home Pregnancy and children Analysis of an organization's personnel assessment as an example. Development of measures to improve the system of assessment and certification of the organization’s personnel using the example of Auchan LLC

Analysis of an organization's personnel assessment as an example. Development of measures to improve the system of assessment and certification of the organization’s personnel using the example of Auchan LLC

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Introduction
1.2 Personnel evaluation system
2. Analysis of personnel assessment using the example of Ivango LLC
2.1 Brief description of the enterprise
2.2 Analysis of personnel indicators
2.3 Analysis of the use of labor resources
2.4 Financial analysis
2.5 Analysis of the use of personnel assessment and training tools
Chapter 3. Improving personnel development systems at Ivango LLC
3.1 Assessing the effectiveness of the personnel development system of Ivango LLC
3.2 General recommendations and measures to improve the personnel management system
Conclusion
List of used literature
Applications

Introduction

Personnel training for most Russian enterprises at this time takes on special meaning. This is due to the fact that working in a market environment places great demands on the level of qualifications of personnel, their skills and the knowledge of workers: the skills, knowledge, and attitudes that helped personnel work safely yesterday are losing their effectiveness today. Both external conditions and internal conditions for the functioning of an enterprise are changing very rapidly (technological changes, restructuring of organizations, creation of new jobs, etc.), which confronts most Russian enterprises with the need to prepare personnel for today's and tomorrow's changes.

Strict recruitment requirements not only ensure that the best talent is selected, but also remind those already employed of the significant demands placed on staff. Today, it is important to achieve only timely filling of vacancies in order to maintain production volume at the proper level.

The main task is to select a specific employee to perform a specific job and turn him into a productive employee. The system of work with personnel must be defined in such a way as to consistently achieve the growth in the personnel of the enterprise of those people who have the necessary knowledge, and to ensure that more and more similar workers are formed in each department.

Today there is a lot of teaching materials related to working with personnel. The main actor in personnel assessment is the manager, who is responsible for the objectivity and completeness of the information base that is necessary for ongoing periodic assessment, and also conducts interviews with employees.

Attaching importance to the fact that the specifics of the Russian market are characterized by rapid and frequent changes in the external and internal environment of the organization, we can say that the formation of a vocational training system at an enterprise determines not only the success of its development, but also its survival. Today, it is not so much the employment service as the management of an individual organization that is required to resolve issues: how to carry out training in modern conditions, what professions to train and retrain personnel for, what should be the material and technical support, where to get funding sources.

The result of long-term and short-term goals is a necessity for increasing competitiveness and carrying out organizational changes that require reliance on clearly planned and clearly created work on personnel training. In the course of this, this is not limited to the transfer of certain knowledge to employees and the formation of the necessary skills in them. During the training period, employees have the opportunity to transmit information about the current state of affairs and the prospects for the formation of the enterprise. In addition, training is required to increase the degree of work motivation, commitment of the personnel of the enterprise and involvement in its affairs.

Continuous and rapid changes in technology and the development of information and knowledge create requirements for continuous training of personnel. The required level of specialist cannot be guaranteed by basic education, primarily because specialists from a wide variety of industries come to recruitment. Agencies that have a well-developed system of in-house training and formation have leadership in a competitive environment. They have the ability to respond to changes in the external environment in the shortest possible time by increasing their own productivity.

assessment management personnel personnel

Relevancehigh school graduationqualifyingwork is due to the fact that social transformations determine changes in all layers of society, as well as in current enterprises. The structure of enterprises is changing, the system of enterprises' business processes and personnel management systems is changing, the increasing volumes of capital investments tend to increase the number of personnel of enterprises. As a result of increasing the number of personnel, direct working contacts between senior managers and a significant number of employees are minimized. Personal assessments and the results of observations of immediate supervisors, in large part, can no longer provide a sufficient basis for assessing the work of personnel and obtaining effective management decisions on many issues of relocation, placement, promotion or dismissal of employees, investment of funds for training and professional development of personnel.

In order for these problems to be proven and effective, enterprises need to create a comprehensive personnel assessment system. The performance of enterprises directly depends on the professionalism and consistency of personnel management, and the personnel assessment system becomes the basis of the personnel policy of the enterprise organization.

Targethigh school graduationqualifyingworkseemsV improving the system of personnel assessment and training tools at the enterprise.

In the course of this goal, the following series of tasks were identified:

1. consider the essence of personnel assessment and training tools;

2. study the content of personnel assessment;

3. consider the main methods used for personnel assessment;

4. conduct a personnel assessment at Ivango LLC;

An objectresearch is the staff of Ivango LLC.

Subject are methodological approaches, principles and indicators for personnel assessment.

When writing the project, methods of statistical, economic, analysis and synthesis, survey, methods of situational analysis, questionnaires, etc. were used.

The theoretical and methodological basis of the study was the works of domestic and foreign authors on system analysis, economic and mathematical modeling, management theory, organizational design, and personnel management.

Structurally, the final qualifying work consists of: introduction, three main chapters, conclusion, list of references, applications.

In the introduction to the final qualifying work, the relevance of its topic is substantiated, the goal and objectives are formulated, the object and subject of research, the methodological and information base are determined.

In the first chapter of the final qualifying work, the theoretical foundations of tools for assessing personnel training at the enterprise are considered: the concept and concept of personnel training are defined; a personnel assessment system has been defined, its types and methods in personnel training.

In the second chapter of the final qualifying work, a brief description of the analyzed organization is disclosed, an analysis of the organization’s personnel indicators is carried out, an analysis of the use of labor resources is carried out, and an assessment of the financial activities of this organization is carried out.

The third chapter of the final qualifying work contains recommendations for the formation and improvement of personnel development systems. This chapter covers the assessment of the effectiveness of systems in personnel development, recommendations are identified and measures are taken to improve the personnel management system.

The results of the final qualifying work can be applied in the field of training by personnel of the organization under study in order to implement a set of measures to improve the qualifications of employees, which should, in turn, contribute to achieving the goals of this organization.

Practicalsignificancegivenresearch The point is that the developed recommendations are of practical interest for the development of an optimal personnel training assessment system.

1. Theoretical foundations of personnel assessment and training tools

1.1 Basic concepts and personnel concept

A person’s learning progresses throughout his entire adult life. Primary education is carried out in schools, technical schools, vocational schools, colleges, universities, and lyceums. Repeated training is mastered in institutes, universities and faculties of advanced training and retraining of personnel, specially organized courses and seminars, in training centers, at enterprises, etc. The purpose of learning is the acquisition of education. Kibanov, A.Ya. Fundamentals of personnel management: Textbook. - 2nd ed., revised. and additional / AND I. Kibanov - M.: INFRA-M, 2008. - 447 p.

In connection with the country's transition to a new stage of socio-economic development, the requirements for the level of professional training and professional competence of management personnel are increasingly increasing. Moreover, the multivariate nature of the basic education of organizational leaders and the lack of a uniform system of postgraduate advanced training for managers appear to be important problems of modern professional education.

For adequate training of management personnel and the development of training programs for advanced training in the field of management, it is necessary to have methods for assessing the level of professionalism of a manager, allowing one to evaluate the various components of management activities.

To organize the learning process, specialists use the so-called training model. (Fig. 1.1). Kibanov, A.Ya., Mamedzade G.A., Rodnina T.A. Personnel Management. Labor regulation / Ed. d.e. Sc., Prof. A.Ya. Kibanova. - M.: Economics, 2007. - 147 p.

Rice. 1.1 Systematic training model

Education is the result and process of learning to systematize knowledge, skills, abilities and behaviors needed to prepare a person for work and life. The amount of education is determined by the requirements of production, cultural and scientific-technical level, as well as social relations. Education is divided into two types: general and vocational. Education must be carried out continuously.

Continuing education is a principle and process of personal development, which provides for the formation of such educational systems that are open to people of all ages and generations and accompany a person throughout his life, contribute to his constant formation, drawing him into the continuous process of learning skills, knowledge, methods and behavioral (communication) skills. Continuing education involves not only increasing qualifications, but also retraining for changing conditions and stimulating constant self-education. Egorshin, A.P. Fundamentals of personnel management: Textbook for universities. 2nd ed., revised. and additional - M.: "Infra-M", 2006. - 182 p.

Vocational education as a process is a link in a unified system of lifelong education, and as a result, it is the preparation of a person for an established type of work activity, a profession, which is confirmed by documents (diploma, certificate, certificate) upon graduation from an appropriate educational institution. Vocational education in the Russian Federation is provided by a system of educational institutions, which includes: technical schools, vocational schools, higher education institutions, training centers, institutes and faculties for advanced training and retraining of personnel, special seminars and courses. Vocational education is carried out both on the basis of state standards for the implementation of training of specialists, and using flexible curricula and training periods.

Staff training represents the foundation of the vocational education pathway. This is a purposefully formed, systematically and systematically executed process of studying knowledge, abilities, skills and methods of communication under the guidance of experienced mentors, teachers, managers, specialists, etc.

Sources about vocational training needs include:

· certification results;

· individual development plans;

· requests and wishes from the employees themselves;

· organization development strategy.

Following the identification of needs, they move on to the preparation stage of the training program. The development of vocational training programs can be carried out both by the enterprise itself and at specialized enterprises. Preference in each specific situation is determined by an analysis of the advantages and disadvantages of each option. Vesnin, V.R. Practical personnel management: A manual for personnel work. - M.: LAWYER, 2004. - 354 p. 1

There are three types of training. Personnel training is the organized and systematic training and production of qualified personnel for all spheres of human activity, who possess a complex of various special skills, knowledge, skills and methods of communication. Personnel development is training of personnel, which is aimed at improving skills, knowledge, skills and methods of communication in relation to the growth of demands for the profession or growth in position. Personnel retraining is personnel training aimed at mastering the latest skills, knowledge, methods and communication skills in the field of mastering a new profession or changing requirements for the results and contents of work.

Foreign and domestic experience has formed three concepts for training personnel qualifications.

The concept of specialized training is aimed at today or the near future and has a relationship to the proper workplace. Such training is effective for a relatively short period of time, but from the employee’s point of view, it contributes to the safety of the workplace, and also enhances a sense of personal dignity. Kibanov, A.Ya., Batkaeva I.A., Mitrofanova E.A., Lovcheva M.V. Motivation and stimulation of personnel. - M.: Infra-M, 2009. - 89 p.

The concept of multidisciplinary training is effective from an economic point of view, because it increases the non-production and intra-production mobility of the employee. However, the latter circumstance is a known risk for the enterprises where the employee works, since he has the opportunity to choose and is therefore less called upon to work in an official workplace.

The concept of learning, which is focused on the individual, has the goal of forming human qualities that are inherent in nature or acquired by him in practical activities. This concept relates primarily to personnel who have a desire for scientific research and have the talent of a teacher, leader, actor, etc.

Consequently, the subject of training: this is knowledge - methodological, theoretical, practical, which an employee needs to fulfill his obligations in the workplace; skills - contributing to the performance of duties assigned to an employee at a specific workplace; skills - a significant level of ability to use acquired knowledge in practice, skills assume such a measure of studying work when meaningful self-control is formed; methods of communication - the configuration of a person’s life activity, a complex of actions and actions of an individual in the course of communication with the surrounding reality, the formation of behavior that meets the requirements of the workplace, special relationships, and sociability. Klochkov, A. Motivation of personnel for the company’s strategy // Personnel Management. - 2008. - N 9. - p. eleven.

Therefore, the subject of training is:

· knowledge - methodological, theoretical and practical, necessary for an employee to carry out his duties in the workplace;

· skills - the ability to perform the duties assigned to an employee at a specific workplace;

· skills - a significant level of ability to use acquired knowledge in practice; skills assume such a measure of studying work when conscious self-control is formed;

· methods of communication - a form of personal activity, a set of actions and deeds of an individual in the process of communication with the surrounding reality, the development of behavior that meets the requirements of the workplace, communication skills, and social relationships.

Establishing training needs can be done on a variety of scales. The needs of the enterprise as a whole must be considered by a human resources specialist or training department in accordance with general production goals and the enterprise's workforce planning policies, during which the need for training of certain groups of workers in all departments is determined in consultation with line managers. This work must also contain an analysis of the expected effect of the influence of training on the enterprise’s performance of production tasks. Kibanov, A.Ya., Batkaeva I.A., Mitrofanova E.A., Lovcheva M.V. Motivation and stimulation of personnel. - M.: Infra-M, 2009. - 205 p.

Personnel training cannot be an end in itself for an enterprise. Money is spent on training, often quite significant. Few people will agree to spend money without expecting a corresponding return, just because they consider staff training a good thing.

Training is the most important link in the personnel management system and must be inextricably linked with the processes of organizational formation, with work to achieve the strategic goals of the enterprise, providing the maximum readiness of the people who work at the enterprise to solve the problems facing them.

If personnel management is built as a system, then each specific area of activity in this area (assessment, selection, training, personnel incentives and motivation) should be subordinate to a single common goal - ensuring the effective operation of the enterprise and its constant formation.

In practice, there are two concepts that analyze the costs of personnel training in different positions.

The first concept is based on the thesis that human resources are a cost factor that is directly related to the process of producing a product. The value of a human resource is equal to the performance impact of their actual functional behavior. An increase in qualifications or knowledge that is necessary to improve production also characterizes costs directly related to the current costs of producing a product. According to this, the assessment of training effectiveness shifts to measuring the increase in labor productivity and output, i.e. almost exclusively immediate results are measured.

The second concept interprets human resources as enterprise assets and capital investments. Proponents of this concept draw a parallel between the cost of human resources and capital costs, which are embodied in buildings, equipment, etc.: the value, or utility, of human resources has the ability to increase (as a result of training, gaining experience) or decrease over time and has contributes to depreciation just like long-term investments.

Therefore, training costs are assessed not as costs, but as investments that ensure the future of enterprises and its long-term growth. According to this, in cases of dismissal of employees of an enterprise, there is a significant turnover of personnel, which entails losses for the organization leading to the non-use of human resources. As a result, there is a loss of investment in this resource capital, and when maintaining a permanent workforce, the risk of long-term investment in industrial training is reduced.

1.2 Personnel evaluation system

Gradepersonnel is a system for disclosing the established characteristics of employees, which subsequently help the manager make management decisions that are aimed at increasing the effectiveness of subordinates.

The personnel assessment system is a set of several tools with the help of which it is possible to effectively solve issues of personnel selection, development, control, training, motivation and other management tasks. Kibanov, A.Ya., Batkaeva I.A., Mitrofanova E.A., Lovcheva M.V. Motivation and stimulation of personnel. - M.: Infra-M, 2009. - 212 p.

The performance of organizations is largely dependent on the potential and performance of personnel. The final point for decision-making in the field of human resource management is the results of personnel assessment.

