Used to evaluate staff. Personnel assessment methods. General approaches to employee appraisal

So, briefly about tasks of personnel assessment in the organization:

• obtaining information for making managerial decisions;
• stimulating employees and "keeping in good shape";
• planning and development of training programs;
• cost reduction or cost justification.

Personnel assessment criteria

Based on the tasks, it is possible to formulate the main qualitative criteria for assessing personnel in the company:

• focus on achieving the Company's Strategy and goals;
• compliance with corporate culture;
• transparency of procedures and clarity of results for consumers (managers, employees).

If we talk about the criteria by which the assessment of personnel takes place, then it is customary to divide it into a competency-based approach (and different kinds performance appraisals. And it correlates with the types of evaluation.

Types of personnel assessment

There are two main types of personnel assessment:

• performance evaluation for a certain period;
• assessment of personal and professional qualities— competency-based approach.

It is important (and true for both species) that evaluation be done regularly.

Evaluation of the results of personnel work

Evaluation of the results of personnel work is impossible without the existence of a well-functioning planning system in the company. When the goals of departments and employees are linked and digitized. When there are clear boundaries of responsibility. There should also be a system for recording the results of activities.

The best option would be to implementKPI or similar. Some companies introduce an additional or redundant feedback system. For example, gamification.

Assessment of personal qualities and skills of personnel

Assessment of personal and professional qualities occurs using different methods. And more on that later. But the most important thing in personnel assessment is the presence of clear and transparent criteria - competencies.

It is after determining the evaluation criteria that the methods of personnel evaluation are selected. For example, in modern world IT employees are especially in demand, so their evaluation and selection is given Special attention. At the same time, IT employees have different roles in the company and, depending on their role, functional area, corporate culture of the organization, certain requirements are imposed on them, which can be formulated in the form of evaluation criteria or competencies. After drawing up the criteria, you can move on to assessment methods, since each method has its own scope, that is, it is intended for assessment in certain situations. You can read more about what is recommended to be assessed by IT professionals and how.

Personnel assessment methods

Our company is engaged in the assessment of personnel on competencies. The most well-known formats are described below - individual and group assessment methods. At the same time, the development of technology contributes to the emergence of new forms, for example, we are implementing.

Individual methods of personnel assessment

The most well-known individual assessment methods are:

• interview (competency interview/structured interview/in-depth interview);
• testing and personality questionnaires;
• activity monitoring;
• case methods;
• 180/360° evaluation - feedback.

Personnel Assessment Interview

The interview is probably the most commonly used evaluation method.

Almost every employee who comes to the company is interviewed. Also, in many companies, we implement in-depth interviews (research of motivation and attitudes) to assess managers in situations where it is impossible to conduct an assessment center (status managers or a small number of employees).

In short, the interview on competencies takes place in the form of a 1.5-3 hour conversation, in which the consultant learns about the person’s previous experience using a special technology that allows you to obtain information about the availability necessary qualities, knowledge and skills.

A large number of mistakes made by interviewers are due to the apparent simplicity of the method - ask questions and listen. But it's not. After all, each of us wants to give the most attractive information about ourselves. Therefore, when conducting an interview, a specialist with technology is needed (for example,STAR).

Testing in personnel assessment

Testing can be called the simplest and, in some cases, the most cost-effective way to assess staff. Having its pros and cons.

Testing is most effective when examining the knowledge of employees and determining personal characteristics using standardized and proven methods. Many techniques are easy to use, are in open access and can be used without the involvement of providers. They do not require much time (except for interpretation) and are convenient for the possibility of remote conduction.

In some cases, we supplement the assessment center with test methods.

However, there are major limitations of the test methods:

• in some cases, low accuracy;
• the ability to transfer the key (correct answers) to other employees;
• limited description, impossibility of forecasting, etc.

