondents and the employee who processes the received data.

Questioning is the most common quantitative assessment method

One of the types of questionnaires used to evaluate personnel are personality questionnaires - a class of psychodiagnostic techniques designed to determine the degree of expression of certain personal characteristics in an individual. In form, they are lists of questions, with the subject’s answers presented quantitatively. As a rule, this method is used to diagnose character traits, temperament, interpersonal relationships, motivational and emotional sphere. For this purpose, specific techniques are used. Here are the most popular of them.

Multifactor Personality Questionnaires

Personality questionnaires are designed to describe a wide range of individual personality characteristics.

Cattell Questionnaire (16-PF)
The main factors are the general level of intelligence, the level of development of 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 norming 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 factors causing anxiety, realization emotional tension in direct behavior, 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
This questionnaire was created primarily for applied research, taking into account the experience of constructing and using such well-known questionnaires as 16PF, MMPI, EPI, etc. The scales of the questionnaire reflect a set of interrelated factors. The questionnaire is designed to diagnose mental states and personality traits that are of paramount importance for the process of social, professional adaptation and regulation of behavior.
Leonhard character questionnaire
The test is designed to identify the type of accentuation (certain direction) of a character. Accentuations are considered as an extreme variant 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 characteristics

Rean Questionnaire
The motivation to achieve success and the motivation to avoid failure are diagnosed.
Diagnosis of the level of pedantry
On the one hand, pedantry is the desire to follow accepted forms, jealous and persistent adherence to various little details, and loss of sight of the essence of the matter. On the other hand, pedantry is also manifested in diligence, responsibility, conscientious attitude to responsibilities, rigor and accuracy, and the pursuit of truth.

Mental Well-Being Questionnaires

Questionnaires of this type assess the level of neuropsychic adaptation, anxiety, neuropsychic stability, neuroticism, and social adaptation.

Holmes and Rahe's method for determining stress resistance and social adaptation
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 concluded 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 stressogenicity.
Method of rapid diagnosis of Heck and Hess neurosis
Preliminary and generalized diagnosis of the likelihood of neurosis.
Spielberger Reactive and Trait Anxiety Scale
Identification of the level of personal and reactive anxiety. Personal anxiety is understood as a stable individual characteristic that reflects an employee’s predisposition to anxiety and assumes that he has a tendency to perceive a fairly wide range of situations as threatening, responding to each of them with a specific reaction.

Self-attitude questionnaires

The characteristics of the employee’s attitude towards himself are studied.

Personality self-assessment technique (Budassi)
The level of self-esteem is determined (high, low or normal).
Stefanson Questionnaire
The technique is used to study the employee’s ideas about himself. The advantage of the technique is that when working with it, the subject shows his individuality, the real “I”, and not compliance/inconsistency with statistical norms and the results of other people.

Temperament questionnaires

Eysenck Personality Questionnaire
The test is aimed at diagnosing personality parameters, neuroticism and extraversion-introversion.
Strelyau Questionnaire
The strength of excitation processes, inhibition processes, and the mobility of nervous processes are diagnosed.

Values Questionnaires

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

Rokeach’s “Value Orientations” Test
The technique is based on direct ranking of a list of values.

Questionnaires of emotional characteristics:

Test "Emotional burnout"
The degree of psychological defense is revealed in the form of “emotional burnout” ( this technique especially relevant for workers 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.

Tests for behavioral activity

Methodology “Getting Out of Difficulties” life situations»
The dominant way a person solves life problems is determined.

It should be noted that many of the above methods were originally developed and used in clinical psychology and only then began to be used in enterprises to evaluate personnel. However, these methods, for the most part, have not been sufficiently adapted for employee assessment, so in order to use them in organizations, a specialist with a sufficiently high level of knowledge in the field of psychology is required.

One more important method Personnel assessments are tests of aptitude. They represent a specially selected standardized set of tasks used to assess a person’s potential ability to solve various problems. Any type of intelligence test can be considered an aptitude test. To identify specific abilities, for example, for certain types of activities (medicine, technology, law, education, etc.), special tests are developed. Perhaps the most common methods used in personnel assessment are those aimed at identifying the professional abilities of employees.

Amthauer Structure of Intelligence Test
Designed to determine the ability for abstract thinking, memory, spatial imagination, linguistic sense, mathematical thinking, judgment, etc.

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

Raven's test
Using progressive matrices, it allows not only to evaluate intelligence itself, but also makes it possible to get an idea of an employee’s ability for systematized, systematic, methodical intellectual activity.

It should be noted that many of the known aptitude tests do not provide enough material to make predictions based on them. They provide limited information that must be supplemented with information from other sources.

Qualitative methods of personnel assessment

In contrast to quantitative, there are qualitative research methods, 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 interviews.

The 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 employee being assessed), 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 interviewer’s task is to reduce his influence on the content of the respondent’s answers to a minimum and ensure a favorable atmosphere of communication. The purpose of the interview from the interviewer’s point of view is to obtain from the respondent answers 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).

Create a friendly atmosphere during interviews to promote information exchange

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

Biographical interview focused on the past labor activity candidate. It is based on the assumption that past behavior is an indicator of future behavior. Biographical interviews focus on the work experience and work style of the person being assessed. Work information is collected in reverse chronological order. The interview assesses the degree of importance of the employee's current work for the organization and his competence in terms of meeting the requirements for a particular position. In this case, you should ask the right questions and observe the same conditions for all those being assessed. In practice, the questions are based on “employee requirements,” which list the individual characteristics needed to perform the job successfully. The advantage of a biographical interview is that it matches the expectations of the candidate (employee) and gives him the opportunity to perform at his best. However, this same factor may cause bias in the assessment. The effectiveness of such an interview also depends on how well the questions relate to the job criteria.

Behavioral interview contains a structured list of questions designed to address 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 job-relevant skills. On the other hand, such an interview can take a lot of time, since during it it is necessary to discuss all the important aspects of the work. In addition, because the interview focuses on the process of doing a specific job, it is easy to miss important issues related to the overall vocational training candidate/employee.

Situational interview based on constructing certain situations and asking the assessed employee to describe a model of his behavior or way out of a given situation. During the assessment process, the employee 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, accepted behavioral models, as well as the work that the employee performs.

Projective interview is based on a special construction of questions in such a way that they invite the employee/candidate to evaluate not themselves, but people in general or some character. Projective techniques are based on the fact that a person tends to transfer his life experiences and attitudes to the interpretation of the actions of other people, as well as to fictitious situations, characters, etc. During a projective interview, an employee is less likely to give socially desirable answers. However, the process of conducting a projective interview is very lengthy, and the data obtained is quite 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 of personnel assessment is also traditional document analysis. It is believed that documents are or can be reliable evidence of phenomena occurring in reality. In many ways this applies to official documents, but it can also apply to unofficial ones. Conducting document analysis means transforming the original form of information contained in the documents into the form required by the personnel evaluator. In fact, this is nothing more than an interpretation of the content of the document, its interpretation. In the process of document analysis, resumes, recommendations and cover letters, educational documents (diplomas, certificates, qualification certificates), research and journalistic works, etc.

Document analysis is a traditional assessment method

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, as well as their changes over time. The events that managers encountered, as well as the actions of the latter, are given in the order in which they actually occurred. But the most important thing is that the case formulates a problem that one or another employee of the company had to solve. The accuracy and correctness of the choice of a typical working situation and the professionalism of creating a business case determine the reliability of the forecast when using this method. On the one hand, the method is based on the pragmatism of the proposed options for solving business problems, on the other hand, it is possible to identify a system of non-standard approaches to solving typical situations, which determines the degree of creativity of the employee.

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Introduction

personnel personnel certification

One of the main tasks of any manager is to fully utilize the full potential of their employees in their work. When developing the right employee motivation system, there is an increase in productivity and, as a result, the profitability of the company.

Personnel management is a vital strategic function, which during the 20th century formed into an independent structure in the course of the evolution of diverse forms of management. As it turned out, the main measure of progress and development of activity is a person with his needs, motivations and specific interests.

In this regard, the relationships between the leaders of organizations, between the manager and subordinates, and between all employees within the organization are changing. The attitude towards the organization’s personnel is also changing, since the social orientation of economic reforms turns them to face the person, the organization’s personnel. Human resource management focuses on the workers and employees located in the organizational environment of the firm. It generally concerns managers of lower, middle and senior levels of management.

In order to develop, succeed, maintain the health of people and the stability of the team, they must optimize the return on investment of any resources, be they financial, material or human resources.