Despite countless studies on personnel assessment issues, many Russian and foreign experts note the imperfection of assessment procedures and the insufficient scientific validity of many recommendations. Vesnin, V.R. Practical personnel management: A manual for personnel work. - M.: LAWYER, 2004. - 356 p.

The personnel evaluation system must provide accurate and reliable data. The stricter and better defined it is, the greater the likelihood of obtaining reliable and accurate data. Experts advise forming the basis for such a system in six stages:

determine labor efficiency standards for each workplace and criteria for its assessment;

formulate a policy for conducting performance assessments, that is, decide when, how often and to whom the assessment should be carried out;

include in the responsibilities of certain persons to carry out performance assessments;

include in the responsibilities of persons who conduct assessments to compile data on the performance of employees;

discuss ratings with the employee;

make a decision and document the assessment.

This assessment system increases the efficiency of the organization’s personnel management through:

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

planning vocational training. Personnel assessment makes it possible to identify deficiencies in the qualifications of each employee and provide measures to correct them;

planning professional development and career. Employee assessment reveals their strong and weak professional qualities, which allows you to prepare individual development plans and effectively plan your career;

making decisions on promotion, remuneration, dismissal. Constant and systematic evaluation of employees gives the company's management the ability to make informed decisions on salary increases (rewarding the best employees also has a motivating effect on their colleagues), promotion or dismissal. Fundamentals of personnel management / Ed. B.M. Genkina. - M.: Higher School, 2006. - 382 p.

The above benefits that are obtained by an enterprise that uses a personnel assessment system will be realized more fully with the objectivity of the assessment, strict confidentiality of the results, openness of its criteria, and the active participation of the employee. Following these principles is achieved through:

universality of the assessment system. The HR department develops a unified assessment system for the entire organization and provides a common understanding and application of this system in all departments;

establishing evaluation standards and norms. To do this, the company needs to establish what determines success when working in a given position, i.e. highlight critical factors. For this purpose, the method of job analysis is used, which consists of a thorough study of the functions performed by an employee occupying a certain position and identifying among them the most important ones from the point of view of achieving the goals set for him;

selection of assessment methods.

To effectively evaluate an employee's performance, you need to have assessments that are easy to use, reliable, and accurately measure critical factors. As assessments, they can be used as quantitative indicators (productivity, time, costs, etc.). So are the qualitative characteristics that are given to the person performing the assessment - “good”, “above average”, “bad”, etc. Of course, quantitative assessments are preferable both in terms of their accuracy and objectivity in relation to the employee being assessed. However, in real life it is not always possible to apply quantitative assessments for many positions, so companies are often forced to use subjective assessments.

Consequently, the constant use of a personnel assessment system has a significant impact on the effectiveness of the organization and its competitiveness. By expressing the degree of discrepancy between the actually achieved levels of performance and the expected ones, managers can develop certain management decisions and activities that are aimed at improving both general and individual labor results.

The personnel assessment system itself is a whole series of actions and activities that are aimed at assessing employees and are sustainable.

To be effective, such a system must be based on a basic and universal diagramcarrying outgivenassessments.

Forthis,Firstly,need to- determine the needs of the enterprise in personnel assessment and, on this basis, develop clear goals for employees during the assessment. Among the main goals, as a rule, are monitoring the social climate in the team, assessing the quality of work and the level of compliance of the person’s qualifications in the position held. 1 Kochetkova, A.I. Fundamentals of personnel management. - M.: TEIS, 2004. - 516 p. Secondstage represents the finding of the subject of assessment, that is, who needs to be assessed. Depending on the goals, the target audience is established, the information about which the organization is primarily dependent on.

Afterare determinedcriteria, on which the assessment will be carried out.

This requires professionals in the field who can identify more tolerable characteristics for any given position.

Personnel assessment tools are a set of various HR tests, software and other criteria that help to create an objective portrait of an employee as a professional, an individual and part of a team, to assess his knowledge, skills, skills and work efficiency, as well as to understand his personal characteristics and character traits individually for an employee.

The assessment is carried out in the following cases: Egorshin, A.P. Fundamentals of personnel management: Textbook for universities. 2nd ed., revised. and additional - M.: "Infra-M", 2006. - 352 p.

When applying for a job. In this case, recruiters most often use the following assessment methods: analysis of the interview assessment, analysis of the candidate’s resume, psychological tests, professional tests to assess knowledge.

Professional tests are used only if there are established standards for a given specialty. Most often, template tests, due to the fact that the answer to the question can be true or false.

However, if you are asked to assess a candidate’s ability to think and make decisions, then in such a case special cases are offered. In order to conduct psychological tests, it is better to use the services of a psychologist who has the skills to assess a person’s personality on a routine basis.

Howas a rule,gradepersonnelcarried outBythreedirections:

· assessment of an employee's qualifications - when the characteristics of a sample are discovered and compared with a specific person;

· analysis of work results - here the quality of work performed is assessed;

· assessment of the employee as an individual - personal characteristics are discovered and compared with the ideal qualities for a given place.

An assessment of personnel who have been working at an enterprise for a certain period of time is necessary in the following cases:

1) changes for the worse in some trading and production indicators of the enterprise.

2) with a planned reduction in staff or number of employees. Those who do their job worse are eliminated in order to retain only the best promising and professional employees.

3) during planning for staff changes. It is always better to promote existing employees than to hire a new person, especially when it comes to a major management position.

4) During personnel development programs. If an enterprise intends to raise the professional level of an employee by training them in advanced training courses, it is constantly necessary to know exactly how their skills and knowledge need to be “pulled up.”

It is possible to carry out personnel assessments on a routine basis regularly or periodically, pursuing the following goals:

increasing the competitiveness of the enterprise, as well as its promotion in the market.

cost reduction. Egorshin, A.P. Fundamentals of personnel management: Textbook for universities. 2nd ed., revised. and additional - M.: "Infra-M", 2006. - 147 p.

tracking the professional growth and formation of an employee after joining the organization.

creation of a personnel reserve for management positions.

There are a large number of methods and systems for personnel assessment. In the arsenal of an experienced recruiter, as a rule, you can find several tools that are used individually or in combination. But the main thing is that with any choice of tool it is necessary that it be objective, and that the person takes minimal participation in the assessment process. Actually, on this basis, computerized assessment methods are most in demand among personnel officers, since they allow subjective assessments to be reduced to zero.

The minimum indication of the influence of the human factor during employee assessment is of priority importance. For example, if an employee is valued only by clients, and management does not pay attention to such an employee, or if a person is a professional in his field, but the team hinders his work and development.

The main goal of any assessment process is to create a true picture of any employee, that is, who he really is, and not how he is perceived in the team.

Maincriteriaassessments

All criteria for personnel assessment are usually divided into two main categories - competence criteria and performance criteria.

During the performance assessment, the achieved performance indicators of a particular person are compared with the intended indicators for a given period of work. Why are clearly measurable tasks assigned before the start of the reporting period?

The result of the work is manifested in certain indicators: the number of implemented projects, sales volume, number of transactions, profit amounts. Zhuravlev, P.V., Kartashov S.A., Mausov N.K., Odegov N.K. Personnel management technology. Manager's handbook. - M.: Exam, 2004. - 109 p.

During the assessment of the employee’s competence, his knowledge and ability to use it in practice, behavior, and personal qualities are assessed.

One of the most effective ways of such an assessment is to solve situational problems, taking into account the position of the current employee or for which he is applying.

The provided tasks come in two types - descriptive and practical, and are distinguished by the nature of the actions in solving a specific problem.

In practice, it is clear that having earned such an assessment, it is possible to form an opinion about the current state of affairs at the enterprise, to find effective methods for solving existing problems, for which it is necessary to create a kind of “diagnostic center” at the enterprise, which offers recommendations for improving the work of employees, employed in the sales system.

Consequently, the personnel evaluation system is relatively complex and has a lot of nuances and aspects that need to be given the greatest attention. Otherwise, all the work that goes into conducting an assessment may turn out to be complete unnecessary information.

Types of personnel assessment and training methods

IN In the cordiality industry, staff performance is assessed in two areas:

accounting of labor results (direct assessment);

analysis of the employee’s personal and business qualities that influence these results (indirect assessment).

Direct appraisal methods require the subordinate and supervisor to jointly set agreed upon specific goals, which will then be used as a template for future appraisals.

Indirect assessments seem to be traditional; they are aimed at such employee character traits as the ability to work well with a team, initiative, attitude towards people, reliability, i.e. the personality of the employee and his qualities are analyzed in comparison with his job responsibilities.

A direct method of assessing the performance of personnel can be provided by a system for assessing the results of management and work by goals. The procedure for assessing the results of staff work is quite complex and is in many ways similar to the procedure for conducting a qualitative assessment of work. The difference is that the second case takes the work itself as the basis for the assessment, and the first - its performance and the business qualities of the staff. By assessing the consequences of labor, it is determined to what extent the employee effectively carries out his work in accordance with the final goals of the enterprise. Vesnin, V.R. Practical personnel management: A manual for personnel work. - M.: LAWYER, 2004. - 402 p.

In order for the procedure for assessing the results of work to be effective, it is necessary:

establish labor efficiency “standards” for any workplace;

determine the procedure for assessing labor efficiency;

encourage those who conduct assessments to collect information about the performance of employees;

discuss the assessment results with the employee;

make decisions and conduct assessment documentation.

Accounting for labor results in one form or another is used for almost all personnel, as it represents the basis for remuneration. For some employees and workers, the results of labor are manifested in the definition of clear and precise targets that the employee must achieve within a designated period. For categories of personnel whose work cannot be strictly standardized, the main criteria for the effectiveness of their work are:

labor productivity;

compliance with predetermined goals for a specified period.

Productivity there represents the quantitative and qualitative results of personnel work for a specified period.

Work of a specified quality and type has a method of measurement in units of the number of services provided per unit of time. The comparability of the various forms of labor results and their quality can perhaps be provided by a comparison method with the standard.

The result of labor mainly depends on the productivity of the employee, the productivity of the applied conditions and labor factors.

Objective factors of productivity are means of labor, production and auxiliary materials, organization and methods of production, organization of the workplace and working conditions, structure and time of work.

Subjective performance factors may be rooted in the employee himself or in the social structure of the organization. Productivity is determined by such skills as: talent, physique, experience, education and productive potentials for today such as: fatigue, health, biorhythm. The thirst for productivity invariably depends on a personal assessment of the incentives for activity, with factors of development opportunities, labor remuneration, working conditions, participation in decision-making, safety, etc. playing a significant role.

A simple performance assessment uses output metrics. In carrying out a differentiated assessment of an employee’s performance, the assessment must include, first of all, his quantity and quality of work results or the achievement of work goals, success as a person, his behavior in performing work in relation to the enterprise team and outsiders. Following directions and instructions, handling of objects, reliability and suitability for use in work.

Individual criteria are assessed using a weighted scoring scale.

The criteria by which the participation of employees is measured are divided into:

work performed by the employee;

affiliation and social status of the employee to the organization;

taking part in the formation of value;

status of orders;

turnover formation;

the result of the organization's activities;

profit distribution.

These criteria can be determined relatively objectively using the enterprise’s accounting system (for example, the annual balance sheet).

Management by Objectives (MBO) is a well-known management process that aims to achieve certain goals for any department, for any manager within each department, as well as for each employee.

The UPV is not a measure of employees' performance, but a measure of each employee's contribution to the success of the enterprise.

Management by objectives is a system of control and planning. Evaluation of personnel performance based on the results of goals is effective only on the condition that organizational and individual goals are integrated and compatible in a single system, which involves the formation of a mechanism for interaction of the formal corporate planning process with the system of personal incentives for employees and its responsibility. 1 Kibanov, A.Ya., Mamedzade G.A., Rodnina T.A. Personnel Management. Labor regulation / Ed. d.e. Sc., Prof. A.Ya. Kibanova. - M.: Economics, 2007. - 294 p.

Marking goals consists of the following steps:

1. Determination of several main responsibilities of the employee.

2. Concretization of any given function in established economic indicators (costs, profits, timing, volume, quality, etc.).

3. Determination of units of measurement (days, percentages, rubles) and a system of indicators that reflect the results of activities (reduction of defects, reduction of deadlines, increase in profits as a percentage of the previous year - for managers, etc.) Egorshin, A.P. Fundamentals of personnel management: Textbook for universities. 2nd ed., revised. and additional - M.: "Infra-M", 2006. - 186 p.

4. Determination of maximum and minimum “performance standards” for all indicators.

5. The correlation of the minimum and maximum results of implementation with the stipulated standards (at its level, above the maximum, below the minimum) and the conclusion of the score.

6. Average rating for all indicators.

Since the position of an employee is determined by his workplace or position, his investment in the activities of the enterprise must be fulfilled on the basis of how well he copes with his duties.

Analysis of job content and job requirements in the workplace is very important for setting goals. It should be carried out in the following order:

1. Consideration of the need or expediency of this or that type of work activity and its investment in the results of the activities of departments (or enterprises).

2. Determine the key aspects of this activity, depending on the success of the formation of the final goals, and rank them in order of priority. If the goals of an activity are numerous and varied, they should be ranked so that it is clear to the employee what causes priority efforts and special attention.

3. Argue for norms of labor behavior that reflect the desired result and must be acceptable to the enterprise, i.e. respond to her requests for the performance of official duties at certain workplaces.

4. Give preference to a system of units of measurement for evaluating employees. It is necessary to create indicators that make it possible to show in quantitative terms even those aspects of activity or qualities of employees that are difficult to measure.

5. Determining what is required to improve the work and the way it is performed and how this can be achieved by the employee over a certain period.

Analysis of the activities of employees, based on the quality of performance of functional duties, allows us to establish the reasons or “bottlenecks” that caused the failure to achieve the intended goals. Kibanov, A.Ya. Fundamentals of personnel management: Textbook. - 2nd ed., revised. and additional / AND I. Kibanov - M.: INFRA-M, 2008. - 447 p.

To exercise control over the progress towards achieving goals, it is necessary to focus on standards, which is taken to be the amount of performance of duties that is considered acceptable by a stalemate or other workplace as agreed upon among managers and subordinates. Actual results, compared to normative ones, can be assessed as differentiation in the form of the magnitude of goal achievement.

When creating standards, you can follow the following general guidelines:

analysis of performance results for a number of previous periods;

assessing the feasibility of the proposed standards;

establishing differences at the level of work activity in the form of deviations from standards in one direction or another;

assessing the impact of the content of functional responsibilities on standards and eliminating useless, unproductive elements of work or methods of performing it.

The structure and content of the requirements that are presented to employees in the workplace affect labor standards. The consolidation of incorrect methods of work as normative ones has the potential to lead to distortions of the expected results, therefore the standardization of labor operations must precede the analysis of the content of the functions performed. The participation of employees in the development of proposals for improving the functions performed, simplifying them, dividing or combining them is a prerequisite for increasing work productivity.

