Основы управления персоналом (на английском языке). Учебное пособие

study in the system of raising the level of professional skills of managers with and without separation from production;

internship in the position for which he was included in the reserve;

temporary replacement of absent leaders for the period of their business trips, vacations;

Visits to other organizations in order to learn about positive experi-

ences;

participation in the teaching work in the system of professional development;

participation in inspections of production activities of organizations and their subdivisions;

participation in the preparation and holding of conferences, seminars and meetings.

The planning of the personnel reserve is aimed at predicting the personal progress, their sequence and the accompanying activities. It requires the elaboration of the entire chain of promotions, relocations, and layoffs of specific employees.

The basis for planning the staff reserve for nominating to managerial positions of the organization is the detailed accounting of managerial positions, including those that will become vacant in the near future, and compiling a list of candidates for each post. Plans for the personnel reserve can be drawn up in the form of schemes for the replacement of posts, which have a variety of forms, depending on the characteristics and traditions of various organizations.

Work with the personnel reserve in domestic organizations has a rich experience. Consider how it is conducted in Russia.

The main criteria for selecting candidates for the reserve are:

appropriate level of education and training;

experience of practical work with people;

organizational skills;

personal qualities;

state of health, age.

Sources of personnel reserve formation are: qualified specialists; deputy heads of departments; leaders of the lower level; graduates engaged in production as workers.

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In the organizations of the Russian Federation there was a certain order of selection and enrollment in the personnel reserve group:

selection of candidates should be conducted on a competitive basis among employees under the age of 35, who have proved themselves to be successful in practical work and have higher education;

the decision to include workers in reserve groups is taken by a special commission and approved by an order for the organization;

for each employee (trainee), the head of the internship is approved, which makes an individual internship plan together with the trainee;

the heads of the trainees included in the personnel reserve group receive material rewards for the successful traineeship of the stages of the system of professional and professional advancement;

A trainee is assigned a salary corresponding to his new position, but higher than the previous salary, and all types of material incentives provided for this post are distributed to him.

All persons enlisted in the reserve are subject to accounting in the personnel services. Candidates for personal nomination are lined up with attestation sheets, documents on professional development, training in institutes and faculties of advanced training, reports on internship results, and characteristics.

In December of each year, in all organizations, HR services, in conjunction with the special commissions, conduct an analysis of the distribution of management personnel, as well as the status of the reserve for nomination. At the same time, the activity of each employee enlisted in the reserve for the past year is evaluated, a decision is made to leave it as part of a reserve or for an exception.

The exclusion of personnel from the reserve can be made in connection with unsatisfactory performance indicators in the entrusted area based on the results of attestation, health status, retirement, etc.

Thus, promotion, vision of career development prospects, understanding of current and long-term goals of labor activity strengthen the employee's labor motivation. Career management of employees continues to be the weakest link in the overall system of personnel management. Economic thinking and public consciousness in this area are being restructured extremely slowly.

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Against the backdrop of unconditional interest in this problem from the side of personnel management, its decision remains in the background.

At the same time, modern conditions urgently require the improvement of the career management system in accordance with increasingly more complicated socio-economic processes. As never before, the need for strategic planning of the career of employees of the enterprise becomes urgent.

Chapter 8. TECHNOLOGY OF ASSESSMENT AND STAFF

CERTIFICATION

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8.1. Concept and objectives of staff assessment

The origins of modern attestation are in the depths of centuries. Tests in ancient Babylon schools that prepared scribes (3 thousand years BC.), Checking of people who expressed their desire and recommended to the priests of ancient Egypt: interview, revealing the level of education, the ability to talk, listen, be silent, trial by fire, water, fear.

For 2200 years BC in Ancient China, there already existed a system for testing the abilities and loyalties of people who wished to take a position in government: they had to be moderately erudite, be creative about work, and observe ethical standards of conduct in the public service.

Evolution of attestation testifies that the laws, regulations and methods of its implementation have been becoming softer and more lenient for centuries, but at the same time, technologies have been striving for accuracy and justice. There were general and particular evaluation criteria, general characteristics. As for the latter, they still do not correspond to the present qualities of the certified ones, they are inaccurate, they lack the sincerity to make informed decisions on the career of the attested person.

The development of the company is inseparable from the development of personnel, the selection of competent and qualified employees, the organization of training and development of personnel, conducting independent evaluations.