Personnel assessment is a procedure that allows you to measure the performance of employees, their level of professional competence, business and personal qualities and potential in relation to the strategic goals of the company.

Personnel evaluation in companies always exists to one degree or another. Any manager expresses his attitude towards the work of his subordinates, but most often such an assessment is vague and emotionally charged. When designed and carried out correctly, assessment is effective tool, allowing to identify weak and strengths activities of employees, draw up a plan professional development, build an open corporate culture and trusting relationships with the manager, increase business profitability through more effective management staff.

The problem of personnel assessment when hiring and during the work process is becoming increasingly important. From efficiency of use labor resources depends on the effectiveness of the organization as a whole.

The relevance of the problem under study predetermined the setting of the goals and objectives of the study.

The purpose of the work is to develop methods for improving the system business assessment personnel of the Minsk Gear Plant Unitary Enterprise (hereinafter referred to as the MZSh Unitary Enterprise) based on the study and analysis of personnel management technology.

To achieve this goal, it is necessary to solve the following tasks:

Conduct a theoretical analysis of modern methods of personnel selection and assessment;

Consider the methods of personnel assessment when hiring and in the process of work, used at the MZSh Unitary Enterprise;

develop practical proposals for improving the process of personnel selection and assessment.

The object of the study is the personnel policy of the Minsk Gear Plant Unitary Enterprise.

The subject of the research is the personnel assessment system of the MZSh Unitary Enterprise.

The purpose and objectives of the research determined the specific structure of the course work. The work consists of an introduction, three chapters, a conclusion, a list of references, and appendices.

When performing the work, general scientific methods were used, statistical models and methods, classification and graphical methods.

The information base of the work is information and analytical materials of domestic and foreign authors, scientific publications on this issue, various forms of financial, accounting and other reporting of the enterprise. The main source of practical material used in writing the course work is the reporting data of the MZSh Unitary Enterprise.

1. Theoretical and methodological analysis of business assessment of personnel

1.1 The essence of personnel assessment as an element of the organization’s personnel policy

Modern management practice has accumulated a large arsenal of technologies, methods and assessment techniques. Need management systems in developing better results through making optimal decisions caused the emergence of a whole direction in management - appraisal management or brand management.

The leading concept in brand management is “evaluation”. Domestic authors, revealing this concept, identify its three most significant features:

1. Belonging to a subject: assessment is characteristic of any person, since it reflects his personal opinions, judgments, and attitudes. A person can, for one reason or another, “hide” his assessments by referring to the assessments of others or by expressing even more vaguely “he has an opinion” (but in any case, this “opinion” has an author). In other words, in brand management, it is subjective assessments that are important (that is, those belonging to specific subjects), but not extra-subjective assessments.

2. Availability of technology: It is clearly not enough that someone has evaluative information; it is necessary to obtain this information, that is, to “derive” evaluations from people using certain techniques and methods. The degree of reliability of assessments largely depends on the level of assessment technologies used. Moreover, in brand management the term “objective assessment” is not accepted, and the main emphasis is shifted to the degree of reliability of the assessment: the higher it is, the more reliable it is for decision-making.

3. Presentation in a certain final form: as a result of processing the received assessment information, it is important to obtain a final assessment (for example, a rating) or a series of assessments (in particular, the degree of expression of a particular quality in points). In this case, the assessment acts as a result, a specific result of the assessment.

In our thesis, we adhere to the definition of “assessment” given by V.I. Zhukov and E.I. Komarov: “Evaluation is judgments, opinions, conclusions of someone and with what and / or about someone, which are identified using a certain technology, act as the result of the evaluation.”

IN modern management distinguish between job evaluation and personnel evaluation. The purpose of labor assessment is “to compare the content, quality and costs of labor with the planned ones.”

The subject of labor assessment may be:

l the effectiveness of the applied remuneration systems;

b system of stimulation (motivation) of labor;

b conditions and level of labor organization, etc.

Based on the results of the labor assessment, it is possible to identify workers who do not satisfy, satisfy, or significantly exceed labor standards.

The purpose of personnel assessment is to study the degree of preparedness of an employee to perform exactly the type of activity in which he is engaged, as well as to identify the level of his potential capabilities to determine the prospects for professional and job growth.

Personnel assessment allows you to diagnose the level of professional development important qualities, compare individual results with standard requirements (by level and specificity of positions), outline career prospects.

Business personnel assessment is a targeted process of establishing compliance of the qualitative characteristics of personnel (abilities, motivations and properties) with the requirements of a position or workplace.

We have already found out that personnel assessment is an integral part of the entire management system in an organization, since it is effective to manage people without having any idea about the results of their work, the level of development of professional and personal qualities, impossible.

Without an appropriate personnel assessment system, the company also cannot build systems for selection, rotation, motivation, training and development of personnel, personnel planning systems, retention of especially valuable specialists, and also create personnel reserve.

The main criteria when assessing the qualities of an employee are:

§ professional knowledge and skills;

§ production experience;

§ health, performance;

§ business and moral qualities;

§ psychological properties;

§ level of general culture, etc.

The objectives of the assessment determine which criteria to give preference to. If the objective of the assessment is to increase labor productivity in the workplace, then the criteria should relate directly to labor productivity. If this job requires communication skills and personal qualities, you need to focus on them. If the goal is the possibility of promotion, then it is necessary to find out the possibilities for personal development of the employee.

The goals of business personnel assessment are:

1) formation of a personnel reserve for promotion;

2) obtaining analytical material necessary for making informed decisions on the selection and placement of management personnel;

3) development of measures for advanced training and retraining of management personnel, taking into account personal characteristics (development of relevant competencies);

4) increasing motivation for professional development and career growth;

5) formation of a favorable socio-psychological climate.

Typically, an organization's need to evaluate people is especially relevant at the moment:

Selection of candidates for vacant positions,

Completion by new employees probationary period,

Completion of a certain cycle of work (fiscal year, six-month project, etc.),

Implementation of changes that require the search and development of new competencies,

Transferring employees to another job, promoting them to a higher position,

There is a need to start training employees,

Making decisions on dismissal of employees.

Personnel assessment results for the company:

Determination of work results, level of knowledge and skills of personnel, business and personal qualities of employees;

Possibility of staff rotation and creation of a personnel reserve;

The basis for developing a system of motivation, development and training of personnel.

Benefits of assessment for an employee:

Determining the place and role of each employee;

A clear understanding of the assigned tasks, success criteria, and the dependence of the amount of remuneration on labor results;

Opportunity to receive feedback from the manager;

Possibility to plan further development and evaluate career opportunities.

Depending on the tasks, an assessment can be carried out of all personnel (both managers and specialists), employees of a separate department, only managers of a certain level, assessment professional knowledge and skills, assessment of work results, assessment of readiness for leadership work or work in a new direction.

Thus, we can conclude that effective personnel assessment is one of the most important components of the management of any organization. Personnel assessment serves as the basis for many management and personnel procedures: personnel selection, intra-organizational transfers, enrollment in the promotion reserve, personnel control, retraining and advanced training, improving the structure of the apparatus, etc.

1.2 Personnel assessment methods

It should be noted that both the immediate supervisors of those being assessed and other superiors, colleagues, subordinates, and specialists can be involved in personnel assessment. personnel services, external consultants and, finally, the person being assessed (self-assessment). Thus, minimal familiarity with personnel assessment methods for all employees is a guarantee that the methods used will give the expected effect.

All assessment methods can be divided into methods individual assessment workers, which are based on a study of the individual qualities of the employee, and group assessment methods, which are based on comparing the effectiveness of workers within.

Many assessment methods that are used today were developed in the last century. However, during the evolution of these methods, they have undergone significant transformation.

Let's look at the most common methods of personnel assessment.

Questionnaire method

The assessment questionnaire is a specific set of questions and descriptions. The evaluator analyzes the presence or absence of the specified traits in the person being certified and notes the appropriate option.

Descriptive assessment method

The evaluator must identify and describe the positive and negative behavioral traits of the person being assessed. This method does not provide for clear recording of results and is therefore often used as an addition to other methods.

Classification method

This method is based on ranking certified workers according to a certain criterion from best to worst, assigning them a certain serial number.

Pair comparison method

In this method, a group of attestees in the same position is compared, each with each other, and then the number of times the attestee turned out to be the best in his pair is counted. Based on the results obtained, an overall rating for the group is constructed.

When comparing in pairs, using the Group Assessment Form (Table 1.1) is effective.

Table 1.1 - Group assessment form

At the intersection, mark the name of the employee who seems to be the most effective in this pair.