Today, performance assessment is becoming one of the main tools for the development and formation of the workforce. Strong knowledge in this area is one of the main components of the leadership style of a modern manager. If we talk about assessment methodology, HR specialists emphasize the meaning of so-called feedback, i.e. communicating its results to the employees themselves, so that they have the opportunity to compare their successes with the results of others. Publicity is one of the essential factors for increasing the effectiveness of any assessment systems. Performance evaluation requires managers to compile information about how effectively each employee carries out the responsibilities delegated to him. By communicating this information to his subordinates, the manager gives them the opportunity to correct their behavior if it does not correspond to the accepted one. Along with this, performance evaluation allows management to identify more different employees and actually improve their level of achievement by moving them to the most attractive positions. Samarina E. Professional training is the basis for personnel development // E. Samarina // Personnel management. - 2008. - N 1. - p. 41.

In addition to the immediate supervisor and the personnel service, the assessees themselves and their colleagues are primarily involved in the participation of the assessment. Self-assessment must be taken into account, since the information provided by employees not only gives the most accurate picture, but also significantly improves intra-industrial relations. In addition, personal self-esteem contributes to the formation of an employee.

To carry out the most accurate assessment of the results of work activity, it is desirable that the interview be two-way in nature.

At this time, it is recognized that performance assessment is a necessary, but obviously not sufficient, condition for making personnel decisions. No less important was the assessment of personal and business qualities that are revealed in the labor process itself. This type of assessment characterizes the employee’s activities according to criteria that correspond to perfect ideas about the performance of his duties and the necessary qualities for the formation of maximum labor efficiency. These qualities include, first of all, professional skills, as well as psychological abilities.

Assessment of personal and business qualities for all categories can be carried out based on the following factors:

knowledge of the job, whether the employee has a clear understanding of the content of the job and its goals;

the need for control over his actions by his boss;

style;

initiative;

tendency to cooperate.

Each factor is rated on a 5-point scale. Moreover, the manager is required to confirm the assessment - to reveal in writing certain actions of the employee, the attitude towards the performance of duties in a given situation, and also to show certain results of the employee’s activities confirming the assessment. Kibanov, A.Ya. Fundamentals of personnel management: Textbook. - 2nd ed., revised. and additional / AND I. Kibanov - M.: INFRA-M, 2008. - 362 p.

Assessment of business and personal qualities is almost never used in relation to low-skilled workers and a number of office employees, i.e. those categories that can be easily replaced in the labor market. In other words, “quality assessment” is directly related to the length of time an employee is employed.

An assessment of an employee’s business and personal qualities is carried out using rating methods, which are focused on comparing the behaviors and work achievements of employees with each other or on comparing the results of each person’s work with the standard. Other rating methods are focused on assessing employee productivity.

The simplest type of absolute rating system is a narrative essay, where the evaluator describes the strengths, weaknesses, and potential of the employee and makes suggestions for improvement. This approach relies on a direct statement from the appraiser, whose knowledge of the employee's performance is well founded. Egorshin, A.P. Fundamentals of personnel management: Textbook for universities. 2nd ed., revised. and additional - M.: "Infra-M", 2006. - 173 p.

If the essays are prepared well, they provide detailed feedback to subordinates regarding their implementation. On the other hand, comparisons among people, groups or departments are practically impossible, since various essays relate to different aspects of the performance of each employee, which makes it difficult to use this information for personnel decisions, since subordinates are not compared objectively. Methods that compare workers with each other require only one thing: that the appraiser analyzes all workers - from the highest to the lowest, from the best to the worst. An alternative classification requires the appraiser to start by listing all employees on a piece of paper. From this sheet he finds the best worker, then the worst worker, then the second best, then the second worst and so on, moving from top to bottom of the list until all workers are classified.

The decisive way of matching workers against each other is a “force” separation. Therefore, the overall distribution of ratings is forced. This means that a relatively small group of workers are truly outstanding, a relatively small group are unsatisfactory, and everyone else is in between.

This approach is used when it is necessary to conduct an assessment among many workers. One of the better known rating methods is the behavioral checklist. The evaluator collects information describing work-related behavior. With this approach, appraisers do not give an assessment as much as they describe: labor behavior. Descriptive ratings are more acceptable than evaluative ratings (good - bad). In this method, a declarative statement such as “She or he receives complaints from customers” is scored in categories such as “always,” “very often,” “fairly often,” “sometimes,” and “never.” Each category is weighted, for example, from 5 (“always”) to 1 (“never”) if the statement depicts a desired behavior. In general, the numerical ratings (or points) for each employee provide a sum, which is then examined for each item.

A particular type of behavioral checklist is familiar as a power selection system, a technology that was formed deliberately to reduce the leniency of raters and provide unbiased assessment of standards for comparison of individual groups.

The force selection method is rarely used in evaluation interviews, for evaluators who do not know the level of performance. To overcome these difficulties, critical incident methods can be applied.

Critical cases are brief reports on the effectiveness of the work performed. They focus on the big picture, not the details.

Critical cases are also attractive in an assessment interview because supervisors have the opportunity to target current work behavior more than vague underlining strokes. Dyatlov V.A., Kibanov A.Ya., Pikhalo V.G. Personnel management: a textbook for students of economic universities and faculties. - M.: PRIOR Publishing House, 2005. - 452 p.

The main beauty of the assessment

And in order to better understand why they eat it, I’ll next tell you about the key goals and objectives when evaluating personnel:

Audit. Identify the strengths and weaknesses of employees and use them for the benefit of the company;
Education. Form a plan for the training and comprehensive development of everyone in the team;
Promotion. Create adequate conditions and criteria for career advancement;
Feedback. Receive continuous feedback from employees about the quality and conditions of their work;

And the audit will also help determine the current state of your company and formulate a plan for its development. In addition, if you systematically evaluate personnel and take into account the goals of personnel evaluation, then development will become constant.

Development! How amazing!

Types of personnel assessment

Moving on to the evaluation criteria, we cannot leave aside such an important point as the type of evaluation.

Therefore, before I provide you with a long list of evaluation criteria, let’s understand its types.

1. By employment

You can evaluate both existing personnel, including freelancers, and new ones. And more about this.

1.1 Certification of current personnel

In short, in this type of assessment you need to answer only two questions: “How economically beneficial is this or that employee for you?”, “Does he bring more profits or costs to the company?”

And both in the short and long term. It all depends on the situation in which monitoring is required.

Believe me, you will look at the same employee completely differently if you need to downsize or open a new direction.

1.2 Hiring assessment

This type of assessment is somewhat more complicated than the previous one. Here you are required to have “clairvoyant skills.” Just kidding, of course. But only to convey the essence.

You don't know anything about the candidate, you have to judge only by their resume and recommendations. Therefore, here it is worth approaching the criteria carefully, and testing the candidate well enough so as not to make a mistake with the choice.

Use the golden rule in this matter, the author of which, unfortunately, I do not remember. And it sounds like this: “Hire slowly and fire quickly!”

2. By planning

The assessment can be carried out systematically, according to a specific schedule, and as necessary, depending on the situation.

2.1 Planned

This type is suitable in the situation of forming a plan for promoting specialists along the career ladder.

And it is also suitable for forming a holistic view of the team’s competencies when planning a new company strategy or working in a highly competitive market.

In a routine assessment, the employee has the opportunity to prepare, explore issues, and fill in gaps. And most importantly, he will understand that certification can affect his position in the company and the motivation system.

2.2 One-time

If you urgently need to make a management decision, for example, to reduce staff.

Of course, you will receive a certain cut-off for evaluation. But the weak side of this type of assessment is that you do not have a picture of the dynamics.

Perhaps an employee whose score is low on one cross-section has developed all these skills in just a week. And another specialist has a good set of skills, but has not advanced in the last couple of years.

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3. By method

The assessment can be carried out either manually or using special services and programs.

3.1 Manual

The manual assessment method involves personal interaction with the person doing the assessment. This can be a personal conversation, oral answers to questions, or even written, but verified by individual specialists.

When manually assessing, there is always a risk of calculation error and the possibility of bias and subjectivity.

Especially if we are talking about the fact that employees are assessed by the same employee of the company, even if it is a manager, and not an external specialist.

3.2 Automated

Example: for 100% implementation of the plan they will pay 50,000 rubles. The following tasks for the month:

In total, the plan is 75% completed and our marketer will receive 50,000 x 0.75 = 37,500 rubles.

1.3 Rating system

Conducting a personnel assessment using this method is as follows: for each completed task, a specialist receives a certain, previously designated number of points.

And based on the results of the period, say, a month, a staff rating is formed based on the points earned .

Example: for each finished part, the machine operator receives 10 points. At the end of the month, the points are added up and we get the most productive employee.

1.4 Rank method

Top management compiles something like a personal rating for everyone in the team or department.

Example: you have 8 seamstresses in your workshop for sewing children’s clothing. The head of the company, the head of the workshop and the senior seamstress make ratings based on the annual assessment of personnel (each independently!) and compare them.

It turns out that seamstress No. 2 and seamstress No. 7 were in last positions on all three lists. Then they can be transferred to seamstress assistants, reduce the volume of orders, or send them for additional training, transferring them to the rank of trainees.

There are so many methods, they all need to be used!

2. Qualitative methods

These are more complete descriptive characteristics of personnel. Often the description occurs in free form. Below I have prepared the main approaches to assessing the personnel of this group.

2.1 Questionnaire

The simplest qualitative research method is suitable for assessing personnel during recruitment.

Classic questions for this kind of survey: work experience, position sought, desired salary, priorities in choosing a job (salary, team, self-development, proximity to home, etc.), key skills.

Example: You need to evaluate two employees applying for the same position - beauty salon administrator.

Candidate 1. Without experience, looking for an administrator position, wants the level of pay that you are ready to offer, but to a candidate with experience. The priority in choosing a job is proximity to home and salary level.
Candidate 2. Has 2 years of work experience, is looking for a position with the possibility of career growth to the manager of a salon or several, quit a similar position due to lack of prospects.

And you, in turn, plan to change from one beauty salon to a network of salons by the end of the year. Who do you choose? Obviously, candidate 2. This simple method will allow you to evaluate the candidate when hiring.

2.2 Descriptive evaluation

A simple narrative description of an employee's strengths and weaknesses is often used in conjunction with other methods to provide the most complete assessment.

The description will allow you to choose appropriate methods of encouragement, avoid conflict situations in the team and make the right management decisions.

Example: description of the profile of a staff accountant. Key competencies: more than 5 years of experience as an accountant in a company without any complaints.

Strengths: competent, punctual, attentive, active, able to argue her point of view, offers her own solutions to problems.

Weaknesses: assertive, difficult to accept criticism, not comfortable working in a team.

2.3 Matrix method

For each position, a so-called “ideal matrix” is formed, that is, a set of characteristics in percentage terms.

After which a similar matrix is compiled for the employee already working in this position.

And the two matrices are compared, after which a conclusion is made about the employee’s suitability for a specific position. The method is good for assessing personnel during hiring.

Example: You are looking for a full-time designer. His exaggerated ideal portrait and portraits of candidates look like this:

Who will you hire? That’s right, Olga. Because, despite the high degree of responsibility and extensive experience working with Anastasia, Olga more closely matches your “ideal matrix” of a designer.

2.4 360 degrees

Within the framework of this method, the employee’s work is assessed by his colleagues, manager, clients, partners or contractors with whom he interacts, and by himself.

The result is the most complete picture with an understanding of growth points in the specialist’s work.

Example: colleagues, in connection with the annual personnel assessment, evaluate the employee - consultant of the toy store Vladimir, as a specialist who knows the assortment very well.

If they don’t know something about a particular toy, they will ask Vladimir, and he will definitely help.

The manager evaluates Vladimir as an executive and responsible employee who sometimes performs even those tasks that are typical for a store administrator, and not for an ordinary consultant.

Clients also speak well of Vladimir. They appreciate the fact that it is not just a more expensive toy, but first finds out all the child’s preferences and recommends the most suitable options in different price categories.

So, thanks to the 360-degree assessment method, we see that Vladimir has every chance of getting promoted to store administrator or senior consultant.

2.5 Group discussion

Conducting personnel assessments using this method is similar to the previous one. But the larger discussion involves the manager, the employee and, if possible, a guest expert in the field of the position being discussed.

An expert is needed for an objective, expert assessment of personnel. This method is suitable for assessing a specialist’s qualifications and identifying his attitude to work.

As part of such a discussion, you can give specific case studies to determine how an employee would behave in a similar situation.

Example: for a specialist in the logistics department: You sent a car with urgent cargo to the customer, and the driver of the car got into an accident. Your actions.

To which the employee replies that first he will find out how serious the accident occurred. Based on this, he will estimate the delivery delay time.

He will contact the customer, explain the situation, and agree on a time delay. Apologizes for the inconvenience caused.

Then he will contact the driver of another car, whose route passes close to the accident site, and offer him to deliver the cargo.

From this answer you understand that the employee is responsible for his work and interacts competently with the client, and is looking for rational solutions without panicking.

How amazing! I will definitely try to evaluate my staff using these methods.

3. Combined methods

That is, the interaction of descriptive and quantitative methods. So, let’s look at personnel assessment tools.

3.1 Critical Situation Certification

In the company, for each employee, “correct” and “incorrect” behavior is formed in typical work situations or cases (for example, in accordance with the job description).

After summing up the points for solving cases within a specific period, a rating of employees is formed.

Example: for call center employees, every successful resolution of a conflict situation with a client. Where successful = the client is satisfied, does not hold a grudge against the company, is 10 points in the rating.

The method will allow you to digitize quality characteristics. Based on the results of a given period, a rating of employees is compiled, from which it is clear who most often demonstrates the “correct” behavior in resolving conflict situations.

3.2 Scaling method

As part of the method, a list of skills, qualities, and characteristics required for the position is formed. Each item in the list is assigned a value:

"Great";
"Fine";
"Satisfactorily";
"Badly".

Or vice versa, the characteristics of a particular specialist are written down and compared with the requirements for the position on a scale:

“Far beyond requirements”;
“Exceeds requirements”;
“Meets requirements”;
“Meets some requirements”;
“Does not meet requirements.”

This way you can assess how well this employee fits the position he or she occupies.

Example: for a trainee hairdresser:

Qualification – “exceeds requirements”;
Attitude towards clients – “meet the requirements”;
The attitude towards work is “meet the requirements”.

From which you can conclude that it is time to promote this employee from a trainee to a full-fledged hairdresser.

3.3 Grouping

Dividing the entire team into groups based on the principle of work efficiency, from those who work unsatisfactorily to those who work without complaints.

This method allows you to evaluate the effectiveness of the team as a whole. Identify areas of growth and raise the question of what to do with a group of employees whose results are low.