For each leader, personnel management is one of the main tasks. Its effective solution is always based on the application of modern methodologies for personnel assessment and testing.

Modern technology of personnel assessment allows you to perform research on a variety of areas, and it is important to choose those that are most relevant in a particular case.

With the proper development and conduct of evaluation - an effective tool that allows the leader:

•Identify the strengths and development areas of each employee;

•Select the most promising employees and aim to develop them;

•Create self-motivation for employees to learn and develop;

•Assess the effectiveness of staff and ask employees a standard of successful behavior in the Company.

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The technology of personnel assessment is almost always aimed at determining the suitability of the potential, business and personal qualities of the employee to the requirements of the post.

Today, it is especially important for the manager to understand who exactly works in his company - this is an opportunity to form the optimal staff, most effectively allocating responsibilities and achieving maximum productivity from each employee.

It is necessary to distinguish the assessment of personnel from the certification of personnel.

The concept of personnel assessment consists in an integrated method of studying the labor process aimed at identifying not only the suitability of the position held, but also the available potential of a single employee for the rational use of his skills for the benefit of the company.

Evaluation of staff is not an end in itself. Its task is to assess the quality of the company's personnel, to improve the efficiency of staff. Based on this assessment, the management of the company must take appropriate personnel and management decisions that contribute to the further development and prosperity of the company.

Through the assessment of the staff, it is possible not only to rationally distribute the labor resources of the enterprise, but also to increase the efficiency of the employees themselves, who, knowing about the constant control and opening opportunities, will be treated with great zeal.

Evaluation is a broader concept than attestation. Evaluation can be formal and informal (for example, a daily assessment by the subordinate's supervisor). Evaluation can be carried out both regularly and irregularly, depending on the specific needs of the company.

Certification is the procedure of a systematic formalized assessment of the compliance of the activity of a specific employee with the standard of performance of work in this workplace in this position.

The first difference is the entitlement

Certification is an evaluation procedure that is regulated by federal regulations and the Labor Code.

Evaluation is a regular formalized assessment of the employee's performance according to the specified criteria for meeting the performance standards for a given workplace for a certain period of time. It is regulated by the

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local regulatory acts of the enterprise - the Provision on periodic assessment of personnel.

The second difference is the target one.

The purpose of attestation is to identify the suitability of a specialist in the position held. There are three options: corresponds, does not correspond, corresponds conditionally.

Thus, attestation is solely for administrative purposes. The objectives of the evaluation are much broader:

-management of achievements

-receiving feedback

-identification of the potential of the employee

-informing

-evaluation of achievement of results

-human resource planning, career development, training planning. The evaluation of labor makes it possible to evaluate:

• quantity

• quality

• intensity of work.

The objects of evaluation can be: 1. performance of official duties; 2. features of behavior;

3. the effectiveness of the activity;

4. level of achievement of goals;

5. level of competence;

6. personality characteristics, etc.

In the practice of modern personnel management, two approaches to the

evaluation system have been adopted: the traditional professionalization, legalized in the Labor Code of the Russian Federation, and the more modern procedure for evaluating the effectiveness of the employee (otherwise called performance evaluation or periodic evaluation of personnel, etc.), regulated by a local act of the organization .).

It is believed that certification "according to the state variant" is more suitable for large enterprises that have a Soviet past, hierarchical structure, and also applies to civil servants and for posts with specific tasks; and a mod-

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ern valuation system is inherent in medium and large enterprises with a flexible management structure and relatively young top management.

Mandatory assessment only for certain categories of employees.

So, in accordance with federal laws and other regulatory legal acts, the following are subject to certification:

-pedagogical and managerial staff of state and municipal educational institutions;

-rescuers;

-Experts of the Central Expert-Criminalistic Customs Administration;

-state civil servants of the Russian Federation;

-employees of hazardous production facilities;

-Aviation personnel;

-workers performing work with ionizing radiation;

-employees of the State Fire Service of the Ministry of Emergency Situations of Russia;

-employees of the bodies and institutions of the Prosecutor's Office;

-employees of customs authorities;

-scientific workers and specialists of scientific organizations;

-workers of libraries, etc.

Speaking in general, various legislative acts regulate the mandatory passage of the evaluation procedure for those specialties on which life and health of people are seriously affected.