It is based on an assessment of the employee’s suitability for the position held. This is a method of scaling the personal qualities of an employee. The most important component of this type of assessment is the list of tasks that the certified employee must perform. After compiling this list (it can also be taken from job descriptions) there is a study of activities taking into account the time spent by the employee on decision-making, methods of performing assigned tasks. It also takes into account how economically the employee uses material resources. Then the qualities of the certified employee listed in the list are assessed on a 7-point scale: 7 - very high degree, 1 - very low degree.

Analysis of the results can be carried out either by the correspondence of the identified assessments to the reference ones, or by comparison of the results obtained from employees of the same position.

Specified distribution method

With this method, the person conducting the assessment is asked to give employees ratings within the framework of a predetermined (fixed) distribution of ratings. For example:

10% - unsatisfactory;

20% - satisfactory;

40% - quite satisfactory;

20% - good;

10% - excellent;

total - 100%.

The only thing that is required of the employee is to write down the employee’s last name on a separate card and distribute them into groups in accordance with a given quota. Distribution can be carried out on various grounds (evaluation criteria).

Critical Situation Assessment Method

To use this method, evaluators prepare a list of descriptions of the “right” and “wrong” behavior of employees in typical situations- “decisive situations”. These descriptions are divided into categories according to the nature of the work. Next, the person conducting the assessment prepares a journal for each employee being assessed, in which he enters examples of behavior for each rubric. This journal is later used to evaluate the employee’s business qualities.

Typically, this method is used in evaluations made by the manager, rather than by colleagues and subordinates.

It is based on the use of “decisive situations” (see the method of assessing decisive situations), from which the required personal business and personal qualities of the employee are derived, which become evaluation criteria. The evaluator reads the description of any evaluation criterion (for example, engineering competence) in the rating questionnaire and puts a mark on the scale in accordance with the qualifications of the evaluator. An expensive and labor-intensive method, but accessible and understandable to workers.

Behavior Observation Scale Method

Similar to the previous one, but instead of determining the employee’s behavior in a decisive situation of the current time, the appraiser records on the scale the number of cases when the employee behaved in one specific way or another previously. The method is labor-intensive and requires significant material costs.

Method of questionnaires and comparative questionnaires

Includes a set of questions or descriptions of employee behavior. The appraiser puts a mark next to the description of the character trait that, in his opinion, is inherent in the employee, otherwise leaves an empty space. The sum of the marks gives the overall rating of the employee's profile. Used for evaluation by management, peers and subordinates.

Interview

This technique is borrowed by HR departments from sociology.

Here is an example of an interview plan for personality assessment. In the interview, it is important to obtain information about the following components and characteristics of personality:

Intellectual sphere; motivational sphere;

Temperament, character;

Professional and life experience;

Health;

Attitude to professional activity

Early years;

Kindergarten;

Vocational training (primary, secondary, higher, vocational);

Military service;

Attitude towards working at the company;

Hobbies;

Self-esteem of capabilities, health;

Marital status, family relationships;

Forms of leisure activities.

"360 degree assessment" method

An employee is evaluated by his manager, his colleagues and his subordinates and clients. The specific assessment forms may vary, but all assessors complete the same form and the results are processed using computers to ensure anonymity. The purpose of the method is to obtain a comprehensive assessment of the person being certified.

Management by Objectives. This method is based on the fact that managers in the process of the organization's activities should cooperate with subordinates to develop the organization's goals, which gives subordinates the opportunity to use self-monitoring of labor productivity. But it is not just a process of evaluation - it is the method by which managers and subordinates plan, organize, control, communicate and discuss work. Thus, the subordinate receives a program and purpose for his work.

Independent Judges Method

Independent members of the commission - 6-7 people - ask the person being certified a variety of questions. The procedure is reminiscent of cross-examination on various areas of activity of the person being certified. In front of the judge there is a computer on which the evaluator presses the “+” key in case of a correct answer and, accordingly, the “-” key in case of an incorrect answer. Upon completion of the procedure, the program issues a conclusion. It is also possible to manually process the employee’s answers, then the correctness of the answers is entered into a pre-compiled form.

Testing

To evaluate an employee, the following can be used: various tests. According to their content, they are divided into three groups:

qualification, allowing to determine the degree of qualification of the employee;

Psychological, making it possible to assess the personal qualities of an employee;

Physiological, revealing the physiological characteristics of a person.

The positive aspects of the test assessment are that it allows you to obtain quantitative characteristics for most assessment criteria, and computer processing of the results is possible. However, when assessing the potential capabilities of an employee, tests do not take into account how these abilities manifest themselves in practice.

Committee method

The assessment is carried out by a group of experts and is aimed at identifying the candidate’s abilities, giving him the right to apply for other positions, in particular for promotion.

This technique consists of the following steps:

Activities are broken down into individual components;

The effectiveness of each type of activity is determined in points on a scale (for example, from -10 to +10), and thus the degree of success is determined;

Three lists of jobs are compiled: those jobs that can be solved successfully, those that succeed from time to time, and those that never succeed;

A final comprehensive assessment is issued.

The assessment itself general view contains the following four steps:

Selection of assessed qualities and employee performance indicators;

Using different methods of collecting information;

The assessment information should provide a comprehensive picture of the person;

Comparison of the actual qualities of the employee with the required ones.

The sets of qualities being studied are developed taking into account the tasks

performed according to the position. Typically, there are from 5 to 20 such qualities.

Assessment center method

This method solves two problems:

The personal and business qualities of the employee are determined (usually this method is used to evaluate management employees)

An individual training program for the manager is determined, allowing him to develop his abilities and behavioral skills.

The test takes different times, for example, to assess the professionalism of a master, a few hours are enough, for a low-level manager - one day, for middle managers - two to three days, a little more for managers and senior managers. Some of the procedures used for assessment are:

Execution of management actions. During the two hours allotted for completing the task, the subject must familiarize himself with some instructions, business papers, orders and other materials necessary to give orders on specific technological, production, personnel issues. This simulates the real activities of the company. After completing two hours of work on the task, the assessee is interviewed.

Discussing problems in a small group. This procedure allows you to identify the ability to work in a group. Group members are given material that they need to familiarize themselves with, independently make a decision on a given question and, during a group discussion (40-50 minutes), convince others of its correctness. At all of these stages, the subject is assessed by observers in points.

Making decisions. The subjects are divided into several groups (representatives of competing firms). The work of firms is simulated over several years (2-5 years). Every hour is considered one year, during which a number of problems are solved. The performance of each subject is assessed by experts.

Development and presentation of the project. It is necessary to develop a draft plan for the development of some type of activity in 1 hour, which is then defended in front of experts.

Preparing a business letter. Each subject prepares business letters according to various issues and from different positions: refusal, cancellation of a decision, statement negative information etc. Actions are assessed by experts.

Sometimes it is practiced to compare the results of an employee’s expert assessment with his self-assessment of his personal and business qualities. The results of such a comparison can be very revealing both for management and for the employee himself.

Business games method

Personnel assessment is carried out within the framework of specially designed simulation and developmental business games. Both the participants of business games themselves and expert observers are involved in the assessment. Certification business games are conducted, as a rule, for results, which makes it possible to assess the readiness of staff to solve current and future problems, as well as the individual contribution of each participant in the game. This assessment method can be used to determine the effectiveness of staff teamwork.

Method for assessing the achievement of goals (Method of management through goal setting)

The manager and subordinate jointly determine the key goals of the employee’s activities for a certain period (one to six months). Goals must be specific, achievable, but challenging, and must be important both for the professional development of the employee and for improving the organization’s activities. The established goals outline the employee’s sphere of responsibility and the range of his responsibilities for those specific deadlines that are necessary to achieve the intended result. These results must be measurable at least as a percentage. The results are assessed jointly by the manager and the employee on the basis of individual standards for achieving goals, but the manager has a casting vote in summing up the results.

Assessment method based on competency models

Competency models describe the intellectual and business qualities of an employee, his interpersonal communication skills necessary for successful professional activity within the framework of the existing corporate culture in the organization. The gap between the required and existing level of competence becomes the basis for the development of individual professional development plans. The implementation of these plans, which is expressed in specific results of professional activity, is the subject of assessment and self-assessment, as well as independent examination.

1.3 Foreign experience in business assessment of personnel

The personnel policy of each organization in economic developed countries consists, first of all, in the formation of a certain set of personnel decisions regarding individual employees or their groups to ensure the normal functioning of the organization as a whole. Personnel assessment plays a central role in these decisions.