Please note that if you are not satisfied with the work of even a third of your employees, this is a reason to reconsider their motivation, as well as the system of professional development in the company.

Example: your company has three departments: project management – 3 people, sales – 5 people, administration – 2 people.

At the same time, 1 manager, 2 managers and 1 ACS specialist work well. The rest of the sales department employees regularly do not fulfill the plan, managers do not meet project deadlines, and the AXO specialist has budget shortfalls.

Only 40% of employees work effectively in your company.

That is, you need to review the employee motivation system (by the way, one of the motivation methods is in the video below), determine rewards and fines, and organize a system for staff development.

Step-by-step instruction

All this is good, just wonderful, you say. But how to apply it? Let's take a step-by-step look at how to conduct a staff assessment.

Step 1. Description of functions

So, the personnel assessment procedure begins with the functions of the employee. This is the starting point in order to understand how well it meets the requirements, objectives and interests of the company. It can be issued in the form of a job description.

Detailed example

Let's look at an example that is already working for you. Let's say, according to the instructions, the responsibilities of a sales manager include:

Search for clients;
Reception and processing;
Drawing up and concluding contracts;
Transfer of the paying client to a technical specialist;
Receipt from the client.

Step 2: Define Requirements

After the functions have been formed, and before proceeding directly to the question of “how to conduct a personnel assessment,” you need to determine certain indicators, be they quantitative or qualitative.

Based on these indicators, you can understand how well the employee performs the functions specified above.

A prerequisite for the assessment is to communicate to the employee both his functions and the indicators for these functions.

Detailed example

Let’s say for our manager these numbers will look like this, in order:

Search for clients – 10 new clients per month;
Reception and processing of incoming applications - 50% of incoming requests;
Drawing up and concluding contracts – number of correctly executed ones = number of sales;
Receiving feedback from the client - at least 70% of surveyed clients.

It would be great if at this step, before introducing scheduled certification, you conduct the first certification of the employee in order to determine his incoming indicators, that is, what results he currently has according to the criteria you have identified.

Step 3: Quantitative Analysis

For an example of quantitative analysis, let's take KPI, since this is one of the main methods of personnel assessment, and determine the planned indicators. Next, you should tell your manager about these planned indicators.

It should also be explained that these quantitative indicators will be used for routine automatic assessment

And salary calculation will be carried out according to kpi, in accordance with the above indicators.

Detailed example

Let’s say that each of the responsibilities (I wrote about them above) has a weight in the KPI of 20%.

You can track your indicators using , where you can see the number of new clients, new contracts and sales, information about customer ratings of services, and the presence or absence of missed calls.

Step 4. Descriptive analysis

At this moment, not only quantitative indicators come into force, but also the qualitative characteristics of the specialist and the individual.

What will be your priority, qualitative or quantitative indicators, is up to you to decide. But remember, there is no such profession as “good person”!

Detailed example

We continue to evaluate our manager. To do this, we apply the “360 degree” method.

We will interview the second department manager, the head of the company and the head of the department, several current clients, as well as technical specialists who receive a paying client from the manager to provide the service.

Step 5. Formation of an overall assessment

It is at this moment that you need to decide what is more important, quantity or quality.

Don’t forget about combined assessment methods, which in this case will come to your aid and allow you to form a complete understanding of the level of effectiveness of a particular employee.

Detailed example

We calculate quantitative indicators based on kpi. We also get a general description of the employee’s qualities using the “360 degree” method.

Search for clients – 6 per month;
Reception and processing of incoming applications - 30% of requests;
Drawing up and concluding contracts – number of correctly executed ones = number per month;
Transfer of a paying client to a technical specialist – 100% of paying clients;
Receiving feedback from the client based on the results of the service provided – 40% of respondents.

“360” method:

Gets lost in conflict situations;
Polite;
He jokes a lot.

Step 6. Comparison with the standard

As mentioned above, in addition to assessing a specific employee, your understanding should always be what his level of effectiveness should ideally be.

At this stage, you compare the specialist’s assessment with that ideal.

The matrix evaluation method will help us at this step. In terms of quantitative indicators, we have an “ideal” or plan.

Detailed example

Let’s compare the niche “ideal” matrix with the matrix of a sales manager. By the way, to compile it we took into account the results of the “360 degrees” method.

Step 7. Final assessment

When the whole complex of assessment activities has been completed, and you have data on how it is, how it should be and how strong the gap is between these two concepts.

And only after this can you form an assessment audit and correctly characterize the employee.

Detailed example

Based on the results of the assessment audit of the same manager, we received the following indicators:

By kpi. 75.4% of the plan was fulfilled;
According to the matrix. There is a 20% discrepancy on two points.

Step 8. Next steps

The resulting assessment simply needs to be communicated to the employee. Discuss with him what he thinks about the result obtained and come to further steps.

Perhaps the result will be a task to improve qualifications, a change of position, or a list of growth points.

Because performance analysis alone will not bring growth. It is needed only in order to formulate the right action plan to improve the situation.

Detailed example

We find out from our manager what prevented us from fulfilling the plan 100% and identify growth points, for example:

Use new channels to find clients;
Automate receiving feedback;
Take an online course on argumentation theory.

After which we obtain the manager’s consent to these measures and determine the implementation timeframe, and also do not forget about control.

Only in this case, all the previously completed 6 steps will give a tangible result.

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Factors influencing the rating

As you understand, the list of such factors is long. Because there was no section in my article where I would not encourage you to take into account the situation, circumstances and characteristics of a particular employee when assessing.

For convenience, we can highlight several main factors that have a greater influence on personnel assessment:

Biological. Sex and age characteristics, mental and physical abilities, influence of weather and climatic conditions.
Socio-economic. Labor legislation, degree of protection, level of remuneration.
Organizational. Working conditions in the company, the tasks that are set for the employee, the resources that are available to him to solve these problems.
Market. Unemployment level, market demand for specialists in a similar position, market saturation with these specialists or their shortage.
Psychological. The moral state of the employee, his attitude towards work, relationships in the team. And also a sense of his own importance and belonging.

Interesting. 41% of employees (according to surveys of the largest HR portal in Russia) are ready to change jobs if they are offered a more interesting project.

It must be remembered that all these main factors of personnel assessment affect the employee in a complex manner.

You can also assess the impact of these factors on an employee’s performance in the process of a comprehensive assessment of his work.

Bugs and difficulties

As in any process of introducing anything new, when introducing a personnel evaluation system, certain problems are encountered:

Wrong choice of personnel assessment methodology. A “one-sided” approach when evaluating personnel is the most common mistake.
Certification is divorced from employee motivation. As a result, he simply does not understand why certification is needed if it does not in any way affect the current state of affairs.
High degree of subjectivity. Determine for yourself how to avoid this, whether third-party specialists will be brought in for expert assessment of personnel.
Inaction. After assessing the current situation, next steps should be formed based on the results obtained.

Briefly about the main thing

The main thing to note is that personnel assessment is certainly a useful procedure in the work of an organization.

It is only important to follow a few simple rules. I have prepared a so-called checklist for you:

Systematize the personnel assessment process. That is, do this not from case to case, out of the blue, but to convey the importance of the event to all staff.
Provide a system. Based on the results of the assessment and write down the entire list of responsibilities in the job description of each employee.
Take a snapshot of the current state of the team. Otherwise, your conclusions will be erroneous, and you will have nothing to rely on when further assessing employees.
Use comprehensive assessment methods. That is, quantitative, qualitative and combined to get the most complete picture of what is happening.
Create directions for development. It is necessary to implement it in each area so that each specialist understands the essence and significance of assessment activities.

And in conclusion, the documents that should be available and that will help you when introducing an employee certification system.

Job description. It spells out all the tasks of a particular specialist, and clearly outlines the range of his responsibilities.
Checklists for express assessment. They can also be called a list of necessary conditions for performing a particular task.
Competency models or matrices. They must be clearly formulated, spelled out and understandable. Otherwise you will not be able to use them.
Assessment Forms. That is, a list of characteristics, and a possible scale for each of them from “far exceeds the requirements” to “does not meet the requirements.”
Questionnaires and Questionnaires. It is better to prepare for each area of activity. They will become reliable assistants when hiring new employees.
Reminders for certification. Good for both the inspector and the employee himself. Because he can always see what is required of him.
Templates for reports based on analysis and monitoring results. Particularly relevant for qualitative methods, so that the free form description of characteristics does not turn into an essay on the topic.

Content

Introduction 4

1. Theoretical part 5

1.1 Selection and placement of personnel as an element of personnel policy. 5

1.2.1 Structure of the assessment system 7

1.2.2 Personnel assessment methods 9

1.2.3 Main evaluation criteria 13

1.3 Personnel assessment by consulting firms 14

1.3.1 Stages of implementation 14

1.3.2 Effectiveness of personnel assessment 16

1.4 Typical mistakes of companies when conducting personnel assessments 17

1.4.1 Terminological errors. 17

1.4.2 Semantic errors. 18

1.4.3 Instrumental errors. 20

1.4.4 Errors of legitimacy. 22

1.4.5 Technological errors. 23

^ 1.5 Basic principles and methods of effective personnel selection. 25

2. Personnel assessment when hiring at OJSC ZSMK 31

2.1.1 Determination of vacancies for managers, specialists, employees and workers. 32

2.1.2 Selection of candidates. 33

2.1.3 Making a decision on hiring. 38

2.1.4 Medical examination. 39

Conclusion 41

References 43

Introduction

Assessing candidates when hiring is one of the areas of personnel policy, which, in turn, is a leading factor in the effectiveness of modern organizations and enterprises. Leading experts in this field have long come to the conclusion that most of the costs in the economy are associated with the lack of scientifically based personnel policies

The subject of the study is personnel assessment in the selection and placement of personnel.

The purpose of this work is to analyze one of the most important elements of personnel policy - personnel assessment during recruitment - and to create the most effective staffing model.

To achieve this goal, it is necessary to solve a number of specific tasks:

determine the importance of personnel assessment when recruiting for a job in the enterprise's personnel policy system;
analyze personnel assessment models proposed by different authors, present a generalized scheme built on the basic principles and methods of personnel selection;
consider the current employment procedure at OJSC ZSMK, evaluate the positive and negative aspects of each “stage” in the personnel selection system;
justify the effectiveness of the psychophysiological testing method when hiring and placing personnel.

Theoretical part
1. Selection and placement of personnel as an element of personnel policy.

The success of an enterprise depends on the employees employed in it, because it is people who ensure the effective use of any type of resources available to the organization, and it is people who ultimately determine economic performance and competitiveness. Personnel are the engine of any organization. Awareness of this should determine the most careful selection of candidates, which should be based on increased requirements for the selection of an employee.

The decision to hire or transfer to another position, according to experts, is not only a significant event, but also has far-reaching consequences.

Managers, according to HR specialist M.I. Magura, take good care of the money spent on searching and selecting personnel, trying to achieve maximum savings. At the same time, they forget to count the losses that an enterprise may suffer in the event of an unqualified selection, namely: if the organization does not find a suitable candidate, or if the wrong person is hired.

As a result of the search and selection of personnel, an enterprise may incur financial losses. Direct financial losses due to selection errors include the following:

costs associated with the procedure for hiring and firing employees. These may include the payment of severance pay or compensation if employees appeal dismissal in court;
costs associated with training, transfer of unsuitable personnel;
damages associated with loss of production due to idle time of a vacant position while waiting for the hiring of an employee;
losses in labor productivity in the period preceding dismissal or during the period of adaptation to the workplace;
costs associated with work-related injuries, absenteeism, etc.;
losses associated with the production activities of personnel: low productivity, low profits, low product quality.

The cost of a mistake made during selection becomes higher if the work that the new employee will have to perform is more complex and responsible.

In addition to direct financial losses, there may also be indirect costs due to selection errors.

These costs are difficult to estimate; they are associated with the loss of working time of managers and specialists to participate in the process of selecting candidates and training new employees, who subsequently, for one reason or another, were unable to gain a foothold in the organization.

One of the inevitable consequences of poor recruitment and selection is high levels of staff turnover. The costs associated with high employee turnover cannot be ignored; These are not only direct costs for personnel selection and adaptation, but also indirect ones, in the form of loss of time for managers to search for and recruit new employees. Indirect costs are also reflected in the impact that high staff turnover has on staff morale, motivation and satisfaction.

Thus, personel assessment in the selection and placement of personnel is a serious and responsible task facing the services of the Deputy General Director for Personnel Management and Social Policy:

HR department;
center for social development;
management of personnel training and retraining, as well as coordinated work with medical institutions.

The task of these services is to select an employee who is able to achieve the result expected by the plant.

In fact, assessment when hiring or placing personnel is one of the forms of preliminary control of the quality of human resources of an enterprise.

And it is obvious that the quality of the final product, labor productivity and profit of the enterprise depend on which employee is hired at the plant.

^ Personnel assessment systems and methods
1. Structure of the evaluation system

Personnel assessment is a system for identifying certain characteristics of employees, which then help the manager in making management decisions aimed at increasing the performance of subordinates.

Typically, personnel assessment is carried out in three areas:

assessment of an employee’s qualifications - when the characteristics of a standard are identified and compared with a specific person;
analysis of work results - here the quality of work performed is assessed;
assessment of the employee as an individual - personal characteristics are identified and compared with the ideal ones for the given place.

If we generally talk about building an assessment system in a company, it is very important to remember three main features, isolation from which will not give the required result.

First, assessments must be carried out regularly.

Secondly, it must have a clearly defined goal.

And thirdly, the assessment system must be transparent to everyone and based on commonly understood criteria.

The personnel evaluation system itself is a whole series of actions and activities aimed at evaluating employees and of a permanent nature.

To be effective, this system must be based on a basic and universal scheme for conducting this assessment.

The first thing that needs to be done is to identify the company's need for personnel assessment and, on their basis, formulate clear goals that will be pursued when conducting employee assessment. The main goals usually include monitoring the social climate in the team, assessing the quality of work and the degree to which a person’s qualifications correspond to the position held.

The second stage is to determine the subject of assessment, that is, who to evaluate. Depending on the goals, the target audience about which the enterprise needs information in the first place is determined.

This is followed by defining the criteria by which the assessment will be carried out.

This requires professionals in the industry who can highlight the most appropriate characteristics for each specific position.

After selecting the criteria, you need to select an evaluation method. The choice of the method itself is also carried out depending on certain criteria, including compliance with the goals set at the beginning, the degree of cost of a particular suitable method, objectivity, which is best expressed in quantitative characteristics, understandability for those being assessed, and relevance, that is, the results should really be necessary.

The next stage of the personnel evaluation system is called the preparatory stage. Here you need to perform a number of actions that will help in conducting the assessment itself.

creation of an internal regulatory framework for assessment - development of regulations, regulations;
training of the personnel who will directly conduct the assessment;
informing staff about the upcoming assessment and its benefits.