Observation as a method of personnel assessment

Field accompaniment, joint visits to clients, listening to calls, monitoring the execution of the technological chain, "photo of the day" ... All these are forms of observing employees in activities to evaluate performance and behavior. And further feedback.

It is most effective to conduct observation in the presence of a checklist or other form of fixation. In this case, it is possible to provide the employee with a structured feedback, compare his actions with other employees. If this method is carried out by external consultants without prior notice to the employee, then this is often called a "mystery shopper" or "test purchase".

Group methods of personnel assessment

Group personnel assessment methods allow you to combine approaches - individual case solving, simulation of meetings and negotiations, production processes and interaction with subordinates.

Group - variations on the theme of business games:

• assessment center (Assessment Center / Development Center, etc.);
• light assessment (business game with rating of participants);
• simulation of meetings and negotiations.

Assessment center in personnel assessment

(Assessment Center, Development Center - a lot of name options) is the most accurate way to assess competencies. According to the data we have, the validity of the classical assessment reaches 85-90%, while the next method - the competency-based interview - has only 60-70%.

The method consists of a combination of role-playing games, individual exercises and case studies developed under the competence of the company. This (together with the professionalism of the observers) explains the high accuracy of the method.

Personnel assessment methods- this is effective tools management, allowing to objectively assess the contribution of employees to the achievement of common goals, to identify promising employees, their personal and business qualities.

The simplest example is the selection of employees when hiring. Many enterprises also carry out recertification of employees, which helps to determine the level of competencies and professionalism. But the real problems that can be solved using modern personnel assessment methodologies are much wider.

Objective - this is an opportunity to clearly define the place and role of each employee in the company, identify promising, ambitious people, weed out unreliable and incompetent personnel. All this is focused on improving the efficiency of the enterprise or organization, the successful achievement of goals and objectives. According to statistics, 72% of companies use personnel assessment methods to hire employees, 62% - to promote their employees, 40% - to identify promising employees.

Methods for assessing personnel in an organization should be selected based on the goals and objectives set. For example, to determine the level of professionalism of employees, you should opt for a combined assessment: testing, interviewing, or working on “simulators”.

To draw up psychological portraits of employees, a testing or interview method is suitable, which will allow you to implement the methodology scoring or another quantitative method. And to identify business or professional skills, HR managers most often choose business games./

When conducting assessment work and analysis, the competence of experts, the availability of a prepared methodological base (cases, tests) and procedures come to the fore. Only in this case can we talk about an objective assessment, which can later be used to optimize the structure of the company, promote promising employees, establish bonuses, form wages, etc.

Free catalog of policies and procedures for personnel assessment in the organization

Basic techniques

All the main methods are divided according to their focus: qualitative, quantitative, complex and combined. They differ in the evaluation criteria and the set of tools that is used by the HR department or management.

Qualitative methods of personnel assessment.

1. Matrix. Provides for a comparison of the characteristics of the employee with the initially specified (reference). This method is the simplest and most common.
2. Method of arbitrary characteristics. It involves determining the best achievements of the employee and his strengths. The data is compared with the most gross errors in the work, from which conclusions are drawn about the success and efficiency.
3. Method for evaluating the fulfillment of the assigned tasks. Allows you to get generalized conclusions about the work of an employee, because it evaluates his work activity as a whole (often as a result of a conversation).
4., including the assessment of each employee by management, colleagues, subordinate personnel and self-assessment.
5. Method of group discussion. It involves an open discussion of the results of the employee's work with experts, representatives of the HR service and management.

Combined methods of personnel assessment.

1. Test method. Evaluates personnel based on the results of their tasks.
2. The method of summing up the estimates. It is necessary to evaluate all the characteristics of the employee on a given scale, after which average compared with the standard.
3. Grouping method. It involves the grouping of workers into groups based on the results of work.

quantitative methods.
1. Ranked. Drawing up ratings of success and efficiency of employees. They are made up of several managers, after which the data obtained are verified, and the personnel who have taken the lowest positions are reduced.
2. Scoring. Provides for the award of points to each employee for specific achievements in labor activity. Based on the results of the period (often a year), all points are summed up and the most successful and lagging behind employees are determined.
3. Free scoring. The process provides for the assessment of each quality of an employee (personal or professional) by independent experts. The points received are summed up.