The most developed methods for assessing already employed company personnel. This is due to the desire to maximize the identification and use of the potential of internal human resources in the interests of the organization in the context of “shrinking” external sources of qualified personnel. And the process of assessing internal sources itself is facilitated due to the proximity of the object.

In general, personnel assessment is defined as a planned, formalized, regular, standardized procedure for assessing the quality of work of an organization’s employees based on selected criteria throughout the entire period of employment, usually checking the compliance of personnel characteristics with the requirements of a position or workplace.

The initial element of personnel assessment, necessary for making decisions on promotion, advanced training, etc., is the formal level of knowledge and experience, i.e. purely personal data. But the main areas of assessment are the assessment (accounting) of labor results and the assessment (analysis) of business and personal qualities that influence these results. In addition, the assessment of the potential of employees, as well as the assessment of their motivation, are specifically highlighted.

Among the main methods of personnel assessment, popular abroad, are the following:

1) Management by objectives,

2) Achievement management,

3) Assessment center,

4) “360 degree” method, etc.

American companies The focus is on specialized knowledge and professional skills.

Regarding the frequency of assessment, the statistics are as follows: 74% of employees and 58% of workers were assessed once a year; 25% of employees and 30% of workers were assessed once every six months, about 10% were assessed for job performance more often than once every six months. It is common for US companies to have fairly frequent appraisal periodicity. The evaluation of employees is most often carried out by the manager-manager.

Most often, US firms use the graphic rating scale method. We also widely use the descriptive method, most often as part of a graphic rating scale. Questionnaires are widely used. Other methods combined account for only 5% of cases. The management by objectives method is most often used when evaluating the work of managers, engineers and workers not directly related to product production.

Work with personnel in Japanese companies First of all, it is based on deep traditions. Here there is group collectivism and a desire for joint work; subordination to the leader and senior in age. The senior in position (position) is also older than the junior in age and work experience. Harmony is above all. Devotion to the company's ideals. Establishing informal relationships with subordinates and ordinary employees. Lifetime hiring of staff large companies, constant rotation of personnel with a change of professions and positions every 3-5 years.

Personnel assessment is carried out mainly through the study of biographies and personal files. Preference for professional tests is to complete written assignments (project, report, business letter). Oral examinations in the form of interviews and group discussions. A questionnaire to determine abilities, work experience, personality development and desires. Testing knowledge and skills. In some companies, a special document is maintained for each employee, which indicates professional qualification and its growth, achievements in the field of innovation and quality, intra-company activity and achievements at work. This document is similar to the certification card used for certification in Russian companies, and serves as the basis for determining the amount of earnings and promotion.

In one form or another, performance accounting covers almost all personnel, since it is the basis of the remuneration system. The results of the labor of workers and some employees are determined, as is known, by the level of compliance with standards. As for those employees whose work cannot be strictly standardized, the main criterion for assessing its effectiveness is the correspondence of the results of work to the goals set in advance for a certain period (hereinafter, for brevity, we will call such an assessment “assessment of compliance with goals”). The work to identify this correspondence includes the following steps:

* establishing several main responsibilities (functions) of the employee;

* specification of each of these functions and their linkage with certain indicators (profit, costs, volume of work, timing and quality of their implementation, turnover of “key personnel”, state of labor discipline, etc.);

* establishment of units of measurement (percentages, days, dollars, etc.) and a system of indicators reflecting the results of activities (reduction of work time, reduction in the level of defects, increase in profits compared to the previous period, reduction in the turnover of “key personnel”, reduction in the level of violations of labor discipline etc.);

* establishing minimum and maximum “performance standards” for each indicator;

* comparison of actual labor results with performance standards (above the maximum standard, at its level, below the minimum) and obtaining an evaluation score for this indicator;

* displaying the average rating for all indicators.

Along with these assessments, assessments of the “level of contribution” made by the employee to the organization’s activities are used: labor results are correlated not with individual planned indicators (the latter are not defined in this case), but with more general formal requirements. The description of the “level of contribution” is carried out not by individual performers, but by official groups workers.

For example, at the Stanford Research Center, in relation to research personnel, there are five areas of activity through which the employee participates in solving common problems:

b professional contribution (as a researcher),

b commercial implementation of ideas (contribution to increasing the profit of the center),

b development of relationships with customers,

b management and coordination of research and development (role in the activities of complex project groups),

ь performing the functions of a line manager.

For each of the areas, six “contribution levels” (evaluation categories) are identified, and for each there is a precise description, which is presented in the “professional maturity matrix” of the center specialist.

The “Professional Maturity Matrix” reflects both the results of work and the overall professional and qualification level. It is the basis not only current assessment, but also employee certification. When choosing an evaluation category, the manager takes into account not individual best achievements, but the work of the specialist for most of the year.

Firms strive, on the one hand, to determine a set of labor productivity factors, a common criterion for assessing personnel, and, on the other hand, to highlight specific qualities for individual groups of employees. Yes, in factories American corporation General Electric has introduced an assessment of all categories of employees - from skilled workers to managers - based on five factors:

1) knowledge of the job (does the employee have a clear understanding of the content of the job and its goals);

2) the need for control over his actions by the boss (how diligent the employee is in performing production tasks, whether he observes labor discipline, including lunch time, breaks, etc.);

3) work style (does he always make thoughtful decisions, has a penchant for introspection, and the ability to get things done);

4) initiative (does he have a desire to take on additional responsibility, how does he perceive new ideas, is he predisposed to risk);

5) a tendency to cooperate (does he demonstrate the willingness and ability to work together with colleagues and subordinates, is he able to maintain a favorable psychological mood in the team).

To summarize Foreign experience business assessment of personnel, it is worth noting that the most developed methods for assessing the company’s already employed personnel. In general, personnel assessment is defined as a planned, formalized, regular, standardized procedure for assessing the quality of work of an organization’s employees based on selected criteria throughout the entire period of employment, usually checking the compliance of personnel characteristics with the requirements of a position or workplace. Among the main methods of personnel assessment, popular abroad, the following can be identified: 1) management by objectives, 2) achievement management, 3) Assistance center, 4) “360 degree” certification

1.4 Persian certificationit is used as a method of business evaluation

Personnel certification, i.e. assessment of suitability for a position - a procedure for systematic formalized assessment according to specified criteria of compliance of the activities of a particular employee with clear standards of work performance at a given workplace in a given position for a certain period of time.

Certification is a specific procedure, and therefore must be formalized in accordance with the requirements of current legislation, as well as local regulatory documents of the organization.

Schematically, the certification process looks like this:

Figure 1.1 - Algorithm of actions during certification

Purpose of certification. The most important thing in the certification process is to decide on the goal. Possible goals certifications have been discussed above.

Analysis of the situation. Before starting the certification, it is necessary to determine what results are expected from the certification, how they will be processed, possible conclusions and actions. It is necessary to take into account previous certification experience, its pros and cons, compliance with certification organizational culture, standards for work performance adopted by the organization, documents regulating the activities of employees, personnel reaction to the upcoming certification, human, time and financial resources available for certification, and other issues.

Analysis of methods and approaches (3-6 ) . From the variety of methods, it is necessary to choose exactly those that are suitable for a particular organization. Different approaches impose their own requirements on the qualifications and training of personnel, the moral climate in the team, and the availability of time and money.

Work plan. It is necessary to draw up detailed plan works describing who is involved in the process, what stages take place and within what time frames, what resources are needed, who is responsible for individual stages and for the process as a whole.

Estimating costs for the organization also seems quite important. Obvious costs are the printing of certification forms, the cost of hiring consultants (if necessary) and purchasing literature.

Carrying out certification. Completion of this stage depends on the preparation carried out. The most difficult at this stage is the certification interview. Analysis and follow-up. Analysis of the certification results provides not only a better understanding of the activities of a particular employee, but also the situation in the organization as a whole. The results depend on the goals set and the methods used.

For a specific employee, based on the results of certification, it is possible to draw reasonable conclusions about the need for training and development, his place in the organization, career planning, salary changes, and disciplinary actions.

It is also possible to assess what is happening in the organization as a whole and in individual divisions, how reasonably the work is distributed, how to plan human resources, whether it is possible with the available resources to implement the organization’s plans, increase labor productivity, which is necessary for the introduction of new technologies and changes in working conditions, whether the norms and rules adopted in the organization, in particular labor protection standards, comply with the law.

Participants in the certification are two parties, one of which is called the certified, the other - the attester.

