Основы управления персоналом (на английском языке). Учебное пособие

3.quality;

4.certain skills;

5.motivation.

The head of any department of the organization can evaluate their employees (even without the participation of HR specialists) as needed, applying the following criteria for evaluating staff on a five-point scale:

1.The quality of work. The work is done without errors (or with minor errors that are corrected by yourself), carefully and carefully.

- Constantly very high level of accuracy and accuracy, no additional testing is required, you can completely rely on his work, can do the job practically without the help of a supervisor.

- Accuracy and accuracy are above the expected level, errors are very rare, it follows instructions well, requires little help from the head.

- The quality of work meets the requirements.

- Sometimes it's negligent, there are mistakes, sometimes you have to check its work.

- Poor quality of work, constant mistakes, constant checks and corrections are required.

2.Scope of work (quantity). The work is carried out in the planned vol-

ume.

- Very fast and energetic employee. Constantly with enviable ease does more than expected of him.

- Works quickly. Often performs more work than planned. - Works stably. Performs the planned indicators.

- It works slowly. It is necessary to adjust.

- Works slowly, loses a lot of time for nothing, does not cope with the planned scope of work.

3.Attendance at work (labor discipline). During working hours busy with work. Rare omissions for a good reason, agreed in advance.

- Extremely reliable. Always at work and on time.

- It is reliable. Rarely absent, if absent, then for a good reason. Always informs in advance about the absence of a leader and colleagues.

- There is a lack of work for a good reason, which does not have serious negative consequences for the work. He warns about his absence beforehand.

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-It is unreliable. Not always punctual. Sometimes he forgets to warn about his absence.

-Often absent or late. Extremely unreliable. In a timely manner, no one is made aware of the absence.

4. Loyalty to the organization (department). Respect for the organiza-

tion.

"He knows the organization very well and is devoted to it." Always puts the interests of the organization above their own. Even if things are not going well enough, they never allow themselves to speak poorly of the organization. Positively and enthusiastically speaking about the company, management, colleagues, both at work and abroad. I am sincerely proud of my organization.

-Positively perceives the organization and itself in the organization. Does not allow himself non-constructive criticism or grumbling. I am pleased that I work for the company.

-I am pleased with the fact that I work in the company. Avoids publicly expressing dissatisfaction with the organization, colleagues, boss.

-Does not feel part of the organization. Sometimes it does not deter negative emotions in relation to the organization.

-Very negative attitude towards the organization. He pursues his personal goals. Criticizes the company and colleagues, both at work and abroad.

Thus, the head of the unit can draw certain conclusions about his staff. Advantages of personnel assessment for the organization:

1. Defining the results of work, the level of knowledge and skills will help to identify the willingness of employees to solve strategic tasks in the future.

2. The possibility of creating a personnel reserve and rotation of staff will allow to show loyalty of the personnel in relation to the organization.

3. Creation of the personnel development program. The assessment will identify the need for training a certain group of employees.

4. Motivation of staff. The evaluation serves as the current material motivation for employees, and also motivates staff for long-term work in the organization through the creation of a personnel reserve program.

5. Perfection of corporate culture. Through the evaluation procedure, staff understands the mission of the organization. Embedded in the corporate

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culture of the organization, the norms of behavior receive an encouragement in the evaluation of staff.

6. Structural development of the organization. The assessment system helps to improve the organizational relationships between the structural units of the organization.

Benefits of evaluation for staff:

-definition of the role of each employee in the organization;

-an understanding of the goals and tasks set, the dependence of wages on the results of labor;

-mutual understanding of the immediate leader;

-a guarantee that the employee's achievements will not be left without attention;

-opportunities for professional and career growth in the organization.