These methods are considered the most objective, since they allow drawing general conclusions and expressing them in numerical terms for further comparison.

Another effective personnel assessment is a comprehensive one. It involves the implementation of a certification methodology that allows you to identify the level of compliance of an employee with a position in the company. Many firms practice certification of all employees with a frequency of 1 time per year.

Psychological methods of personnel assessment

Of great interest to modern HR management are the psychological methods of personnel assessment. They allow you to determine not only the existing personal and professional qualities, but also to identify prospects and opportunities in the development of each employee.

Psychological methods for assessing professionally significant personal qualities of employees may include:

• conversations;
• interview;
• business cases;
• psychological testing;
• application of "archival" methods;

Also during the psychological assessment structured interviews, training exercises, and a self-presentation method are often used.

Psychological methods are implemented by experts in the field of psychology, who select the appropriate methodology and reliably convert the results obtained into demonstrative conclusions. Psychological assessment methods provide high accuracy and good detail, but can be expensive for the company due to the need to involve professional psychologists for the objectivity of the analysis of labor productivity. This seems to be the most reasonable for assessing the leadership potential of employees, the psychological portrait of future managers, and introducing a system for assessing the results of personnel work.

Non-verbal personnel assessment technique

Non-verbal technique belongs to the category of non-traditional methods. Most often it is used when hiring a new employee, when there are difficulties with objective assessment psychological portrait of the applicant for the vacancy, his professional qualities. The non-verbal technique allows you to determine with great certainty:

• temperament;
• sociability;
• volitional qualities;
• leadership traits.

Specialists who use non-verbal techniques to evaluate working personnel analyze during a conversation with an employee (or potential employee):

• the total duration of the answers to the questions;
• pause duration;
• the complexity and nature of statements;
• errors;
• reservations;
• corrections in speech;
• the presence of speech defects;
• facial expressions;
• breath;
• coughing;
• gestures;
• posture changes;
• direction of view.

It is the involuntariness and spontaneity of a person's non-verbal reactions that allow experienced psychologists to see the true emotional state of a person, even if he tries to disguise it. Non-verbal communication, unlike verbal, practically does not contain deceit, therefore, specialists have the opportunity to assess the true intentions of the employee, and not just declarative statements.

Modern methods of personnel assessment

Modern techniques represent a set of the most objective and effective traditional methods. Assessment centers, which represent centers for assessing personnel and performance results, have become widespread. Work in them is based on modeling situations in which an employee is able to show his strengths in the workplace, both in terms of personal qualities and in terms of professional skills. Such exercises usually include:

• analytical presentations;
• written business exercises;
• group discussions;
• personal questionnaires;
• role-playing games.

Modern methods of personnel assessment show the most promising areas of employee development, allow a comprehensive assessment of the necessary personal data for performance official duties. Often, such methods are automated and computerized classical assessment methods. business qualities, which greatly simplify the interaction between the assessed employees and experts (involved from outside or employees of the same company).

The modern popular methods for determining the competencies of employees include the “360 degrees” method. It was developed in 1987. In Russia, the method gained popularity only in the 2000s. Its main advantage is that it involves determining the suitability of the position held and feedback, which is implemented through the employee's self-assessment.

Of particular importance is the complete anonymity of the 360-degree survey. If this requirement is neglected, the correlation with independent testing is less than 1%, the technique becomes completely ineffective. Evaluating an employee using the 360-degree method is considered stressful, therefore it is recommended to use it when planning further career advancement or forming a list of employees sent for training, etc. The evaluation should be clearly justified.

Examples

As an example of conducting integrated assessment personnel in an enterprise or organization, the following cases can be cited.