In Western practice, assessment by the immediate supervisor is very often used, which is logical, since mutual understanding between the manager and the subordinate is the basis for effective work. In the daily routine, decisions are made primarily on tactical issues. production tasks. Psychologically and organizationally, it is quite difficult to sit down and discuss past achievements and failures and outline plans for the future without a clear reason. Certification can serve as such a reason for a frank conversation. However, the assessment by the immediate supervisor presupposes a constructive relationship between the boss and the subordinate. In case of conflict situations, the likelihood of effective completion of certification with such interaction is low.

Organizations use a combination of different certification methods. Let's look at some of them and the features of their application.

Rating methods are the most common and simplest method of certification. Its essence lies in the fact that employees receive an assessment according to specified criteria in accordance with the selected scale. There are two options - the introduction of rating scales, when the rating is given from 1 to 3 points, from 1 to 4 points, from 1 to 5 or 10 points - at the discretion of the scale developers. The second option is "list" where the answer is "yes" or "no".

Comparative methods involve managers comparing the performance of employees. This method is used much less frequently than rating methods. It makes sense to contact him to determine incentives for the best employees.

Written methods. These include primarily the essay (or employee profile) and the method of critical situations. The characteristic is often used both in combination with other methods and independently. An important condition for turning a written description into a working tool is its structure. Including characteristics in the certification form as an addition to other methods will allow the manager to note points that are not included in the assessment using other methods. Independent use of characteristics is more acceptable for small companies, where it does not always make sense to develop more complex circuits. Processing information obtained using characteristics is much more difficult than information obtained using rating methods. In addition, there is a much higher likelihood of subjectivity in the characteristics.

In an organization, employees are independently surveyed about a variety of behaviors. These examples are then collected and summarized and passed back to the interviewees to ask them to place the examples on the scale. The most frequently repeated assessments among various respondents are taken as the basis for constructing behavioral rating scales.

As a result, these scales describe various options behavior in a situation from desirable and expected to extremely undesirable.

Management by Objectives (MBO). Management by objectives is a method that has received Lately greatest recognition and development not only as a certification method, but also as a management method, as a management philosophy.

The main idea of the method is that management and development is goal-oriented, and achieving the goals of the organization through setting goals for each employee and agreeing on them, which allows you to move from simple daily performance of job duties (process orientation) to conscious work aimed at what is important for the organization result.

MVO is a certification method that is ideal in cases where other methods do not work or can be used only to a limited extent. First of all, this concerns management personnel, especially high-level ones, whose certification using other methods gives limited results. Management by objectives is suitable for creative types of work that are difficult to describe in quantitative and qualitative terms. The MBO certification process can be schematically described as follows - Fig. 1.2.:

Figure 1.2 - Management by objectives

The process begins not with defining goals, but with discussing job responsibilities, work performance and performance standards. In fact, everything is explained by the fact that any goals are achieved using certain resources. In this case, the resource for achieving the goal is the activity of a specific employee. It is expected that at each stage of certification the goal bar will rise higher. To do this, firstly, it is necessary to decide what the employee does and with what quality and work requirements. Next, resources should be found to improve the work, i.e. constant development of performance standards is necessary. After this, you can set performance goals for a certain period - specific, measurable, understandable, communicated to the employee and agreed upon with him. During the period between certifications, it is recommended to periodically evaluate how well the plans are being implemented. During the next certification, the procedure is repeated, but at a higher level.

Depending on who conducts the certification, the use of certain methods is allowed. This clearly looks like this - table. 1.2.

Table 1.2 - Application of various methods of personnel assessment

Who evaluates
	Comparative methods	Recording methods
The manager evaluates his subordinates
Employees evaluate the manager
Colleagues evaluate each other
Combination of ratings
Self-esteem
Consultants

Often in practice, certification (and certification sheet) combines several methods. For example, a brief description of(recording methods) can complement rating methods, and for better organization It is reasonable for MBOs to apply self-assessment and, in some cases, rating methods. The results of comparative methods should preferably be supported and justified by rating methods or recording methods. In any case, when preparing certification, it is important to remember the goals and resources that the organization has. The more complex combination of methods is chosen,

the longer and more difficult the certification will be, but the information received will be deeper and more serious.

In addition to the above certification methods, you can use the following methods:

Testing;

Assessment based on abstracts;

Expert survey method;

- “360 - certification”;

Business games;

Psychological methods;

Assessment Centers.

Thus, personnel assessment is an integral part of the entire management system in the organization, since it is impossible to effectively manage people without having an idea of the results of their work, the level of development of professional and personal qualities.

All assessment methods can be divided into methods for individual assessment of employees, which are based on a study of the individual qualities of the employee, and group assessment methods, which are based on comparing the effectiveness of employees within.

The most common methods of personnel assessment are: questionnaire method, descriptive evaluation method, classification method, paired comparison method, rating or comparison method, predetermined distribution method, decisive situation assessment method, behavioral rating method, behavior observation scale method, questionnaire method and comparative questionnaires, interviews, the “360 degree assessment” method, the method of independent judges, testing, the committee method, the assessment center method, the business games method, the method of assessing the achievement of goals (Method of management through goal setting), the assessment method based on competency models. Certification is a comprehensive procedure for assessing personnel in order to identify the compliance of the level of work, quality and individual potential with the requirements of the activities performed.

2. Analysis of methods for assessing personnel when hiring and in the process of work, used at Unitary Enterprise "MZSh"

2.1 Organizational and economic characteristics of the activities of Unitary Enterprise "MZSH"

The production republican unitary enterprise "Minsk Gear Plant" (hereinafter PRUP "MZSH") is one of the largest specialized enterprises in the CIS.

PRUE "MZSH" is a full technological cycle enterprise. Has a production area of 110,000 square meters. It has more than 3,200 units of metalworking equipment, powerful forging and pressing, thermal and chemical-thermal production divisions; workshops - tool, power, repair and mechanical, agricultural machinery, transport and metal waste processing. Type of production: from mass and large-scale to single production. The production quality management system meets the requirements international standard ISO9001 and introduced into the factory in 2001.

The main products are gear wheels and shafts (gears and shaft - gears) for tractors, cars, agricultural machines, combines, engines, pumps, gearboxes, light industrial machines.

The main technical and economic indicators necessary to analyze the production of the enterprise, the results of the activities of the MZSh Unitary Enterprise, are summarized in Table 2.1.

As the data in Table 2.1 shows, all analyzed indicators of the enterprise increased, which indicates an increase in operating efficiency in the period under study. The enterprise has clearly organized inter-shop and intra-shop cooperation, team labor organization is widely used, and a significant part of the workers perform multi-machine maintenance.

Table 2.1 - Indicators of production and economic activity of UE "MZSh" for 2012-2014.

Indicators	Deviation, +/-	Growth rate, %

Volume products sold, million rub.
Volume commercial products, million rub.
Volume of gross output, million rubles.
Average number of employees, people.
Balance sheet profit, million rubles.
Profit from
implementation
products, million rubles

cost of commercial products,

Average annual
cost of basic production
funds, million rubles
Average annual
cost of working capital
funds, million rubles

Based on the results of work for 2010, with an increase in production volumes by 23.6% compared to the previous year average number PPP decreased by 4% (-90 people). Compared to 1990, labor productivity increased 2.4 times. There is virtually no loss of working time at the enterprise for organizational and technical reasons.

The work on the implementation and development of personnel policy is carried out by the personnel department. In its activities, the HR department of the UE "MZSh" is guided by current legislation of the Republic of Belarus and the charter of the enterprise.

The most important function of the personnel department of the UE “MZSh” is documenting the process of personnel movement in the enterprise. This type of activity may include promotion, demotion, transfer, termination employment contract. For this purpose, instructions have been developed that determine the procedure for registration when hiring, transferring, dismissing and recording employees of an enterprise, as well as the procedure for issuing, recording and distributing orders to personnel.

Let's take a closer look personnel structure Unitary Enterprise "MZSh" (Table 2.2).

Table 2.2 - Number of personnel of UE “MZSh”

As we see from Table 2.3, for senior and middle managers, the supply of labor resources exceeds 100%. The analysis data indicates the need for better use of the resources available at the enterprise. The supply of specialists and workers is 98.8% and 98.4%, respectively, which necessitates a review of the need for these personnel and a possible increase in the number of this category of workers.

Effective use of labor resources is critical to increasing the performance of an enterprise.

Over the past 2 years, the MZSH Unitary Enterprise has increased specific gravity workers over 25 years old, workers with two to five years of experience predominate, despite the predominance of workers with secondary specialized education, the proportion of personnel with higher education is increasing.