8.3. Methods for assessing staff

During the development of such a division of management as the management of personnel a fairly large number of methods for conducting an objective assessment of the performance of employees arose. Most often, several methods are combined, instead of using only one technology. Thus, among the methods for assessing staff, the following can be distinguished:

1.Questioning. The simplest assessment of personnel, the methods of which consist in a number of issues, to which employees must respond in writing. Thus, it is possible to assess the presence of certain traits and the degree of their development in a subject. This method is suitable for assessing the characteristics of personnel.

2.Evaluation of characteristics. Usually someone who works with an employee, you need to describe his characteristics - the boss or colleague. This method is not very reliable, since there are no exact criteria. Can be conducted and in the format of a simple interview between the assessor and the subject. It is not recommended to use it separately, only in addition to other methods.

3.The method of ranking (classification). In this case, the types of criteria are determined, according to which the employees are distributed from the highest level to the worst. It makes sense to use, if you need methods to

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assess the work activity of staff, and proceed from the productivity of their work.

4.The paired comparison method is used for group evaluation. This takes a group of people in the same position, and their performance is compared. Then the pairs change, and again a comparison is made. As a result, each employee is summed up, how often he was the first in the pair, and a rating is made of his success.

5.The method of comparison is also very useful and important. He is great to assess how much the employee corresponds to the position he holds. To do this, you need to make a list, which includes the criteria that the employee must meet. After this, certain tasks are set before him, the fulfillment of which must require the demonstration of the qualities that have been selected for evaluation. It is recommended to use the seven-point scale of assessment. Also, do not rush to dismiss an employee whose qualities seem unsatisfactory to you, first think whether his abilities for another position in the company will not fit. You can either choose a benchmark result, or simply determine the best among the staff of one position by comparison.

6.Method of observation of behavior. It can be more effective than other methods of evaluating management personnel and ordinary employees, but it requires much more resources, because the observer will have to spend this work a fairly long period. During such an investigation, cases are recorded where the behavior of the employee was in something specific both in the positive and in the negative sense. As already mentioned, this takes a long time for an accurate result and requires close monitoring of work and behavior in various situations.

7.The method of questionnaires and their comparison. In contrast to the method of questioning, in this case the questions are answered by those who work with the employee. They should note which of the characteristics of the character indicated in the questionnaire are inherent in the employee and which are not. Respond to the questions of the questionnaire as the immediate head of the employee, and his colleagues.

8.Interviewing. This method was borrowed from psychology. It consists in a conversation with the employee, his answers to questions, including those not concerning his work duties. For such a method of evaluation, ideally an appraiser-psychologist is needed, but not in every company he is. Dur-

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ing this interview, the main facts of the biography, relations with other members of the team, the opinion of the firm are clarified.

9.The method of 360-degree evaluation, during which the employee is evaluated literally by everyone who surrounds him, the manager, his colleagues. Everybody fills in the same forms, and then they process the computer to get an anonymous result and an average opinion of the person.

10.Testing. It implies the use of various tests, which classification determines by three types: qualification, physiological and psychological. One of the most popular methods of evaluation, because it is quite simple and does not take much time. For qualifying and psychological tests, the subject has only to answer questions, and for the physical - to perform certain exercises. In the tests there is always an evaluation scale, an individual approach is not required.

11.The method of business games. When it is used, a virtual task is posed before an individual employee or the whole team, and they must offer methods for achieving it. So you can evaluate the skills of work and professionalism in a game form.

13.The Assessment Center, or evaluation center, is one of the methods for the integrated assessment of personnel, based on the use of complementary methods, aimed at assessing the real qualities of employees, their psychological and professional characteristics, meeting job requirements, and identifying potential capabilities of specialists.

To date, the Assessment Center is one of the most accurate methods for assessing the competencies of employees. Participants are assessed by observing their actual behavior in simulating exercises. Externally, the method is similar to business training: participants are offered business games and assignments, but their goal is not to develop skills, but to provide equal opportunities for all to show competencies in simulated business situations.