After this, the assessment system enters its main stage - the actual assessment itself, the implementation of everything.

Then it is necessary to analyze all the information collected as a result of the assessment for its relevance and the quality of the system itself.

The final stage of implementation of the evaluation system is action - making management decisions in relation to those people who were evaluated - promotion, demotion, training.

^ Personnel assessment methods

Let us now consider the methods themselves that can be used in personnel assessment.

Based on their focus, they are classified into three main groups: qualitative, quantitative and combined.

Qualitative methods are methods for identifying employees without the use of quantitative indicators. They are also called descriptive methods.

matrix method - the most common method, involves comparing the qualities of a particular person with the ideal characteristics for the position held;
method of system of arbitrary characteristics - management or personnel department simply highlights the most striking achievements and the worst mistakes in a person’s work, and by comparing them draws conclusions;
task performance assessment is an elementary method when the employee’s work as a whole is assessed;
“360 degree” method - involves assessing an employee from all sides - managers, colleagues, subordinates, clients and self-assessment;
group discussion - a descriptive method - which involves a discussion between an employee and his managers or experts in the industry about the results of his work and prospects.

Mixed methods are a combination of descriptive methods using quantitative aspects.

testing is an assessment based on the results of solving pre-set tasks;
sum of scores method. Each characteristic of a person is assessed on a certain scale, and then the average is displayed and compared with the ideal;
a grouping system in which all employees are divided into several groups - from those who work excellently to those whose work is unsatisfactory compared to the rest;

Quantitative methods are the most objective, since all results are recorded in numbers;

ranking method - several managers make a rating of employees, then all ratings are compared, and usually the lowest ones are cut;
point method - for each achievement, staff receive a predetermined number of points, which are summed up at the end of the period;
free point assessment - each quality of an employee is assessed by experts for a certain number of points, which are summed up and an overall rating is displayed.

All of the above methods are able to effectively assess only a certain aspect of a person’s work or his socio-psychological characteristics.

Therefore, it is not surprising that recently a universal comprehensive method has been increasingly used - the method of assessment centers, which has absorbed elements of many methods to achieve the most objective analysis of personnel.

This method has as many as 25 criteria by which a person is assessed:

ability to learn (general mental abilities);
oral generalization ability (how well a person can make an oral presentation to a small group on a well-known topic);
ability to make written generalizations (how successfully an employee can write a note on a well-known topic);
contact (the extent to which a given person arouses sympathy);
threshold social opinion perception (how easily a person accepts minor comments regarding his behavior);
the ability to be creative (what is the likelihood that a person is able to solve a management problem in a new, different way);
self-esteem (how realistic is a person’s idea of the relationship between his advantages and responsibilities, how deep is his understanding of the motives of his own behavior);
social task (attitude to racial, ethnic, socio-economic, educational and other similar issues);
flexibility of behavior (how easily a person, in the event of coercion, changes his behavior or modifies it to achieve the goal set for him);
the need for approval from a superior (the degree of emotional dependence on management);
the need for approval from persons equal in social status (the degree of emotional dependence on the opinion of the team);
internal work standards (how high the quality with which an employee wants to perform some work, compared with a lower, but quite acceptable);
the need for promotion (the desire for significant advancement up the career ladder and the time frame within which a person hopes to achieve this promotion are taken into account, in comparison with colleagues occupying an equal position with him);
the need for security of position (to what extent does the employee want to be provided with work);
flexibility in achieving goals (life goals, their correspondence to real opportunities and circumstances);
the primacy of work (the extent to which the satisfaction received from work is greater than satisfaction from other areas of daily life);
a system of emphasizing the positive aspects of the company’s activities (the ability to highlight the positive aspects of the company’s activities in relation to staff: service, friendly attitude, fairness of the position taken in relation to earnings);
the reality of hopes (the extent to which hopes for working in the company coincide with reality);
tolerance to uncertainty and non-standard working conditions;
the ability to work for long periods of time without sufficient compensation with the prospect of receiving a reward later;
resistance to stress (to what extent does work intensity coincide with a normal psychological state);
diversity of interests (various areas of activity and hobbies - such as politics, music, art, sports);
energy (how long an employee can withstand a high level of workload);
organization and ability to adequately plan a career;
willingness to make decisions and the ability to justify them.

Main evaluation criteria

All criteria for personnel assessment are usually divided into two main categories - performance criteria and competence criteria.

When assessing performance, the achieved performance indicators of a particular person are compared with the planned indicators for a given period of work. To achieve this, clearly measurable objectives are set before the start of the reporting period. Performance is expressed in specific indicators: sales volume, number of completed projects, profit amounts, number of transactions.

When assessing the competence of an employee, his knowledge and ability to apply it in practice, personal qualities, and behavior are assessed.

One of the most effective ways of such an assessment is to solve situational problems taking into account the position that the employee occupies or for which he is applying.

These tasks are of two types - descriptive and practical, and differ in the nature of actions when solving a specific problem.

^ Personnel assessment by consulting firms
1. Stages of implementation

The purpose and procedure of the assessment should be clear to all employees of the company. People need to get information from HR about why the assessment is being conducted, what its purpose is, what its results will be, and who will use those results and how they will use them in the future.

When choosing a provider, attention is paid to several factors:

the experience and specialization of the provider company, the availability of feedback from other customers on the personnel assessment;
knowledge by company specialists of various methods of personnel assessment, their advantages and disadvantages, the ability to formulate assessment results;
the provider’s desire to clarify your need, request, and clarify the assessment results that you ultimately want to receive.

Personal assessment

Once the goals of the assessment have become clear, it is important to decide how to conduct the assessment. Selection methods are divided into personal assessment (with the participation of experts who will directly communicate with employees and then draw conclusions about them), and correspondence, automated (during which employees fill out tests)

The most common type of personal assessment is the assessment center method. This testing is based on communication between the person being tested and his examiner. Testing can solve two main tasks: assessing professional suitability and assessing personal and business qualities.

Assessment of professional suitability (level of theoretical training, work experience, ability to find solutions in difficult situations related to the direction of the enterprise’s activities). Theoretical knowledge is tested in written or electronic form. Next, the examiner conducts a personal interview: examples of situations that a candidate or employee may encounter in their work are considered. He must provide the solution to the problem that he sees as the most correct.

Assessment of personal and business qualities (managerial, leadership qualities, poise, goodwill, responsibility, perseverance, customer focus, communication skills, ability to adapt, loyalty to the company, propensity to learn, desire to make a career, material interest, hard work, etc. ). Includes participation in role-playing games: modeling situations; tests of “gradations of preferences” - decision making during a discussion; individual interviewing.

The advantages of this type of assessment are a higher percentage of reliability (80–85%), a complete analysis of professional and personal-business qualities (including a psychological portrait of a person), forecast of results, etc. The disadvantages include the duration of the procedure (from 5 to 9 hours ) and high cost (from 1000 US dollars).

Automated assessment

The second type of assessment is automated. Such an assessment is carried out only using tests in electronic or written form, without personal communication. It is aimed at assessing the following competencies:

intellectual abilities (ability to perceive information, analyze and find ways to solve problems). Assessed using a verbal reasoning test;
efficiency (the ability to work quickly, accurately, consistently and the ability to plan). Assessed using a Quantitative Reasoning Test;
thoroughness and attentiveness (a tendency to think deeply and perform tasks, taking into account all the details and nuances; the ability to act independently, without instructions or prompts). Assessed using the Shape Sequence Test;

Using a system of psychological tests and analysis of the level of ethics in a person’s behavior in the workplace, the program identifies problematic candidates. For example, when applying for a job, an applicant is asked to answer what most people would do in a given situation, for example, whether to take money for work that they did not do. In addition, you must choose one of four reasons to explain your answer. In this way, the candidate's value system is assessed and how he resolves moral dilemmas is analyzed.

The advantages of automated assessment include low time costs (from 20 minutes), fast data processing and obtaining results, and low cost (from 40 to 100 dollars). The main disadvantage of tests is their “average” nature; sometimes the reliability does not exceed 55–60%.

Personal and automated assessments can be used together: at one stage, employees take tests, and then experts work with them.

^ Effectiveness of personnel assessment

Myths have already formed about personnel assessment. The most common of them is “personnel assessment by external providers is too expensive and an economically ineffective procedure.” Of course, like any service related to the optimization of business processes, personnel assessment requires significant financial investments. But if it is carried out to change the company's remuneration system, to introduce target management or other systems that directly affect the company's productivity, then all these investments are strategic.

You can hire a specialist with skills in personnel assessment to join the HR department. This is also a way, and less expensive than inviting an external provider. But it is recommended to go this route if personnel assessment is carried out frequently, cyclically, covers a large number of employees and solves many problems, that is, a full-time appraiser will always be on the job.

The advantage of external evaluators over internal ones is impartiality and objectivity. Although these two conditions are an axiom, an unwritten law, it makes sense to conduct a personnel assessment only if the procedure is as transparent and objective as possible.

Companies spend an impressive amount of time involving senior and line managers, collecting “certification commissions,” employees fill out many evaluation forms, and allocate serious budgets to create their own personnel evaluation departments and create evaluation procedures. And all this for the sake of the long-awaited result - accurate and reliable information, on the basis of which serious management decisions will be made.

The most common mistakes that companies make when assessing personnel can be roughly divided into several groups.

^ Terminological errors.

One of the main reasons for the occurrence of errors in “personnel assessment” is translation difficulties. Since many modern management ideas and approaches come to us from the West, we have to translate them into Russian. In HR terminology, there are several terms: Assessment, Appraisal and Evaluation, which mean procedures that are completely different, both in essence and in content. But all this is translated into Russian by one single term “assessment”. In practice, this leads to the fact that, without understanding the essence of the issue, they try to introduce the “personnel assessment” procedure, mixing different procedures.

In world practice, it has developed that the term Assessment is used to denote a procedure associated with the assessment of the employee himself, his characteristics, knowledge, skills, abilities, abilities, i.e. what is collectively called "competence". Thus, it seems more correct to use not one word as a term, but the phrase Competencies Assessment, i.e. "competency assessment". And the phrase Assessment Center, so often used recently, is the name of a comprehensive procedure for assessing an employee’s competencies, consisting of various assessment methods: various types of exercises built on the basis of work situations and specially designed for use in the professional field of tests and questionnaires . We'll talk more about this later.

The term Appraisal is used to denote a procedure that involves assessing the performance of an employee, which is one of the components of the Performance Management procedure, i.e. performance management. Performance Appraisal (performance assessment) is a summing up of an employee’s work for a certain period of time, without affecting, for various reasons, his personal characteristics.

^ Semantic errors.

So when assessing competencies, i.e. characteristics such as knowledge, skills, abilities, interests and the like, the purpose of using the results obtained may be to solve two rather diverse problems.

Firstly, an understanding of what competencies an employee has can be used to assign him to the appropriate position when it comes to a situation of external selection (we hire an external employee for a position in the company) or internal selection (we decide to appoint an existing employee to another , for example, a higher position in the company). Ultimately we are talking about assessing the potential to do a particular job.

Secondly, by assessing the level of competencies required to perform the employee’s current activities, we can determine what knowledge and skills he has a certain deficiency in. Such an assessment is necessary to determine what needs to be taught to the employee first so that he is able to successfully cope with the tasks assigned to him, i.e. it is about assessing training needs.

It is quite obvious that to assess potential (we assume enrollment in the personnel reserve or work in another position), it is necessary to use special tools, such as ability tests, personality questionnaires developed for the professional sphere, competency interviews, and exercises based on work situations. However, when using the same tools to determine training needs, it often leads to a number of very serious problems, such as employee resistance, fear and a feeling of uncertainty, and decreased motivation. Why be surprised if, instead of the stated goals of identifying training needs, companies end up carrying out massive layoffs. In addition, of course, the use of special methods requires money and time from the company.

It is not correct to use the listed special methods in order to determine the need for training and understand what exactly to teach employees for the reasons mentioned above. To resolve this issue of what to teach employees as part of their current activities, it is necessary that the manager has a sufficient level of skills to conduct assessments as employees perform their tasks and be able to provide timely and objective feedback. Since the actual activity of an employee, if you know how to use this information, gives a much more accurate picture of the deficiency of certain skills, i.e. appropriate training needs.

^ Instrumental errors.

In this case, we are also talking about a whole set of errors, of which it is very difficult to single out any one

One of the main instrumental errors that one has to face is the lack of a competency model for the corresponding position or group of positions. In fact, in this case we can talk about the impossibility of conducting an assessment based on competencies due to the lack of them. The assessment tools work fine. Using even methods specifically designed for such an assessment, we will obtain a description of a person’s behavioral manifestations. So, for example, according to all the scales that are presented in a professional questionnaire, we can say about a person’s preferences, about what qualities he notes in himself. But we cannot answer the question: is this good or bad for a given position, since there is no scale or criteria with which we could compare the result.

The next no less common mistake of this group is the inconsistency of the assessment tool with the competencies that need to be assessed within the framework of the relevant position. Many companies planning to conduct a personnel assessment are faced with a proposal to conduct a kind of “business game”, with the participation of any number of people desired by the client, even 20–30, during which the students will also be assessed. Pursuing such diametrically opposed goals as learning and assessment will not solve either of them. Any learning situation initially presupposes the principle of safety, that is, while acquiring knowledge and skills, we try, including learning from mistakes. It would be stupid to punish mistakes in such a situation. How will the “students” behave, knowing that they are also being assessed? And if they do not know that they are being assessed, then normal behavior that is appropriate in a training situation, for example, frequent questions from an employee interested in his development, can easily be interpreted in a dozen different ways, ranging from a high rating of “initiative” to a low rating on the scale "understanding and solving problems." It is also necessary to point out that there are a number of competencies that are quite universal for many organizations, which are practically not visible in group discussions, such as “mentoring”, “maintaining quality standards”, “organization and planning”, etc.

The third mistake of this group lies in the incorrectness of the tools themselves with which the assessment is carried out. For example, many use game situations as a plot for interactive exercises such as role-playing games, or group discussions, which are perfectly and successfully used as educational ones in the corresponding educational programs. But at the same time, such game situations are completely unsuitable for assessing competencies, because have a very distant relation to the business and the range of direct tasks of employees

One can also talk about the incorrect use of many popular psychometric tools, such as questionnaires taken directly from Western sources. A tool such as a questionnaire must be adapted to the specifics of the country, language and culture. Mere translation is not enough. Painstaking work is required to standardize, validate, recalculate scale values, and change content, if necessary. Simply put, it is necessary to adapt such tools to the specifics of our environment, the conditions of our business.