Table 2.3 - Provision of UE "MZSh" with labor resources

The personnel structure of the MZSh Unitary Enterprise should be assessed positively, since the organization has employees of different ages and with different lengths of experience.

Let's look at the traffic indicators work force Unitary Enterprise "MZSh" (Table 2.5).

Table 2.5 - Indicators of labor movement of UE "MZSH"

Index
Average number of employees
Number of people hired
Number of people fired
Admissions turnover ratio
Dismissal turnover ratio
Turnover rate
Staff retention rate
Employee turnover rate

As can be seen from the above data, staff turnover at the enterprise is low. During 2011-2013. it decreased by 3.1% and amounted to 4.4% in 2013. Personnel turnover causes great damage to the economy. According to studies, before dismissal, labor productivity of laid-off workers decreases by 10-15% within a month, and for newly hired workers, productivity is 56% lower within three months. These losses are approximately 10-15 days. It takes another 10-20 days from the moment of dismissal to the start of a new job. Therefore, the total loss will be 20-35 days.

Necessary personnel assessment criteria to determine effectiveness

To develop any personnel assessment system, the employer must determine the main criteria on which this entire system will be based. The choice of criteria determines the specifics of the work, as well as the goals of the organization. There are three main evaluation criteria that an employer can use as a starting point when developing a personnel policy:

Assessing the personal qualities of an employee. This evaluation criterion can be formed from both internal and external sources. This assessment is important for employees who work with people constantly. These criteria may include: stress resistance, communication skills, appearance etc.
Assessing the level of qualifications and competence of an employee. In this case, the employee’s suitability for the position held is assessed, as well as the ability to apply his qualification knowledge in practice. Typically, assessment is carried out through testing or solving specific problems that correspond to the required skill level.
Employee performance assessment. The assessment is carried out based on the results of completing the assigned tasks, with what result the task was completed, in what time frame, the effectiveness of the use of expended resources, etc.

Qualitative method for assessing personnel in an organization

The qualitative method is not based on numbers, quantitative indicators, it is more of a descriptive method. It is suitable for a certain type of employee for whom behavioral and personal qualities are much more important than numerical indicators.

Approaches within this method	Description
Model approach	The competence of the ideal candidate (a list of job and personal characteristics can be used) is compared with the actual person holding the position
Evaluation of an arbitrary characteristic	Data is collected on the employee’s results in the workplace: all his victories and failures. And based on this, a conclusion is made about the employee’s effectiveness
Evaluation of work performed (results)	One of the simplest approaches is when a conclusion about an employee is made based on the work he has performed.
Colleague survey	The conclusion about the employee is made by interviewing his colleagues and employees from other departments
Personal conversation with an employee	The assessment is carried out on the basis of a personal conversation between the manager and experts directly with the employee himself

Quantitative method for assessing personnel in an organization

It is considered one of the simplest and effective methods assessment, which is based on quantitative indicators. A certain level is set for employees, below which they cannot fall, and for significantly exceeding they receive certain bonuses. The method is quite transparent and understandable for all participants labor relations. The only aspect worth mentioning is the development of effective and balanced indicators that will actually work, a complex and time-consuming process. It is often difficult for an employer to maintain a balance between overestimated and underestimated indicators, since the former cause dissatisfaction among the employees themselves, and the latter reduce motivation.

	Description
Point system	A fairly simple assessment system, where employees gain points over a certain period of time. The employer establishes a point scale by which the performance of each employee is assessed at the end of the period
Rating system	Within this system, employees compete with each other for a place in the ranking. At the end of the evaluation period, the best employees are selected within the framework of this rating
Free scoring system	For each achievement, employees receive points, which are subsequently summed up and employee ratings are formed based on these amounts.

Combined method of personnel assessment

This method includes the two previous methods and is a set of indicators by which an employee is assessed from different angles. This may include work performance and the ability to work in a team, the number of sales and communication skills, etc.

Assessment methods	Approaches within these methods	Description
Combined methods	Average rating system	The employer compiles a set of characteristics, for each of which points are assigned on a certain scale. All these scores are then summed up and an overall average score is calculated to evaluate the employee.
	Grouping system	Employees are divided into groups based on the results of the work performed. Each group is assigned a specific rating from “unsatisfactory” to “excellent”

Approaches to assessing the qualifications and competence of organization employees

The qualifications and professionalism of an employee are the basis on which the manager’s trust is based. But at present, in view of the rapidly changing scientific and technological progress, market, as well as legislation, the requirement for the knowledge and skills of employees is increasing. Therefore, to adequately assess the effectiveness of personnel, employers have to use special approaches to assess the qualifications and competence of employees:

Employee certification is one of the effective methods for assessing the professionalism and motivation of an employee, as well as confirming the employee’s qualifications. There are a number of specialties for which annual event certification is a mandatory procedure. For others, this is an excellent opportunity to understand what they lack to be competitive and maintain a high level of professionalism.
The Competency Assessment Center is one of the most modern approaches to employee assessment, which is carried out in several stages and uses diverse approaches to assessing participants. Based on the results, the employee receives a report, the so-called feedback, which includes, in addition to the results, a set of proposals for improving his professional competence.
Testing, filling out questionnaires designed to determine not only the employee’s level of competence, but often also the employee’s personal qualities. This approach is often used when selecting candidates for vacant position to determine the best applicant.
An interview is one of the simplest approaches, but there are a number of psychological approaches to conducting interviews to identify the psycho-emotional state of an employee and his reaction to possible situations.
Involvement of experts from third-party organizations for independent assessment. Probably one of the most difficult assessment methods for an employee, but nevertheless the most objective.
Simulation of various situations - this can be like business games in which employees are asked to complete a certain case taking into account limited resources, or the creation competitive environment in the current work process to identify stronger employees.

Personnel assessment is a system that allows you to measure the results of work and the level of professional competence of employees, as well as their potential in the context of the strategic objectives of the company.

During the assessment, the employer compares the employee occupying a particular position with a specialist ideally suited for this position.

In the West, formalized assessment appeared in US companies at the beginning of the twentieth century.

In the 1960s, a new methodology appeared - management by objectives (MBO - Management by objectives) - the personal achievements of each employee were assessed.

In the 1980s, a technique called Performance management (PM) was created - performance management. Not only the result is evaluated, but also the ways to achieve it. Involves extensive feedback from the employee. It can serve as a tool for predicting the further professional development of an employee and planning his career in the company.

In the 1980s - 1990s, the objectivity of assessment increased with the advent of new technology- “360 degrees”, which involves a systematic survey of people (manager, subordinates, colleagues and clients) with whom the employee works.

At the same time, the Assessment Center, which provides a comprehensive assessment of competencies, is beginning to gain popularity. It was mainly used in the assessment of senior managers for the purpose of appointment to these positions and for inclusion in the personnel reserve of companies.

In Russia, the traditional method of assessment is certification.

Modern assessment methods in Russia appeared recently, with the advent of Russian market Western companies. The number of companies using RM, Assessment Center, including internal, “360 degrees” is growing, but not as fast as we would like. The main obstacle is the Russian mentality of continuity of Western technologies, distrust in them, as well as a craving for stability and conservatism.

Let's consider the main methods of personnel assessment used in Russian companies.

Certification

The procedure for conducting certification is set out in officially approved documents. If there are none, the organization must have an approved in the prescribed manner“Regulations on certification” of company personnel. The procedure and all regulations are agreed upon and approved by the top officials of the company.

Certification is a right of the company administration, which can be exercised in relation to all or certain categories of employees. Employees who have worked for less than one year, pregnant women or those with children under three years of age, and representatives of top management may be excluded from the assessment.

Certification is carried out once, twice or three times a year. It may be regular or extraordinary by decision of the administration.

Certification evaluates qualifications, work results (evaluation sheet or on recommendation from the manager), level of knowledge and practical skills (in the form of a standard exam), business and personal qualities.

Evaluation criterion - professional standard specialties and positions.

An attestation commission is created from representatives of middle management, personnel service workers, and trade union members. The number is usually determined by an odd number of participants ranging from 5 to 11. The commission, in the presence of the employee, reviews all the data and makes a decision on the future fate of the employee in the organization.

The results may be grounds for dismissal of an employee in accordance with Art. 81 Labor Code of the Russian Federation.
In case of disagreement with the decision of the certification commission, the employee has the right to appeal to the labor dispute commission at the enterprise or go to court. The commission must provide reasons for its decision.