1. The HR department was tasked with evaluating employees in terms of intellectual level, diligence, sociability, desire for self-development, stress resistance and non-conflict. These qualities are important for effective and successful work. For a systematic assessment of such a large set of characteristics, complex methods were chosen, including psychological testing, competency interviews, training exercises for communication skills and a 360-degree assessment.

2. In a distribution company, an assessment was made of professionally significant personal qualities of managers working with clients. It is necessary to evaluate the orientation towards achievements, organizational skills, charisma, the ability to correctly express one's thoughts in front of the public. A set of tools for assessing such characteristics was selected as follows: self-presentation, business case, psychological testing.

3. To evaluate the leadership qualities of personnel at a large industrial enterprise the most promising employees were evaluated. For this, an external expert organization was invited, which offered the following set of assessment tools: interviews, psychological testing, written business exercises, role-playing games.

Improving methods for assessing the results of personnel work

In order for the work on personnel assessment in an enterprise or organization to be constantly improved and become more efficient, a number of factors must be observed:

• management interest;
• involvement in the assessment of competent highly qualified specialists to assess the characteristics of employees and their professional activities;
• documenting the work of the personnel assessment system;
• regular informing employees about the conduct and principles of the personnel assessment system;
• establishing a strong and understandable connection between the evaluation system and the system of labor motivation.

Compliance with all of the above conditions creates the necessary minimum basis for the successful implementation of a system for assessing employees, improving the method used to evaluate the results of personnel work in an organization.

The main requirement for the system is efficiency. If, based on the results of the personnel assessment in the company, there have been no changes in staffing, wages, accrual of bonuses to employees, then the evaluation system will be perceived as an unnecessary link in personnel management.

An effective system will be when workers who have received high ratings in the grading system, will have higher bonuses compared to those who received low results. Alternatively, successful employees can be sent for training, advanced training, enrolled in the personnel reserve, awarded vouchers or valuable prizes.

In addition to being effective, the personnel appraisal system should be practical (easy to apply in practice). The constantly improved evaluation system allows:

• accurately determine the effectiveness of the work of employees;
• form a personnel reserve in a timely manner;
• create a corporate identity and a clear understanding corporate tasks and goals.

To improve the system and methods for assessing the organization's personnel and the results of their work, it is required:

• increasing the role of the personnel service at the enterprise;
• competent regulatory and legal support of evaluation activities;
• introduction of tools of responsibility for the made personnel decisions;
• development of a system for recruitment and selection of personnel;
• improving the quality of professional training of employees.

It is necessary to exclude all unnecessarily complex methods and techniques, to try to lay down the most objective evaluation indicators that will not cause resistance and negative attitude of employees.

Personnel assessment methods for hiring

Hiring personnel is always a responsible decision that can affect further development companies, especially when it comes to top management. Therefore, the enterprise needs to develop an objective system for personnel selection, which will allow assessing professional achievements and personal qualities.

Most often, personnel services use the following 3 methods when hiring.
1. Psychological testing.
2. Interview. Includes situational behavioral interview and competency assessment.
3. Non-verbal assessment methods.

Methods for evaluating candidates for vacancies are selected based on the characteristics of the company's field of activity, the vacancy itself. They will be radically different in the case of selecting a foreman and a sales manager, since they require the assessment of various personal qualities necessary for successful professional activity.

Methods for assessing the effectiveness of personnel management

Evaluation of management effectiveness personnel - tool, which allows you to determine how efficiently the personnel service works, to what extent the costs associated with the implementation of the program are justified personnel activities how successfully employees can realize their potential.

Key performance indicators of the personnel management system:

• labor productivity;
• personnel costs;
• quality of products (services);
• psychological situation in the team;
• level of staff satisfaction;
• the effectiveness of the implementation of management programs.

When evaluating the effectiveness of employee management, the organization of managerial work, the quality of personnel management are taken into account. The following methods are used for this:

• mathematical and statistical modeling;
• based on the experience and knowledge of professionals;
• based on the analysis of information flows;
• complex methods.