The following group of errors is also associated with the use of questionnaires and similar tools. The popularity of instruments such as the MMPI or the 16-factor questionnaire is primarily due to their free and accessible nature. When conducting such questionnaires, as a result we receive information about the individual psychological characteristics of a person, personality traits. A good psychologist will be able to correctly interpret the profile and answer the question WHAT kind of person is in front of us. But, based on the results of such questionnaires, we do not have information about HOW the employee will act when solving immediate professional problems. And we cannot, based only on this information about personality traits, say how an employee will demonstrate the competencies required for the position. We can possess such information as much as we want for our own pleasure, but we cannot use it for professional tasks, i.e. to assess competencies.

It is also difficult to imagine how, through the use of lie detectors, which are used by all intelligence services in the world, one can assess such competence as “interpersonal sensitivity” or, say, “teamwork”, since any candidate has reasons to worry in a selection situation, especially in a situation like this selection, and this will give an indication of the device.

^ Legitimacy errors.

We are talking about situations where, for purposes related to professional activities within a normal commercial company, tools are used that are unsuitable for this purpose, since they are prohibited in many countries for use for selection purposes. Well, for example, we can talk about the illegality of using projective techniques, such as a non-existent animal or Rorschach blots. There are three aspects to this problem.

First. Of course, a competent psychologist can get answers to many questions related to the current state of a person’s psyche (note, not to the level of development of competencies). However, when it comes to selecting a candidate for a vacant position, it is quite obvious that this approach to assessment can easily be questioned not only by the candidate himself (refusal to hire based on the results of a clinical questionnaire), but also by judicial authorities. It is difficult to say whether similar precedents exist in current Russian judicial practice. However, the fact that in our reality candidates who have been refused rarely go to court to complain about unfair treatment does not mean that they will not do so in the future. Is the company ready to expose itself to legitimate risks? Pay penalties?

The second problem related to the legitimacy of the tools used to assess competencies is related to the widespread violation of copyright and related rights by companies that use the corresponding methodologies. Everyone knows that stealing is wrong, everyone knows that it is wrong to use stolen goods, but not everyone knows that a candidate can legitimately ask: “On what basis are you using this tool? Do you have the appropriate rights and licenses, and are you trained?” Is the specialist who conducts the testing certified?”, and so on. And if he does not receive a satisfactory answer to these questions, then he will be able to legally challenge the results of the assessment, but you will have to answer not only for the assessment, but also for copyright infringement.

^ Technological errors.

Unfortunately, if the company managed to avoid all the mistakes listed above (namely, the company is primarily responsible for making them), that is, the company understands what it evaluates, why it does it, how to do it correctly, and has taken care of the legal side of the issue , there is still a whole class of errors remaining. These errors are associated with the implementation of the competency assessment procedure, including the conduct of the Assessment Center. The company shares responsibility for these errors with those who carry out this procedure, since the company can help master the relevant skills, but their technical execution remains in the hands of very specific people. We will not dwell here in detail on the methodology of the Assessment Center or other assessment procedures; we will consider only the main, from our point of view, points.

If we consider these errors in a logical sequence, then it makes sense to mention first the errors made in the process of administering assessment procedures. It is probably unnecessary to talk about the need to create standardized, i.e. the same conditions for all those being assessed, since only in this case can we talk about the comparability of the results obtained.

The following are errors associated with the implementation of the procedure itself. This is, for example, the lack of a sufficient number of trained observers. Another group of errors are observation errors (quickly jumping to conclusions, judging by external impressions, following various stereotypes, etc.). There are errors in data processing (mixing behavioral indicators and competencies in general, self-assessment without discussion with other observers, and others). And another group of errors is related to summing up - giving grades as such (the background or “excellent student” effect, the effect of averaging grades or avoiding edges, the effect of comparison with oneself, the effect of rigor or kindness, and others).

The impact of these errors on the effectiveness of the competency assessment procedure can only be reduced by constantly improving the observers’ various skills necessary for this. Specialized training on organizing and conducting Assessment Centers and other assessment procedures will help overcome technological errors. And this, as companies well know, requires both a lot of time and quite substantial financial costs. These costs will only be justified if the company intends to use employee competency assessment as a regular procedure. If the assessment of competencies is of a one-time nature, it will be cheaper for the company to invite external consultants, with whom we wish you not to make a mistake.

^ Basic principles and methods of effective personnel selection.

Regardless of the type of organization and vacancies available, the selection process should be carefully planned and prepared for its implementation. This event should provide the company with the best candidates to fill available positions. And the main purpose of personnel assessment is to determine whether a person’s qualitative characteristics correspond to the requirements of the position.

The performer must meet the requirements imposed on him by his job responsibilities and the content of the work. Not only the employee’s potential capabilities and professional competence should be assessed, but also the implementation of these capabilities in the course of performing assigned duties.

And if we are talking about competitive selection, when the number of applicants exceeds the number of available vacancies, then the selection process is structured in such a way that each stage performs the function of a sieve, sequentially eliminating candidates who, according to one or another criteria, are inferior to other participants in the competition.

It is important that before candidates approach the most complex and time-consuming selection procedures, only those candidates remain among the applicants who, in all formal characteristics, completely satisfy the employer.

Personnel assessment is a special type of activity that uses a whole range of different methods aimed at a comprehensive study of candidates, and, as a rule, takes place in several stages.

Having analyzed the available scientific literature intended for managers of personnel services, we present a general scheme for personnel selection:

identification of vacancies;
determination of requirements for a vacant position;
preparing an application for recruiting the necessary employees and thereby attracting candidates for vacant positions;
preliminary interview with all candidates, which provides primary information about the person;
filling out the standard “Candidate Information” form, which includes basic information about yourself;
psychophysiological testing, which is designed to identify candidates who have unfavorable qualities that may adversely affect job performance;
medical checkup;
making a final decision on hiring candidates who are most suitable in all respects.

Currently, there is no regulatory document obliging enterprises in the country to act according to a certain system when recruiting personnel. Each enterprise has the right to independently choose the personnel assessment algorithm that is convenient for it. We have presented a general scheme, which, as experts point out, is used in many reputable organizations in the country and the world, and has proven itself to be the most effective.

Whatever line an enterprise chooses when selecting personnel, the main thing is that personnel assessment will fulfill its general (main) goal only if it is carried out in compliance with certain principles:

objectivity - the assessment of candidates must be independent of any opinion or individual judgments;
reliability - selection must be carried out on the basis of established criteria, must ensure the accuracy and stability of the results. The results obtained during the selection process should not be random.
reliability - the real level of skill proficiency should be assessed (how successfully a person can cope with his job);
efficiency – timeliness and speed of assessment;
publicity - wide familiarization of applicants with the procedure and methods of assessment, bringing its results to all interested parties;
forecasting – the assessment should provide data on what types of activities and at what level a person is potentially capable;
accessibility – the assessment process and assessment criteria must be understandable to both evaluators and those being assessed;
necessity and sufficiency of criteria - you should not overload the assessment and unnecessarily reduce the number of possible applicants, taking as a basis criteria that are not necessary or mandatory for successful work in the position. However, when selecting candidates for a leadership position, the selection criteria should be more stringent.

We have already repeatedly pointed out that personnel assessment is a rather complex work in methodological and organizational terms. There is simply no single universal methodology suitable for solving the entire range of problems facing personnel assessment, and it is unlikely to be possible.

For this reason, most often an enterprise is forced to develop an assessment program, including a methodology for its implementation, on its own or rework standard recommendations and use the experience of other enterprises and organizations.

^ Evaluation of the enterprise personnel assessment model

Magura M.I. in the book “Search and Selection of Personnel,” he offers the following series of indicators that would show the effectiveness of the process of searching and selecting new employees:

the level of staff turnover, especially among new employees;
the share of employees who have not completed the probationary period out of the total number of employees hired;
financial costs for ensuring the process of searching and selecting personnel;
level of labor discipline violations among new employees;
the level of defects and errors made by new employees;
frequency of equipment breakdowns;
efficient use of necessary materials and components;
the level of occupational injuries among new workers;
the number of complaints from clients, consumers, suppliers due to the fault of new employees.

When recruiting personnel, no organization is immune from various types of errors (according to M.I. Magura):

Error of Central Tendency occurs when most of the candidates are rated with an average score (although one can expect that some of the candidates are better and some are worse).
The Leniency Fallacy- most candidates receive high marks, which may lead to the hiring of unsuitable workers.
High Demand Error- most candidates receive low grades. This error leads to the elimination of potentially suitable candidates for the job.
Halo effect occurs when a candidate is assessed as good or bad, with a focus on one characteristic, which, in the eyes of the evaluator, outweighs all others.
Contrast error occurs when the average candidate is rated high if he comes after several weak candidates, or low if he comes after several strong candidates
Stereotyping is the tendency to compare a candidate to a stereotype of the “ideal candidate.” This stereotype may vary greatly between experts and may have little relation to the actual demands of the job.

Experts identify 4 possible outcomes of the selection process.

Failure Success of selection
Options 2 and 4 represent the correct solution, while 1 and 3 are errors in the selection process. Both types of errors are fraught with losses for the organization. Particularly high are the costs associated with errors when hiring workers who do not meet the minimum requirements of the position or workplace. We should not forget that hiring people who significantly exceed the requirements for the position, who have an excessive level of knowledge or professional training to perform a specific job, is also fraught with losses for the enterprise. Such workers, as experts say, and practice shows, tend to quickly lose interest in their work and quit.

^ Personnel assessment when hiring at OJSC ZSMK

Following the logic of this work and solving the assigned tasks, it is necessary to consider the model that is currently used at OJSC ZSMK and evaluate it based on the principles of effective personnel selection described above.

In general, ZSMK OJSC is implementing complex system selection, which includes the following methods:

determination of vacancies for managers, specialists, employees and workers;
selection of candidates:
1. preliminary screening conversation with an inspector (specialist) of the HR department;
2. presentation of certificates, diplomas, certificates, work books and other documents, as well as filling out a questionnaire
3. checking the data presented in the questionnaires and their actual compliance;
4. if the person formally matches the vacancy, the candidate is sent (Appendix 2.) to a conversation with the prospective boss;
making a hiring decision.
registration consists of several points:
1. medical commission;
2. district military registration and enlistment office at the place of residence (for those liable for military service);
3. introductory briefing on safety precautions and fire safety standards;
4. military registration bureau (for those liable for military service);
5. direct registration of reception in the personnel department (Appendix 3.).

Determination of vacancies for managers, specialists, employees and workers.

Determining labor requirements is the initial stage of workforce planning.

We often encounter a situation where the search and selection of personnel is not planned in advance and is carried out only at the moment when the manager is faced with the need to fill certain vacancies. In such cases, it is difficult to avoid common mistakes: recruiting an insufficient or excessive number of workers in a certain specialty; delay in providing the production process with the necessary personnel, etc.

When planning the selection process, personnel needs should be taken into account, both quantitative (the need for a certain number of workers in different specialties) and qualitative (the need for workers in certain specialties of the required skill level).

The issue of personnel planning at OJSC ZSMK is very complex.

Under the planned system, the economic number of industrial personnel was one of the indicators controlled by a higher authority. In the arsenal of labor economists there were methods for calculating the number of workers in a professional context: by labor intensity of production, by jobs, by size standards and service standards. Various empirical formulas were used, reflecting the degree of influence of certain factors on the number of workers, employees, specialists, and managers of a given professional group.

Planned calculations of the number were linked to plans for technical progress, containing measures of a technical, technological and organizational nature that determined changes in the number of specific professions.

This calculation experience was more relevant to an enterprise whose operation was relatively stable over a long period. This, naturally, simplified the calculations, and their accuracy was quite acceptable.

The transition to the market radically changes the situation. First of all, production stability decreases due to:

with the need to restructure production, linking the volume of products with the demand for it;
with a greater focus on innovation, on the release of new products;
with the need for parallel existence at the enterprise of the production of already mastered products and the process of mastering new types of products, with the organization of new production facilities;
with changes in the organizational structure of the enterprise itself due to integration and disintegration processes.

All this makes it difficult to calculate the personnel requirements at ZSMK OJSC and especially for the long term.

^ Selection of candidates.

Preliminary screening conversation (introduction interview, interview) with an inspector (specialist) of the HR department.

The selection of candidates for a vacant position usually begins with a preliminary interview - an exchange of information between a personnel department employee and an applicant for the position.

There is hardly a single applicant - from a student to a manager of a large enterprise - who would be hired without an orientation interview.

Information obtained from the preliminary interview is used to determine whether the candidate's skills, abilities and attitude meet the requirements of the vacant position.

The main purpose of the primary selection is to screen out candidates who do not have the minimum set of characteristics necessary to occupy the proposed position.

A preliminary conversation makes it possible to weed out unskilled, uninterested workers.

“An orientation interview is a conversation between a candidate and a representative of the HR department, during which, in the process of exchanging information, on the one hand, data is collected about the profile and potential of the future employee: qualifications, abilities, interests, character, a conclusion is given about his motives and values, the ability to conduct a conversation, contact, and communication skills are analyzed; on the other hand, the applicant receives information about the workplace, possible prospects for his personal growth in case of employment and the strategy of the enterprise.” (definition by Durakova I.B., “Personnel Management.” – M.: Publishing House “Center”, 1998, p. 130)

Many experts define this selection method as “half-hearted.” This is justified by the fact that the coefficient of “objectivity,” “reliability,” “authenticity,” and “prediction” is very low.

At this stage, there is always a danger of “missing” a suitable candidate and “selecting” an unsuitable one.

There is a strong subjective basis to the interview that forces the HR professional to use his intuition and trust his own judgment and assumptions.

In practice, there is an opinion that interviews are the most effective method of personnel selection. And, as a result, it spreads even more.

There is another group of practitioners who consider the interview to be an intermediate, and not an independent stage of the selection procedure.

However, do not underestimate the role of the pre-screening interview in the personnel selection process.

Submission of certificates, diplomas, work books and other documents, as well as filling out a questionnaire.

Checking the data presented in the questionnaire for its actual compliance.

The next step in the selection process is for candidates to fill out a specially designed standard form. The contents of the standard candidate information form may vary significantly from one organization to another. At OJSC ZSMK, a similar procedure consists of inviting a candidate to the HR department to fill out a questionnaire.

The standard form “Applicant Application Form for work at OJSC ZSMK” (Appendix 1) contains the following sections:

Last name, first name, patronymic, marital status, home address.
Education.
Work experience.
Previous jobs and reasons for leaving.
Additional information (skills in working with office equipment, knowledge of foreign languages, etc.).
Autobiography.
Professional plans for the next 5 years.

OJSC "ZSMK" conducts verification and analysis of candidates submitted. M.I. Magura, comparing the selection of personnel from different enterprises in different countries, notes that “checking the accuracy of information provided by applicants for vacant positions is a common practice” (Personnel Management, 1998 No. 2, p. 79)

Analysis of the information specified in the standard form and its comparison with the requirements for the position allows us to screen out some of the candidates who are not suitable based on formal criteria (age, education, professional experience, work experience, etc.) for work in the organization.