The evaluation of an employee in an organization serves three main purposes: administrative; information; motivational.

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Results of attestation may be grounds for the dismissal of an employee in accordance with Art. 81 of the Labor Code of. If the employee does not agree with the decision of the attestation commission, he can appeal to the labor dispute committee in the organization or apply to the court. The Commission must provide reasons for its decision [4].

In case of failure to pass the certification, the employer can not dismiss some employees: in particular, they are pregnant women, single mothers and women with children under the age of 3 years.

Evaluation accumulates the results of the work of a particular employee for a specific period. It is very important to understand that in evaluating (attestation) there is not a comparison of employees among themselves, but a comparison of "employee is the standard of work". You can only compare how one employee more / less corresponds to the standard of work than the other.

At the heart of the staff assessment are several principles:

1.objectivity - the use of a reliable information base and a complete system of indicators to describe the employee, his activities, behavior, taking into account the period of work and the dynamics of the results during this period;

2.Publicity - comprehensive familiarization of employees with the order and methodology of the assessment, bringing its results to all interested persons through the press, orders, orders,

3.Efficiency - timeliness and speed of evaluation, regularity of its con-

duct;

4.Democratism - the participation of team members in the evaluation of colleagues and subordinates;

5.the unity of the evaluation requirements for all persons in a homogeneous position;

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6.Simplicity, clarity and accessibility of the evaluation procedure, compulsion, universality (evaluate each);

7.effectiveness - mandatory and prompt action on the results of the evaluation;

8.support the prestige of the evaluation, due to its mandatory use in making appropriate decisions on personnel matters. Nothing kills the system of assessments so much as the non-application of it in practice.

Critical steps in the design of the personnel assessment system.

1.Defining the objectives of the evaluation system in the organization (why is the activity evaluated?)

2.Definition of the object of evaluation (who will be evaluated?)

3.Selection of evaluation methods (how will the evaluation procedure be organized?)

4.Development of evaluation tools (definition of evaluation indicators for each position (what to evaluate) and ways to measure them)

5.Identification of subjects of evaluation (who will evaluate?).

8.2. Criteria for assessing staff

When choosing an evaluation subject, one should understand how an organization is able to define standards. For example, in the absence of clearly defined job responsibilities, it is possible to estimate the performance of the duties of a specific employee only approximately, and it is possible that the result will be superficial and subjective.

The effectiveness of the company's activities directly depends on how well the performance of each employee meets the established requirements. An indicator of effectiveness is the criteria for assessing staff. These criteria help to identify the personal (individual employee) or general (structural unit) causes of poor performance.

Criteria for the evaluation of staff - the characteristics of work and working behavior, which, in the opinion of qualified observers, constitute the necessary standards that must be achieved so that both the organization and the employee can realize their goals.

The criteria for assessing staff is a critical feature that divides the satisfactory and unsatisfactory functioning of the team. To ensure that the infor-

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mation obtained as a result of the audit is reliable, the performance indicators should be clearly thought out and adapted to the specific goals of the organization.

Perhaps the most difficult part in attestation is to develop evaluation criteria. Assessing the employee "in general" is the same as giving the schoolchild a single assessment, which would include simultaneously performance indicators for singing, algebra, literature and physical education.

In other words, the criteria - these are the indicators and characteristics (workers, behavioral and personal), based on which you can judge how well the worker does his job.

The criteria for evaluating staff are divided into four groups:

1.Organization-wide and specialized.

2.Quantitative and qualitative.

3.Objective and subjective.

4.Integral and simple.

Organization-wide criteria apply to all employees, and specialized assess the effectiveness of a particular position or workplace.

Quantitative criteria analyze the overall result of the work, and qualitative individual characterize a particular employee.

Objective criteria assess the compliance of the work with the standards and standards established by the company, and the subjective ones are based on the opinion of experts.

Simple criteria check certain aspects of labor and labor behavior (productivity, observance of the working time schedule, etc.), and integral combines information of various characteristics related to the performance of the employee's duties.

Given that employees perform different duties, are involved in different departments, and belong to different categories of personnel, the application of the same evaluation criteria is not appropriate, and therefore the evaluation system should provide for an integrated approach that allows analyzing the performance of employees both individually and in general for the enterprise.

In particular, the following criteria should be the constituents of the sys-

tem:

1.qualification;

2.effectiveness;

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