It consists of the joint setting of tasks by the manager and the employee and the assessment of the results of their implementation after the reporting period (usually the end of the financial year).

The assessment affects all categories and positions of the company.
1) A list of tasks is compiled:
a) the manager sets the tasks himself and then communicates them to the employees. Then adjustments take place taking into account the employee’s suggestions;
b) the manager and employee set tasks independently of each other, and then agree on them during the interview.
2) The criteria for completing tasks are determined (coefficient, weight as a percentage of overall success for each task) in accordance with the company's strategy.
3) The success of the task is determined. The opinion of the manager is considered priority or a higher manager is involved in the decision.
4) Measures are being outlined to improve the quality of work.

Evaluates the results, methods and competencies of employees, identifies areas of development, and plans the employee’s career. All categories and positions of the company can participate. The emphasis is on feedback from the manager to the subordinate in the form of regular contacts once a year (formally) and more often (as needed, informally).

Interviews to set tasks and a final interview (done jointly by the manager and subordinate) take place once a year, where the employee is provided Feedback Based on his work, ways to develop his success and quality of work are developed. The results of work on tasks and competencies are assessed, areas are identified and plans are drawn up for employee training and career development.

"360 degrees"

A competency-based assessment performed by people who regularly work with the employee.

Can also be used for individual personnel tasks, and as an addition to the main system. The employee himself can initiate this assessment method to identify his own areas of development.

Opinions about an employee are made by four parties: the manager, subordinates, colleagues and clients (above, below, next to and around) in the amount of 7 - 12 people. It is desirable that people evaluate not only positively, but also critically.

Competencies assessed:

Leadership
Teamwork
People management
Self-management
Communication skills
Vision
Organizational skills
Decision making ability
Professionalism
Initiative
Adaptability

Data from completed questionnaires and forms is collected and sent for processing to an external provider (to achieve complete confidentiality) or processed online (automatically). Only the manager can show his assessment, thus providing feedback.

The results of the assessment (usually on a five-point scale) are received by the employee and his supervisor.

Assessment Center

1) Preparatory stage:
- determination of assessment goals;
- development (updating) of a competency model. The model must be consistent with the overall company strategy and include the competencies required to perform a specific task. To develop competencies, business leaders and preferably the top person of the company must be involved. Competencies are prescribed by level.

2) Development of the Assessment Center procedure:
- development of a scenario plan (timing and logistics of the event);
- modeling and/or adaptation of exercises;
- determination of the set and sequence of assessment methods;
- training of experts, training of observers;
- familiarization of assessed participants with the Assessment Center program.

3) conducting Assessment Center:

- conducting business games, cases, group discussions, in which the selected competencies are manifested. The topic can be anything, and does not necessarily have to correspond to the content of the employee’s work. Each case provides an opportunity to evaluate several competencies in different combinations. Exercises are performed in a group or in pairs. The behavior of employees is monitored by specially trained observers - external consultants, HR department employees, representatives of business units;
- individual interviews, tests (intelligence, personality) with each participant based on the results of the game;
- overall assessment of the game participant (integration session)- consolidation of assessments. All observers express their opinion about the person’s behavior during business games and discuss the overall assessment of each competency;
- drawing up a report based on the results of the Assessment Center;
- providing feedback to Assessment Center participants. It is very important that consultants/observers providing feedback be extremely tactful and careful. Ambitious employees with high self-esteem are often assessed in Assessment Centers. After giving feedback, they should be left with a positive impression.

Also, evaluation methods can be informally associated coaching, which is non-core, but provides more detailed information about the employee - his potential, motivations, intentions, aspirations, strengths and weaknesses. Coaching is a powerful method that motivates and initiates employee responsibility for their activities; therefore, at all stages of an employee’s work, it can be used as an assessment method, as a development method, and as a way to motivate an employee.

Comparative characteristics of various methods, stages of implementing an assessment system in a company, as well as difficulties arising in this case.

Determining the need for personnel assessment
The company must evaluate, and the consultant can help with this by informing (the pros and cons of each valuation method), which valuation method is acceptable for the company and whether it is necessary at all, based on an analysis of the following factors:
Date of the last assessment event.
Company age.
How financially prepared the company is to implement the assessment measure.
Having a strategy and mission.
How developed corporate culture company and what are its features.
Company size.
The scope of the company’s activities, the nature of the products manufactured or services provided.
Social and psychological atmosphere in the company.
Stage of work of employees subject to evaluation and other factors.

To determine the actual need for an assessment, the consultant and the customer need to understand the reason for contacting a consulting company, because wishes for an assessment can be very different, from a real need to identify the company’s level of success to conducting an assessment as a tribute to fashion. The last wish is not a need for an assessment, and its implementation may trigger an irreversible process of the company's collapse. Therefore, the process of determining true intentions, where a clear goal, result and specific objectives of the company are built, is the first and most important stage in conducting the actual personnel assessment.

Each stage of an employee’s work in the company involves the use of certain assessment methods

Can only be used in combination with other methods
+ - can be used separately

At the end of the probationary period, assessment interviews and tests of knowledge of the subject of activity are used.

Benefits of conducting an assessment

Benefits of valuation for a company
1. Determination of work results, level of knowledge and skills of company personnel.
2. Possibility of personnel rotation and creation of a personnel reserve.
3. Creation of a targeted personnel development program.
4. Staff motivation.
5. Building a corporate culture.
6. Organizational development.

Benefits of assessment for an employee
1. Determining the place and role of each employee in the company - horizontally and vertically.
2. A clear understanding of the assigned tasks, criteria for the success of their implementation, and the dependence of wages and bonuses on labor results.
3. The opportunity to receive feedback from your immediate supervisor.
4. Guarantee that achievements will not be ignored (if the system works effectively).
5. Opportunity for professional and career growth.

Place of personnel assessment in the personnel management process
Training. Personnel assessment helps to identify the training needs of employees, as well as determine the effectiveness of the training programs used.
Personnel planning. The assessment of performance indicators allows us to determine both current and future quantitative and qualitative personnel requirements.
Personnel selection. Information on performance assessment is used to improve the methods used to attract and select personnel.
Employee development and career planning. Assessing performance indicators allows you to assess an employee’s potential and outline ways to perform more complex and responsible work.
Stimulation and motivation of work. Performance appraisal helps improve the effectiveness of the motivation and incentive system by providing employees with feedback, assessing their contribution to achieving the goals of the organization and department.
Formation of a personnel reserve and work with it. Assessing the work and working behavior of employees is the basis for forming a reserve and determining the effectiveness of its training.

Implementation of a personnel assessment system in the company

The implementation of an assessment system in a company occurs in several stages:

1) Making a decision to create an assessment system in the company by top management and the company’s HR department. Actions at this stage:
Determine the goals of the assessment and its impact on employee motivation (preliminarily conduct a survey of employees).
The HR function should make a presentation to senior management on the advantages and disadvantages of various appraisal methods.
Making a decision on the implementation of an assessment system in the company as a whole and on its method of implementation.
The decision to create a working group.

2) Creation of a working group, which will include representatives of middle management, HR department, legal and PR services, possibly external consultants and company employees. The group provides senior management with a detailed action plan for creating and implementing the system, and a budget, if necessary.

3) Selection of assessment methods and development of the first version of the system. Stages:
a) development of a system of corporate competencies.
b) to be specified organizational structure companies and line reporting to clarify the cascade of hierarchy.
c) the assessment system correlates with the company’s business planning system and KPIs
d) the evaluation system must fit into the entire range of HR tools.
e) review and clarify job descriptions.

The result is final decision about the assessment method, structure of the assessment system, set of competencies, rating scale, options for forms and forms.

4) Finalization of the system and preparation of documents by the HR department: assessment regulations, assessment forms, instructions for the manager and employee.

5) Information support systems within the company, conducting training for managers (evaluators) according to the plan: explaining the benefits of evaluation for the company and employees, a clear description of the sequence of evaluation, the structure of evaluation forms and how to fill them out, training in setting tasks and correlating them with the business plan, a story about the consequences results for employees and the company, training skills for conducting assessment interviews with employees.

6) Refinement of the system taking into account the wishes of middle managers.

7) Conducting training for staff.

8) Conducting an assessment.

9) Summing up, analyzing successes and failures.

Errors and difficulties in implementing an assessment system
Inconsistency in the method for assessing the company's maturity level.
Negative attitude of employees towards any assessment of their work.
Assessing the personal qualities of employees in isolation from job responsibilities and competencies.
The assessment system is not connected with the system of material and non-material motivation.
Managers believe that they do not have time to conduct assessments.
Employee participation in setting tasks is minimal.
Managers give bad feedback, and employees don't know how to take it.
Low or high self-esteem of employees.