14.KPI assessment or key performance indicators of an enterprise through which employers assess their employees, a very popular staff assessment system successfully used in Europe and the US. Speaking of Russian management, much of KPI has been used successfully in the Soviet Union and is familiar to all managers as a "planned approach." Between them, there is only one significant difference - the success of one employee, his

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work experience and indicators are linked to overall performance indicators, such as profitability or income.

The goal of implementing the KPI system is to ensure that all employees of the company act as harmoniously as possible in order to achieve their goal. If successful, each of them receives a bonus, which is an additional material motivation. Efficiency is understood not only the amount of work performed per unit of time, but also any other benefit the employee brings to the enterprise.

Thus, if the evaluation of personnel is carried out according to KPI, the employee clearly knows what and when he will receive in the form of bonuses in excess of salary, social guarantees or promotion on the career ladder. In addition, KPI for each individual employee of the company for a certain period of time makes it possible to identify the most promising employees and think over personnel reshuffles.

15. Method of self-evaluation. The use of the self-assessment method assumes that workers should evaluate their work themselves. The main problem is that employees often overestimate their assessments.

The estimation of employees, without exaggeration, is the core of all work with personnel, since all personnel decisions to some extent rely on its results. Without assessing the competencies of candidates, it is not possible to correctly select the most suitable applicants for a vacant position, determine the needs of employees in training, prospects for career development in an organization, and develop an equitable pay system. And depending on the purposes of the assessment, those indicators of employees that will be evaluated are selected. For example, when justifying the level of wages, the main object of evaluation will be the concrete results of the employee's work, and when planning a career - the motivation of the employee to promote and the level of potential employee opportunities. The place of business evaluation and the frequency of using the results of the assessment in various spheres of decision-making in Russian companies is shown in the figure.

It should be borne in mind that every stage of the work of personnel in the organization involves the use of certain methods of evaluation.

Let's consider the basic stages of work of the personnel with use of methods of an estimation:

I. Selection of candidates for the vacant position.

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The correspondence of the candidate's professional and personal characteristics to the requirements of the position and corporate culture of the organization is established. Are applied: the structured interview separately with the linear head and with the manager on the personnel; professional and psychological tests; if necessary (when hiring a top manager) - the method of the assessment center.

II. End of probation.

The main goal of this stage is to check once again the suitability of the position. Methods are used: an evaluation interview; tests for professional knowledge.

III. Ongoing work evaluation.

Periodicity of personnel assessment is usually determined by the management of the organization and is recorded in the relevant regulatory document, for example, in the organization's Charter or in the Staff Regulations. Methods are used: attestation; management by objectives; performance management; "360 degrees", etc.

IV. Promotion in a career.

During the evaluation, the employee of the new position is found to be in compliance. Methods are used: an evaluation interview, which can be conducted on a regular basis or as needed; "360 degrees".

V. The need for staff training.

The need for professional training is being revealed. Methods are used: interview (within the current assessment); "360 degrees"; tests to determine professional knowledge.

VI. Formation of the personnel reserve.

The ability of staff to get into the reserve for promotion. Applicable method - selection during the current evaluation, method of business games, method of comparison

VII. Making a decision on the dismissal of an employee.

Wishing to dismiss an employee, the employer must provide formal proof of his incompatibility with the position held. The applied method is certification, issued according to all rules. Any other techniques may be used to pre-identify the incompetence of an employee, but they will not have a legal effect.

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An organization may have to choose the method of evaluation. The choice of an assessment depends on its relevance to its business objectives and the corporate culture of the organization, as well as on the literacy of the implementation. The methods of evaluation can change each other depending on the stage of development and the needs of the organization.

In the evaluation system of one organization, several methods can be combined. For example, for workers - attestation; engineering and technical personnel - performance management; managers - "360 degrees"; Express assessment for all categories of personnel of the organization.

8.4. Technology of certification

Personnel certification is a procedure of systematic formalized assessment of the conformity of the level of labor, qualities and potential of the individual to the requirements of the work performed.