The presence of clearly defined selection criteria is a necessary condition for conducting effective primary selection for an enterprise. The absence of clear criteria significantly reduces the effectiveness of selection, since the decision is made on the basis of the subjective opinion of the employee processing the questionnaires (the principle of objectivity in personnel selection is violated - Chapter 2, p. 7). Therefore, when selecting candidates, especially for positions that involve further development and professional growth, you need to be extremely careful, using the method of analyzing questionnaires.

Analysis of personal data is a simple, cheap and quite effective method of primary selection when an enterprise has an extensive list of candidates. At the same time, this method is quite approximate in assessing potential, since it is focused exclusively on facts from a person’s past, and not on his current state and ability for professional development. A person could have excellent grades in mathematics 10 years ago, but be unable to do basic calculations today.

If a person is not suitable for this vacancy, the candidate is entered into the HR department database. In the future, if necessary, the person may be offered another job or position.

Conversation with the prospective boss.

If the person formally matches the vacancy, the candidate is sent for a conversation with the future prospective manager. (Appendix 2.)

How does such an interview differ from an initial interview with an HR employee?

It is important to remember that an interview is a two-way process, i.e. not only does the organization evaluate the candidate, but the candidate also evaluates the organization from the point of view of its compliance with his own interests and needs. The head of the unit conducting the interview can provide detailed information about his unit, the vacant position, the specifics of the work, and the functions that the candidate will have to perform if hired. It is necessary to interest the person and, at the same time, avoid hiring those whose expectations are at odds with the capabilities of the organization - the sooner the potential employee and potential employer understand that they are not suitable for each other, the better for both parties. The manager must familiarize the candidate with the basic rules, principles, standards of labor organization, and labor regime.

The second distinctive feature of an interview with a line manager is that its results should allow one to evaluate, first of all, the candidate’s professional qualities and his ability to perform production functions.

Also important is the ability of the department head to identify the “general characteristics” of the applicant - general intellectual development, analytical abilities, philosophy of life, motivation, ability to work. At the same time, the manager must assess the degree of his personal professional compatibility with the candidate, because a sharp discrepancy is fraught with conflict in further work.

Such a hiring procedure can provide deep information about the candidate, which, when compared with other assessment methods, can provide accurate and predictive information.

The advantages of this type of interview are the use of questions directly related to professional activities. The disadvantages are related to the need for thorough preliminary preparation for conducting a conversation with a future employee.

The interview requires the person conducting it to have certain experience, knowledge and skills.

Basic requirements for conducting interviews.

An interview is a kind of test for a candidate. Questions should be aimed at obtaining meaningful information, identifying the candidate's strengths and weaknesses, and maximizing his full potential.

To obtain reliable and as complete information about a candidate during an interview as possible, the interviewer must master the technique of collecting information. This involves knowing how to ask the right questions. You should also pay attention to how the candidate answers questions (taking into account non-verbal characteristics: posture, gestures, facial expressions, etc.).

However, this method of personnel selection does not satisfy the main principle of effective personnel assessment - objectivity, because largely depends on the opinion of the leader conducting the conversation.

^ Making a hiring decision.

The hiring decision is the most important moment, the culmination of the selection process.

After an interview with the head of the department, if the assessments are positive, the applicant for the vacant position writes an application for employment.

At OJSC ZSMK, an interview is also conducted with the “manager of the manager”, and for higher positions with the general director, before a decision on employment is made.

The plant has a practice of hiring with a probationary period, which makes it possible to evaluate the candidate directly in the workplace. During the probationary period, the manager pays special attention to the candidate and evaluates him from the point of view of his potential to work in this position and department.

^ Medical examination.

Generalized data from application documents, interviews with a HR specialist and a future boss provide a conclusion about the intellectual and professional level of development of the applicant.

For the employer, however, it is no less important to establish his physical fitness, therefore the selection process when recruiting personnel at ZSMK OJSC includes the conclusion of a professional medical examination.

At ZSMK, medical examinations are carried out after making a decision on hiring.

Thus, this procedure loses its significance and can no longer fulfill its general goal - to choose the person most suitable for this type of activity in the physical plane.

In the literature, the opinions of experts agree that a medical examination of the applicant should be carried out before making a final decision on hiring, and its result is to ensure compliance of “individual health prerequisites” - ability to work - with the conditions of future work activity, or the requirements of the workplace.

For example, hiring a manager should be accompanied by the employer's confidence in the candidate's suitability for this post, not only professionally, but also in terms of the absence of nervousness and, if possible, the presence of healthy blood circulation. The driver entrusted with a company vehicle or the employee of the rolling mill control panel must be examined for driving ability and quick reaction.

The object of medical examination has not yet acquired clear boundaries in publications. But it is quite obvious that for different types of activities, a medical examination should include a different subject of study, i.e. the examination must be “conducted in an appropriate manner based on the specifics of the workplace.”

When hiring a doctor, it should be important:

Is there a risk of harm to health for the proposed activity?
What activities is the candidate unsuitable for?
Will the applicant be able to perform the work without harming the health of himself and others?

It is necessary to clarify that the result of the hiring survey should lead to certain recommendations that are significant, but not fundamental to concluding an employment agreement with the candidate.

Conclusion

We have presented the current hiring assessment model at JSC ZSMK and evaluated each “step” of it.

It is difficult to evaluate, taking as criteria the presented indicators of the effectiveness of the process of searching and selecting new employees.

However, based on the generalized scheme and principles of effective personnel assessment, we can draw the following conclusions:

The following steps are not included in the model used:

determination of requirements for a vacant position.

At the moment, the selection of applicants is based on the professional qualification requirements for the position. But determining a person’s personal characteristics also plays an important role.

psychophysiological testing.

As a result, such principles of effective personnel assessment as

objectivity:

Almost all methods used in selecting candidates (with the exception of professional medical examination) are subjective, i.e. depend on the assessor.

During an initial interview or conversation with a line manager, a company representative may be feeling unwell, in a bad mood, or the applicant (for example, his last name) may be associated with a person who is unpleasant to the employee of the organization.

Also, we all have personal views and tastes, and the interviewer may simply not like the appearance of a potential employee or his manner of behavior.

reliability:

The criteria that are taken as the basis for selecting personnel are formal (age, education, work experience).

However, those signs must also be identified by which one can judge whether the candidate’s activities will be successful. Those. Professiograms (description of the profession and the requirements it places on the applicant) must be created for each position at the plant.

Also, almost all methods (again with the exception of the physical examination) are not reliable (due to their subjectivity).

forecasting:

Based on the assessment, it is impossible to judge what types of activities and at what level a person is potentially capable.

You can have a higher professional education, but due to your personal characteristics, not be a leader.

necessity and sufficiency of criteria:

The hiring procedure, which consists of several interviews and filling out a questionnaire, does not provide a complete and reliable picture of the candidate.

Perhaps a potential employee will turn out to be a pleasant conversationalist, and his personal data will satisfy the formal requirements for the vacancy, but who knows how successfully he will work, achieve real results, how quickly he learns and acts in difficult situations?

Along with his track record and professional achievements that characterize him as a specialist, the “receiving party” needs to know what kind of person he is.

The inclusion of 2 important methods in the personnel selection system should help with this:

drawing up professional charts;
psychophysiological testing.

List of used literature

Personnel assessment: economic aspect Leontyeva E.A. 07/08/2007 // http://www.hr-portal.ru
Aksenova E. Technological aspects of certification. // Personnel Management. – 2003. - No. 2. – P.22-28.
Brusentsov Yu. Employee assessment. // Personnel. – 2003.- No. 1. – P. 15-18.
Vesnin V.R. Organization of recruitment and dismissal of personnel. // Personnel. – 2001. - No. 4. – P.38-40.
Grove E. Assessing the work of a subordinate.// Personnel. – 2000.- No. 9. – P. 35-38.
Dorosheva M. New methods of personnel assessment. // Personnel management. – 2005.-No. 9. – P. 5-6.
Durakova I.B. Personnel management: selection and hiring., M.: Publishing House "Center", 2002. - 160 p.
Zhukov V.I., Komarov E.I. Brand management or the science and art of assessment. // Personnel management. – 2002.-No. 11. – P. 9-15.
Isaenko A. Personnel assessment and selection. // Personnel. – 2002.- No. 5. – P. 35-38.
Isaenko A. Personnel assessment systems.// Personnel. – 2002.- No. 6. – P. 30-33.
Levin B., Karpov L., Kalyatskaya N. System for supporting personnel decisions. // Personnel. – 2001.- No. 3. – P. 22-24.
Lifshits A. Methods of personnel assessment. // Personnel. – 2001.- No. 1. – P. 34-36.
Magura M.I. Search and selection of personnel. - M.: JSC “Business School “Intel-Sintez”, 2003. – 159 p.
Magura M.I. Search and selection of personnel. // Personnel management. – 2003.-No. 2. – P. 78-85.
Maslov E.V. Enterprise personnel management: Textbook. – M. – Novosibirsk, 2005. – 312 p.
Methodological guidelines for compiling psychophysiograms of mass professions. – Ekaterinburg, 2000. – 17 p.
Methods for assessing personnel performance. // Personnel. – 2000.- No. 7. – P. 35-40.
Methods and procedures for assessing and certifying management personnel. // Personnel. – 2000. - No. 4. – P.18-28.
Morgunov E., Sergaev S. Method of subjective assessment of qualification requirements for a position. // Personnel Management. – 2004. - No. 8. – P.44-49.
Experience of foreign companies in organizing employee assessment. // Personnel. – 2000.- No. 6 – pp. 25-29.
Selection of personnel for the organization. // Personnel Management. – 2003. - No. 1. – P.103-109.
Pronin V. How to evaluate a specialist. // Personnel Management. – 2002.-No. 9. – P. 10-12.
Workbook of a practical psychologist: Technology of effective professional activity. – M.: Publishing house. house “Red Square”, 2000. – 400
Reimarov G. Two approaches to personnel assessment. // Personnel Management. – 2003.-№4.– P. 31-38.
Skripnik Personnel testing and assessment: 8 initial principles. // Personnel Management. – 2005.-№4.– P. 41-44.
Spivak V. Methods of selection and dismissal of personnel. // Personnel. – 2000.- No. 3. – P. 25-27.
Torshina K. Testing for employment. // Personnel Management. – 2004.-№12.– P. 53-56.
Udaltsova M.V. Sociology of management. – M.-Novosibirsk, 2005. – 144 p.
Personnel Management. / Ed. Bazarova T.Yu., Eremina B.L. – M.: “Banks and Exchanges”, 2002, 422 p.
Organizational personnel management. / Ed. Kibanova A.Ya., M.: Infra, 2006. – 510 p.
Personnel Management. / Edited by Kibanov A.Ya., Ivanovskaya L.V. – M, 2001, 352 p.
Chekalev M., Klyushina I. Once again on the issue of certification technology. // Personnel Management. – 2004.-No. 5. – P. 30-32.
Chekalev M., Klyushina I. Experimental methodology for assessing managers and specialists of enterprises. // Personnel Management. – 2004.-No. 6. – P. 39-41.
Shmelev A. How to use tests. // Personnel. – 2000.- No. 10. – P. 32-33.
Effective manager: view and illustrations. / Ed. J. Billsbury. M.: MCDO "Link", 1997.

Analysis of the personnel assessment system at Tekhnologiya LLC

The solution to many of the problems of a modern organization depends on the provision and management of qualified and energetic specialists. When analyzing the human resource function of the enterprise under study, it is recommended to answer a number of the following questions: How to characterize the type of employees currently working, and what will be required of them to implement the sales strategy in the future? What is the competence and training of senior management? Is there a succession plan for leadership positions? Is there an effective and competitive remuneration system? Is there a system for evaluating staff performance and when was the last time such an evaluation was carried out? Cases of employee resignations in recent years and why?

Considering the staff as a single whole, the Tekhnologiya company does not forget about the individual characteristics of each team member. When a person joins a team, he brings his values, beliefs, and abilities to it, but at the same time, the team as a whole also influences each individual employee, and unified collective characteristics of the institution’s personnel are formed. The most important thing when forming and introducing new developments and new ideas into an organization is to very clearly know and evaluate the characteristics that the organization’s personnel possess: the age of the team, values, attitude to work, organizational culture, determination, motivational characteristics of the personnel, professional and socio-demographic employee characteristics. All this is taken into account by the management of the LLC. “Technology” since the company’s personnel are the main value and competitive advantage.

Currently, the employees of Tekhnologiya LLC have some prerequisites to implement the economic sales strategy.

The company's employees are provided with safe working conditions, a remuneration system is in place in compliance with the guarantees established by the current legislation of Russia and the terms of the collective agreement, but in accordance with the German personnel management system. Wages represent compensation for the labor contribution of employees to the activities of the enterprise. In this regard, the main function of wages is defined as motivating workers to work efficiently. The objectives of the remuneration system at Tekhnologiya LLC are to differentiate wages, which, on the one hand, motivates workers to work efficiently, and on the other hand, must be economically justified according to the value of the results of their work.

Personnel management occupies a leading place in the enterprise management system.

Methodologically, this area of management has distinctive characteristics and performance indicators, special methods and technologies - personnel recruitment, adaptation, certification, career and others. Labor resources (personnel) are the main resource of each enterprise, the quality and efficiency of which largely determines the results of the enterprise’s activities and its competitiveness. Let's consider the quantitative composition of the personnel of Tekhnologiya LLC.

At Tekhnologiya LLC, employees know each other, since they have been working together for more than one year and, in addition, there is a strict selection system when hiring, so people who get a job at the company either quit immediately or stay. As a rule, this happens during the probationary period. The terms of the contract that are signed with those who have passed the test are strict. If a difficult situation has arisen in a department due to the wrong actions of the manager or his subordinates, then some time is given to correct the situation on their own or with the help of other specialists, or the manager is demoted and replaced by someone who is able to remove a situation out of a deadlock.

The number of personnel of Tekhnologiya LLC at the end of 2011 was 54 people; it should be noted that in the period 2009 - 2011. the number of employees gradually increased.

Thus, compared to 2009, in 2010 the number of personnel increased by 2.4% or 2 people, and in 2011 compared to 2010 - by 7.2% or 6 people, which is associated with the expansion of the enterprise’s activities by throughout the analyzed period.

In order to characterize the state of personnel at Tekhnologiya LLC, the indicators of personnel movement in the enterprise were analyzed (Table 2).

According to the table, the hiring turnover ratio, which characterizes the ratio of the number of hired workers and the average number of employees at the enterprise, increased in 2010. by 5.8%, and in 2011 by 3.4%, which indicates an influx of new personnel to the enterprise.