Personnel assessment, assessment

Keywords:

1 -1

The effectiveness of any enterprise depends on how competent its staff are. In order to establish the effectiveness of each employee of the company in fulfilling their duties, to identify the strengths and weaknesses of each team member, and also to fulfill the requirements for confirming the qualifications of employees, it is necessary to conduct a personnel assessment. For this purpose, the enterprise must develop a personnel assessment system, which allows not only to evaluate 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 necessary?

In the process of working at the enterprise, each employee not only applies his or her existing skills, but also gains experience, which is necessary to solve new, more complex tasks. Accordingly, it is necessary that personnel assessment be carried out comprehensively, with the study of the characteristics of a specific labor process. This makes it possible to determine, first of all, the employee’s suitability for the position he occupies, 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 work activity. Already in the process of joint cooperation, the employee’s skills declared upon admission to work are revealed, additional knowledge, the characteristics of his personality appear. Only in practice can one determine how well these data correspond to the criteria of the organization's production goals.

It is also important that the employee himself evaluates his abilities independently. 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 the activities of each individual can make to its success.

Only conducting a personnel assessment allows you to create a rationally working structure, distribute the company’s labor resources most effectively, and also increase their performance. Constant control and opportunities that open up for each employee as a result of the assessment of his work allow optimizing the work of each team member and encourage him to perform labor responsibilities with great zeal.

You can use more than just time tracking programs to evaluate employee performance. A multifunctional DLP system helps you see who is doing what during working hours .

Objectives of personnel assessment

Personnel performance assessment allows you to achieve the following goals:

establish cost compliance aimed at performing a specific amount of work, and funds allocated for the maintenance of the employee and his workplace. If a certain specialist has low labor productivity, his maintenance becomes unprofitable for the employer. In this case, it is necessary to reshuffle personnel as quickly as possible so that this employee takes over workplace in accordance with his real capabilities and skills;
identify the functional role of a specific employee throughout the organization in accordance with his skills. There is a possibility that a certain employee does an excellent job working in a team, is actively developing, and strives to show his best working qualities. Such a person can become a valuable link in a certain area of the company’s activities. This can have a positive impact on the economic component of the success of the enterprise if appropriate conditions are created;
assess an employee's potential, which can be used for the benefit of the enterprise without additional investments. A certain amount of Over the years of work, ordinary employees acquire experience, knowledge, and skills that are important for the company, which become a strong basis for such people to be able to work effectively in leadership positions. In this case, the owner of the enterprise no longer needs 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 high professional level, potential mid-level managers are identified directly within the company, and their retraining or advanced training is carried out;
enterprise management methods are being improved, control of production discipline is being strengthened, and staff interest in increasing labor productivity is increasing;
optimized staffing table thanks 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 negative indicators of labor productivity identified during the performance assessment;
introduction of additional motivational levers that can stimulate employees to increase the level of their production competence and qualifications. The result may be career, improving the financial situation, realizing the potential of employees in terms of implementing the projects they propose.

Performance evaluation of company personnel performs administrative, informative, and motivational functions.

Administrative function is performed to fill vacancies using personnel reshuffling, as a result of which:

the employee may 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 on dismissal is made;
workers are rewarded.

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

the degree of loading is revealed production personnel;
the effectiveness of his work and the degree of compliance of his qualifications with the requirements of the company are determined;
the possibility of increasing wages is realized.

Motivational function allows you to increase the interest of each team member 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 increasing the efficiency of the enterprise.

Stimulating levers of influence are used as motivation:

career growth;
possibility of self-realization.

In what cases is personnel assessment needed?

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

what parameters will be assessed, on what scale they will be measured;
what methods to use to collect realistic information;
who should be entrusted with 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 emergence of a stable outflow of personnel;
the absence of a personnel assessment system at the enterprise;
the need to adopt management decisions by HRM of the company;
the planned more intensive development of certain areas of the company's work with the allocation of investments for these purposes;
change (planning a change) of the management sector team of the enterprise;
change (planning change) 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 workers within the company;
changes in the structure of the enterprise, optimization by reducing the number of employees;
the importance of optimizing processes in the company;
the need to restructure the company;
the need to understand, in order to formulate a training program and plan, how competent the staff is;
the need to formulate a personnel development plan and create a personnel reserve;
decrease in labor discipline indicators;
increased conflicts between employees;
complaints from company employees against the employer to the relevant inspectorates;
the need to change or create an employee incentive system.

Personnel assessment methods

To evaluate working personnel, many methods are used to evaluate each employee most accurately. These methods include:

documentation analysis: reviewing your resume, written recommendations, documents on education, qualifications, characteristics of managers, etc. The reliability of the submitted materials is assessed on the basis of determining actual performance indicators related to duties performed, level of qualifications, experience, achievements, etc.;
analysis of specified requirements regulatory documents, standards, requirements for internal production processes, quality of manufactured products and staff compliance with these requirements. For this purpose, a standard rating scale is being developed;
psychological testing to obtain the results of assessing personality characteristics in quantitative and descriptive form. Based on quantitative results, specific qualities of employees can be compared. A survey on personality tests can be conducted by a specialist familiar with the methodology; the results obtained must be processed by a specialist trained in the methods of using specific questionnaires;
assessment of work behavioral characteristics, interview with the employee to evaluate him;
professional testing for specific work professions, positions, basic skills and knowledge. The development of tests is usually entrusted to the immediate supervisors of the personnel being assessed; it is possible to attract 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 specific department, between structures related in processes, building a rating chain in accordance with pre-selected criteria;
personnel competency assessment- selected characteristics of behavior, showing how well the assigned tasks are performed for a specific position in the enterprise;
360 degrees- processing information about the employee’s actions in the natural working environment, and whether he has the necessary business qualities. This data comes from employees, clients, colleagues, subordinates, etc.;
comprehensive assessment of competencies using the Assessment-center method, in which multiple positions are evaluated. A team of observers monitors the group's performance of various tasks. During this process, the actions and behavior of each group member are assessed for compliance with previously prepared behavior scenarios that are directly related to work. The results obtained are discussed jointly, after which decisions are made;
MBO (Management by Objectives)- management by goals, which involves joint (superior-subordinate) setting 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 employee’s position 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;
KPI ( Key Performance Indicators) assessment of personnel performance according to basic performance criteria. It is necessary to establish the extent to which this assessment works to monitor results and improve staff performance. In this case, it is necessary to take into account the main goals of the enterprise; the evaluation criteria must be clear to any employee to whom this evaluation method is applied;
HR audit - allows you to assess the state of the enterprise’s human resources, how effectively the personnel management system works in terms of fulfilling the strategy, tasks, and achieving the goals set for the company. This method also allows identifying areas of risk and development;
certification- assesses how well the employee’s activities meet the standard requirements for performing work at a specific workplace in accordance with the position held;
test cases- a technique that is a structured description of a specific production situation that an employee must analyze in order to find the most appropriate solutions. This allows you to train or evaluate an employee on certain parameters. In this case, the real state of professional knowledge, skills, competence, and 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 are the benefits of personnel assessment in an organization?

The results of personnel performance assessment should be systematized and structured in order to obtain a real picture of the condition human resources In the organisation. This procedure allows you to:

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 effective work organizations;
apply adequate remuneration to employees in accordance with their qualification level;
identify the compliance of the employee’s area of responsibility with his job responsibilities;
identify the functional imbalance of the organization in terms of human resources;
define priority tasks during the next staff performance evaluation;
identify possible legal risks (labor disputes, penalties from inspecting authorities) in accordance with certain regulations;
analyze the strengths and weaknesses of the procedures used to evaluate personnel;
develop recommendations for eliminating violations identified during the assessment process;
develop recommendations for improving personnel training;
outline directions for development, pay attention to risk areas of human resources in the organization.

Implementation of a personnel evaluation system: errors and difficulties

When implementing personnel assessment, it is necessary to choose the right methodology, since often the chosen methods in practice do not correspond to the maturity level of the organization. Often the evaluation system is not tied to the motivation system - material and non-material. In addition, employees may have a negative attitude towards these activities, and managers may not want to spend time on their implementation. Often the feedback from managers conducting evaluations to employees is low, and the latter cannot perceive it. Some employees have high or low 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 at each of its areas. As a result, employee performance and motivation increase, and staff become more competent and productive.