Evaluation of the effectiveness of personnel management is carried out systematically. It is the comparison of current and previous assessment results that will make it possible to analyze the dynamics, see the improvement or deterioration of the personnel policy of the enterprise and take timely corrective measures.

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

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

In the West formalized assessment appeared in US companies in the early twentieth century.

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

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

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

At the same time, the Assessment Center (Assessment Center), which involves a comprehensive assessment of competencies, is beginning to enjoy popularity. It was mainly used in the evaluation of senior managers for the purpose of appointment to these positions and for enrollment in the personnel reserve of companies.

In Russia, attestation is considered the traditional way of assessment.

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

Consider the main methods of personnel assessment used in Russian companies.

Certification

The certification procedure is set out in officially approved documents. In the absence of such, the organization must have a "Regulation on the certification" of the company's personnel approved in the prescribed manner. The procedure and all regulations are agreed and approved by the first persons of the company.

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

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

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

Evaluation criterion - professional standard specialties and positions.

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

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

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

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

Evaluates the results, methods and competencies of employees, identifies areas for development, plans an employee's career. Participation is accepted by all categories and positions of the company. The emphasis is placed on the feedback of the leader with the subordinate in the form of regular contacts once a year (formally) and more often (as needed, informally).

Task-setting interviews and a final interview (conducted jointly by the manager and subordinates) are held once a year, where the employee is provided with feedback on his work and ways to develop his success and quality of work are developed. The results of work on tasks and competencies are evaluated, areas are identified and plans for employee training and career development are drawn up.

"360 degrees"

Competency assessment performed by people who work with the employee on a regular basis.

Applies to individual personnel tasks, and as an addition to the main system. The employee himself can initiate this method of assessment in order to determine his areas of development.

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

Competencies assessed:

Leadership
Teamwork
People management
self-management
Sociability
Vision
Organizational skills
Ability to make decisions
Professionalism
Initiative
Adaptability

The data of completed surveys and questionnaires is collected and sent for processing to an external provider (to achieve complete confidentiality) or processed online (automatically). Only the leader can show his assessment, thus providing feedback.

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

Assessment Center

1) Preparatory stage:
- determination of the objectives of the assessment;
- development (updating) of the competency model. The model should be consistent with the overall strategy of the company and include the competencies necessary to perform a specific task. To develop competencies, business leaders and preferably the first person of the company are necessarily involved. Competences are prescribed by levels.

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

3) conducting the Assessment Center:

- conducting a business game, case studies, group discussions in which the selected competencies are manifested. The topic can be anything, and does not have to correspond to the content of the employee's work. Each case provides an opportunity to assess several competencies in different combinations. Exercises are performed in a group or in pairs. The behavior of employees is monitored by specially trained observers - external consultants, employees of the HR department, representatives of business units;
- individual interviews, tests (for intelligence, personality) with each participant according to the results of the game;
- overall assessment of the game participant (integration session)- summarizing assessments. All observers express their opinion about human behavior during business games and discuss overall rating each competence;
- drawing up a report on the results of the Assessment Center;
- providing feedback to the participants of the Assessment Center. It is very important that the consultants/observers who give feedback are extremely tactful and cautious. Often ambitious employees with high self-esteem are evaluated in Assessment Centers. After giving feedback, they should leave a positive impression.

Also, evaluation methods can be informally dated coaching, which is not basic, but gives more detailed information about the employee - his potential, motivations, intentions, aspirations, strengths and weaknesses. Coaching is a strong motivating and initiating employee responsibility method for their activities, therefore, at all stages of an employee’s work, it can be used both as an assessment method, and as a development method, and as a way to motivate an employee.

Comparative characteristics of various methods, stages of implementation of the assessment system in the company, as well as the difficulties that arise in this.