Attestation provides information for making further management decisions. The procedure for attestation is regulated by state regulations, including the RF LC. That is, we emphasize, it is formalized by the state, and in sufficient detail, so that, for example, if the employee does not agree with the conclusions of the certification committee, he could challenge the results (and consequences!) Of attestation in court.

Conducting attestation is a more formal process than staff assessment. At enterprises for which certification is not prescribed by law, it is usually carried out during the reorganization of the structure, if it is necessary to determine and improve the skills of employees, with a change in the wage system.

Preparation and performance of attestation

Once the goal of certification is determined and the method is chosen, it is worthwhile to calculate the cost of the certification procedure. To do this it is quite simple to multiply the number of planned man-hours (for preparation and holding) by the hourly wage, to add to this the short-earned profit (since during the certification the employee will not perform basic job duties), add organizational expenses (printing forms, processing materials) . If the amount received seems reasonable, you can start training. If the goal does not justify the means, it is worthwhile to review the scope of certification, the number

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and rank of managers involved in the procedure, to choose more simple methods.

The main stages of the procedure

Attestation of employees is carried out according to a fairly standard procedure (regardless of the type and method chosen). So, it includes several stages:

1.Prepare the Statute of Attestation. It makes sense to consult with a lawyer, as possible changes (position, salary) as a result of certification should be legally competently decorated.

2.To familiarize all employees in advance with the goals, date and method of certification in order to avoid a natural fear and negative attitude. Emphasize the positive aspects of attestation.

3.Draw up an evaluation plan (preparation, conduct, analysis of results).

4.The stage of reviewing materials on the evaluation procedure - the point is to analyze the results.

5.The decision-making stage is to determine further plans for the development of the employee, his training and further training. Also, decisions are taken on changes in the level of wages, payment of bonuses, etc.

6.Feedback - each employee has the right to know about the results of his certification and, in case of disagreement, to discuss the disputed issues with the manager.

After the certification is conducted, an analysis of its results is required. First of all, it is expedient to classify employees according to the criterion of compliance with labor standards. So, we can distinguish 3 main catego-

ries:

1.Employees who do not meet the standards.

2.Workers who meet the necessary standards.

3.Employees who overfulfil the labor standards.

The formalized system allows to increase the effectiveness of the evaluation system itself. In addition, it is suitable not only for an individual employee and his manager, but also meets the interests of the organization as a whole. Most experts rightly believe that attestation is one of the most effective tools for personnel management.

The Labor Code of the Russian Federation regulates many provisions regulating the process of personnel management. The process of performance

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appraisal is not an exception. So, in this document special rules are set that allow the employer to terminate the contract with the employee in case he has insufficient qualification or does not correspond to the position he occupies.

In addition, this document obliges the employer to include a representative from the trade union organization in the evaluation commission. However, this requirement is valid only if the appraisal performed will serve as the basis for dismissing the employee. The remaining provisions on certification are regulated by other laws and regulations, depending on the industry in which the company operates.

Documents to be processed in the process

As in the case of other procedures that are taking place at the enterprise, a number of documentation must be drawn up in the process of conducting it.

So, the following list of documents is exhaustive for any type of attesta-

tion:

1.The order of the head on the need for evaluation.

2.Company's position on the procedure for attestation.

3.Schedule of personnel assessment.

4.Attestation sheet.

5.Specialized forms.

6.Feedback on the work of an employee on a special form approved by the company.

7.Protocol of the Evaluation Commission.

These documents are necessary to ensure convenient storage of data. In this case, it may be possible to quickly use the necessary information when deciding on permutations in the staffing structure, etc. It is desirable that there exist a specialized system for sorting and storing information.

Theoretical analysis of the problems of the professional development of the personality and the procedures of the appraisal practice makes it possible to single out several important provisions:

1.The evaluation procedure should be developed periodically, in order to be able to assess the qualities (and problems), the results of the work of the staff in relation to the duties performed in the dynamics.

2.Attestation, no doubt, leads to a better change in the leading professional qualities of the individual.

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