Table 2 Analysis of the personnel movement of Tekhnologiya LLC for 2009-2011.

Index	Absolute deviation	Growth rate, %

Average number of employees, people.
Accepted per year, persons.
Dropped out within a year, people h.ch. for staff reduction, people. at one's own request, pers. due to retirement, persons due to death, persons at the initiative of the employer, pers.
Employees who changed positions during the year
Employees who worked all year
Admissions turnover ratio
Disposal turnover ratio
Turnover rate
Staff retention rate
Internal staff mobility rates, %

Dismissal turnover ratio, reflecting the ratio of the number of dismissed workers and the average number of employees at the enterprise, in 2010. compared to the previous year decreased by 2.4%, but in 2011. there was an increase in this indicator by 2.9%.

However, the growth in the admission coefficient (+5.8; +3.4) exceeds the growth in the retirement coefficient (2.4; +2.9), which indicates an increase in the influx of workers into Tekhnologiya LLC and a decrease in the outflow of workers for the period 2009 - 2011 This change is explained by the implementation of appropriate personnel policies at the enterprise, or by strengthening the financial stability and prestige of the company in the labor market.

At the initiative of the employer, only one employee of Tekhnologiya LLC was dismissed in 2009; in the period 2010-2011. all employees who left the company's staff resigned of their own free will.

Staff retention rate in 2010 decreased compared to 2009. by 3.3% in 2011 compared to 2010 there was a decrease of 4.7%, which may indicate insufficient satisfaction of workers with low wages, no bonuses, working conditions, labor and social benefits (Table 3).

Personnel turnover rate of Tekhnologiya LLC in the period 2009-2011. exceeded the natural turnover rates (3-5%), which contributes to the timely renewal of the team and does not require special measures on the part of management and HR. It can be seen that during the analyzed period in Tekhnologiya LLC internal mobility of personnel was 4.9% in 2010. and by 5.7% in 2011, which indicates internal reserves for personnel development and the possibility of using career growth levers to motivate staff.

Table 3. Staffing of Tekhnologiya LLC in 2011. The salaries of employees are indicated as of April 1, 2011.

Number of units, people	Tariff rate (salary), rub.	Total per month, rub.
CEO
Deputy Director
Head of Department
Chief Accountant
Accountant
Secretary-assistant
Sales Representative
Head of HR Department
HR managers
Sales specialists
Warehouse Manager
Storekeeper

Composition and structure of employees of Tekhnologiya LLC for 2009 - 2011. presented in Table 4.

Table 4 Composition and structure of employees of Tekhnologiya LLC for 2009 - 2011

As Table 4 demonstrates, the personnel structure is relatively stable, the change in the share of individual categories of personnel in 2009-2011. was no more than 2%, which is quite a positive point.

The largest share of Tekhnologiya LLC employees is represented by specialists (sales manager, purchasing manager, logisticians, accountants, storekeepers, workers), who constitute the main potential of the organization.

The share of managerial employees, which include: the general director, deputy general directors: economics, sales, personnel management, chief accountant, head of the purchasing and sales department, head of the logistics department and head of the human resources department, was in 2009-2011. - 12.5-13% of all employees of the enterprise. The share of workers represented by storekeepers and loaders increased from 19.6% in 2009. up to 22.2% in 2011, which is associated with the expansion of trading activities. The age composition was assessed based on the data in Table 5.

Table 5 Analysis of the age composition and structure of employees of Tekhnologiya LLC for 2009 - 2011.

Index	Number of employees, people	Specific gravity, %	Change in structure, %










Over 60 years

Based on the data in Table 5, we can conclude that half of the employees (54.3% in 2009, 50.0% in 2010, 51.9% in 2011) are aged 30-35 years.

The age of about 20% of Tekhnologiya LLC employees is 35-40 years old.

Whereas during 2009-2011. in Tekhnologiya LLC, employees whose age is less than 25 years or over 50 years old accounted for less than 5%, which indicates a lack of young personnel at the enterprise, as well as employees with the most experience.

We can conclude that the majority of Tekhnologiya LLC employees are between 30 and 40 years old.

Thus, the organization can be classified as relatively “young”, since there are practically no employees of retirement or pre-retirement age.

Table 6 Analysis of the educational composition and structure of employees of Tekhnologiya LLC for 2009 - 2011.

Index	Number of employees, people	Specific gravity, %	Change in structure, %

1. Managerial employees

Average
Initial
2. Specialists

Average
Initial
3. Workers

Average
Initial

Analyzing Table 6, we can conclude that the majority of managers and specialists of Tekhnologiya LLC have higher education.

The presence of higher education among employees imposes a high level of aspirations and ambitions, which can create difficulties in creating a motivation system.

The number of people with higher education in an organization must be regulated and consistent with the goals and objectives of the organization.

Table 7 Analysis of the structure of the specific education of personnel of Tekhnologiya LLC for 2009 - 2011.

Index	Number of employees, people	Specific gravity, %	Change in structure, %

1. Managerial employees
Economic
Legal
Technical

2. Specialists
Economic
Legal
Technical

3. Workers
Economic
Legal
Technical

As can be seen from Table 7 and Figure 5, the majority of the enterprise’s workforce (47.9% in 2009, 48% in 2010 and 48.1% in 2011) are people with a secondary specialized economic education. A special feature of the organization is the presence of employees with non-core education.

This disadvantage can be eliminated by obtaining additional higher specialized (economic, financial or managerial) education. Employees with non-core secondary education (delivery drivers and storekeepers) and employees with higher specialized education make up a minority of the organization’s workforce.

Table 8 Structure of the company’s personnel by professional experience in LLC "Technology" for 2009 - 2011.

Index	Number of employees, people	Specific gravity, %	Change in structure, %

1. Managerial employees




2. Specialists




3. Workers

As can be seen from Table 8, the workforce of the Tekhnologiya company is well established, and most of the employees have sufficient experience to work effectively in the company.

The management employees of Tekhnologiya LLC have, for the most part, work experience at the enterprise from 4 to 6 and over 7 years. Most specialists have work experience at the enterprise from one to 4-6 years.

Most of the workers have work experience from 1 to 3 years.

From the analysis of the personnel of Tekhnologiya LLC, we can conclude that the personnel are young, have little accumulated experience and knowledge, hence less effective work, slow resolution of emerging problems and poor achievement of the enterprise’s goals.

Thus, the analysis of personnel indicators in the field of personnel structure and dynamics allowed us to draw a number of conclusions.

The number of personnel of Tekhnologiya LLC increased in 2010; the number of personnel increased by 2.4% or 2 people, and in 2011 compared to 2010 - by 7.2% or 6 people, which is associated with the expansion of the enterprise’s activities throughout analyzed period.

Despite the increase in the influx of workers to Tekhnologiya LLC and the decrease in the outflow of workers, the enterprise is characterized by high staff turnover (especially workers) and low staffing ratios.

The organization can be classified as relatively “young”, since there are practically no employees of retirement or pre-retirement age; the majority of the company’s employees are aged 30-40 years.

The management employees of the enterprise have extensive experience, while among the specialists, workers who have been working in “Technology” for 1-3 years predominate.

Characterizing the overall labor potential of Tekhnologiya LLC, we can conclude that these are young, qualified personnel who are in the stage of professional growth.

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Analysis of an organization's personnel assessment as an example. Development of measures to improve the system of assessment and certification of the organization’s personnel using the example of Auchan LLC

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Introduction

Strict recruitment requirements not only ensure that the best talent is selected, but also remind those already employed of the significant demands placed on staff. Today, it is important to achieve only timely filling of vacancies in order to maintain production volume at the proper level.

1. Theoretical foundations of personnel assessment and training tools

1.1 Basic concepts and personnel concept

For adequate training of management personnel and the development of training programs for advanced training in the field of management, it is necessary to have methods for assessing the level of professionalism of a manager, allowing one to evaluate the various components of management activities.

To organize the learning process, specialists use the so-called training model. (Fig. 1.1). Kibanov, A.Ya., Mamedzade G.A., Rodnina T.A. Personnel Management. Labor regulation / Ed. d.e. Sc., Prof. A.Ya. Kibanova. - M.: Economics, 2007. - 147 p.

Rice. 1.1 Systematic training model

Sources about vocational training needs include:

· certification results;

· individual development plans;

· requests and wishes from the employees themselves;

· organization development strategy.

Foreign and domestic experience has formed three concepts for training personnel qualifications.

Therefore, the subject of training is:

· knowledge - methodological, theoretical and practical, necessary for an employee to carry out his duties in the workplace;

· skills - the ability to perform the duties assigned to an employee at a specific workplace;

· skills - a significant level of ability to use acquired knowledge in practice; skills assume such a measure of studying work when conscious self-control is formed;

· methods of communication - a form of personal activity, a set of actions and deeds of an individual in the process of communication with the surrounding reality, the development of behavior that meets the requirements of the workplace, communication skills, and social relationships.

Personnel training cannot be an end in itself for an enterprise. Money is spent on training, often quite significant. Few people will agree to spend money without expecting a corresponding return, just because they consider staff training a good thing.

If personnel management is built as a system, then each specific area of ​​activity in this area (assessment, selection, training, personnel incentives and motivation) should be subordinate to a single common goal - ensuring the effective operation of the enterprise and its constant formation.

In practice, there are two concepts that analyze the costs of personnel training in different positions.

1.2 Personnel evaluation system

Gradepersonnel is a system for disclosing the established characteristics of employees, which subsequently help the manager make management decisions that are aimed at increasing the effectiveness of subordinates.

The performance of organizations is largely dependent on the potential and performance of personnel. The final point for decision-making in the field of human resource management is the results of personnel assessment.

The personnel evaluation system must provide accurate and reliable data. The stricter and better defined it is, the greater the likelihood of obtaining reliable and accurate data. Experts advise forming the basis for such a system in six stages:

determine labor efficiency standards for each workplace and criteria for its assessment;

formulate a policy for conducting performance assessments, that is, decide when, how often and to whom the assessment should be carried out;

include in the responsibilities of certain persons to carry out performance assessments;

include in the responsibilities of persons who conduct assessments to compile data on the performance of employees;

discuss ratings with the employee;

make a decision and document the assessment.

This assessment system increases the efficiency of the organization’s personnel management through:

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

planning vocational training. Personnel assessment makes it possible to identify deficiencies in the qualifications of each employee and provide measures to correct them;

planning professional development and career. Employee assessment reveals their strong and weak professional qualities, which allows you to prepare individual development plans and effectively plan your career;

universality of the assessment system. The HR department develops a unified assessment system for the entire organization and provides a common understanding and application of this system in all departments;

selection of assessment methods.

The personnel assessment system itself is a whole series of actions and activities that are aimed at assessing employees and are sustainable.

To be effective, such a system must be based on a basic and universal diagramcarrying outgivenassessments.

Afterare determinedcriteria, on which the assessment will be carried out.

This requires professionals in the field who can identify more tolerable characteristics for any given position.

The assessment is carried out in the following cases: Egorshin, A.P. Fundamentals of personnel management: Textbook for universities. 2nd ed., revised. and additional - M.: "Infra-M", 2006. - 352 p.

When applying for a job. In this case, recruiters most often use the following assessment methods: analysis of the interview assessment, analysis of the candidate’s resume, psychological tests, professional tests to assess knowledge.

Professional tests are used only if there are established standards for a given specialty. Most often, template tests, due to the fact that the answer to the question can be true or false.

Howas a rule,gradepersonnelcarried outBythreedirections:

· assessment of an employee's qualifications - when the characteristics of a sample are discovered and compared with a specific person;

· analysis of work results - here the quality of work performed is assessed;

· assessment of the employee as an individual - personal characteristics are discovered and compared with the ideal qualities for a given place.

An assessment of personnel who have been working at an enterprise for a certain period of time is necessary in the following cases:

1) changes for the worse in some trading and production indicators of the enterprise.

2) with a planned reduction in staff or number of employees. Those who do their job worse are eliminated in order to retain only the best promising and professional employees.

3) during planning for staff changes. It is always better to promote existing employees than to hire a new person, especially when it comes to a major management position.

4) During personnel development programs. If an enterprise intends to raise the professional level of an employee by training them in advanced training courses, it is constantly necessary to know exactly how their skills and knowledge need to be “pulled up.”

It is possible to carry out personnel assessments on a routine basis regularly or periodically, pursuing the following goals:

increasing the competitiveness of the enterprise, as well as its promotion in the market.

cost reduction. Egorshin, A.P. Fundamentals of personnel management: Textbook for universities. 2nd ed., revised. and additional - M.: "Infra-M", 2006. - 147 p.

tracking the professional growth and formation of an employee after joining the organization.

creation of a personnel reserve for management positions.

The main goal of any assessment process is to create a true picture of any employee, that is, who he really is, and not how he is perceived in the team.

Maincriteriaassessments

All criteria for personnel assessment are usually divided into two main categories - competence criteria and performance criteria.

During the performance assessment, the achieved performance indicators of a particular person are compared with the intended indicators for a given period of work. Why are clearly measurable tasks assigned before the start of the reporting period?

The result of the work is manifested in certain indicators: the number of implemented projects, sales volume, number of transactions, profit amounts. Zhuravlev, P.V., Kartashov S.A., Mausov N.K., Odegov N.K. Personnel management technology. Manager's handbook. - M.: Exam, 2004. - 109 p.

During the assessment of the employee’s competence, his knowledge and ability to use it in practice, behavior, and personal qualities are assessed.

One of the most effective ways of such an assessment is to solve situational problems, taking into account the position of the current employee or for which he is applying.

The provided tasks come in two types - descriptive and practical, and are distinguished by the nature of the actions in solving a specific problem.

Consequently, the personnel evaluation system is relatively complex and has a lot of nuances and aspects that need to be given the greatest attention. Otherwise, all the work that goes into conducting an assessment may turn out to be complete unnecessary information.

Types of personnel assessment and training methods

IN In the cordiality industry, staff performance is assessed in two areas:

accounting of labor results (direct assessment);

analysis of the employee’s personal and business qualities that influence these results (indirect assessment).

Direct appraisal methods require the subordinate and supervisor to jointly set agreed upon specific goals, which will then be used as a template for future appraisals.

Indirect assessments seem to be traditional; they are aimed at such employee character traits as the ability to work well with a team, initiative, attitude towards people, reliability, i.e. the personality of the employee and his qualities are analyzed in comparison with his job responsibilities.

In order for the procedure for assessing the results of work to be effective, it is necessary:

establish labor efficiency “standards” for any workplace;

determine the procedure for assessing labor efficiency;

encourage those who conduct assessments to collect information about the performance of employees;

If personnel management is built as a system, then each specific area of activity in this area (assessment, selection, training, personnel incentives and motivation) should be subordinate to a single common goal - ensuring the effective operation of the enterprise and its constant formation.