Determination of the need for personnel assessment
The company must assess, and the consultant can help in this by informing (the pros and cons of each assessment method), which assessment method is acceptable for the company and whether it is necessary at all, based on the analysis following factors:
The date of the last assessment.
Company age.
To what extent the company is financially prepared for the implementation of the assessment activity.
Have a strategy and mission.
How developed is the corporate culture of the company and what are its features.
Company size.
The scope of the company, the nature of the products or services provided.
Socio-psychological atmosphere in the company.
Stage of work of employees to be assessed and other factors.

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

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

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

At the end stage probationary period use evaluation interviews and tests on knowledge of the subject of activity.

Benefits of an assessment

Benefits of valuation for a company
1. Determining the results of work, the level of knowledge and skills of the company's personnel.
2. Ability to rotate staff and create personnel reserve.
3. Creation of purposefully personnel development program.
4. Staff motivation.
5. Building a corporate culture.
6. Organizational development.

Benefits of assessment for an employee
1. Determination of the place and role of each employee in the company - horizontally and vertically.
2. A clear understanding of the tasks set, the criteria for the success of their implementation, the dependence of the size wages and performance bonuses.
3. Opportunity to receive feedback from the immediate supervisor.
4. Ensuring that achievements are not left without attention (if the system works effectively).
5. Opportunity for professional and career growth.

The place of personnel assessment in the process of personnel management
Training. Personnel assessment helps to identify the needs of employees for training, as well as to determine the effectiveness of the training programs used.
HR planning. Evaluation of performance indicators allows you to determine both the current and future quantitative and qualitative need for staff.
Personnel selection. Information from the performance appraisal is used to improve the recruitment and selection methods used.
Employee development and career planning. Evaluation of performance indicators allows you to assess the potential of an employee and outline ways to perform more complex and responsible work.
Stimulation and motivation of work. Performance appraisal helps to improve the effectiveness of the motivation and incentive system by providing feedback to employees, evaluating their contribution to achieving the goals of the organization and department.
Formation of a personnel reserve and work with it. Evaluation of the work and working behavior of employees underlies the formation of a reserve and determining the effectiveness of its preparation.

Implementation of a personnel assessment system in the company

The implementation of the assessment system in the company takes place in several stages:

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

2) Creation of a working group, which will include representatives of middle management, HR department, legal and PR services, possibly external consultants and company employees. The Group provides senior management detailed plan actions to create and implement the system, and a budget, if necessary.

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

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

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

5) Information support of the system within the company, conducting training for managers (evaluators) according to the plan: explaining the benefits of evaluation for the company and employees, a clear description of the sequence of evaluation, the structure of evaluation forms and how to fill them out, training in setting goals and relating them to the business plan , a story about the consequences of the result for employees and the company, training in the skills of conducting an evaluation interview with employees.

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

7) Conducting training for staff.

8) Conducting an assessment.

9) Summing up, analysis of successes and failures.

Mistakes and difficulties in the implementation of the assessment system
Inconsistency in the method of assessing the degree of maturity of the company.
Negative attitude of employees to any assessment of their work.
Evaluation of the personal qualities of employees in isolation from job duties and competencies.
The evaluation system is not connected with the system of material and non-material motivation.
Managers feel they don't have time to evaluate.
Participation of employees in setting tasks is minimal.
Managers give bad feedback, and employees don't know how to take it.
Low or high self-esteem of employees.

• Personnel assessment, assessment

Keywords:

1 -1

For successful development organizations need to know their perspectives, correct mistakes, continuously improve. These tasks are effectively solved with the help of personnel assessment. Its capabilities allow HR departments to more effectively conduct personnel policy, and managers to make competent decisions. management decisions aimed at improving the performance of staff. How to apply personnel assessment to achieve high performance is described in the article.

The assessment is used both in relation to working employees and in relation to applicants. One of the tools that will help to conduct a qualitative assessment is a profile. successful employee. As practice shows, compiling it is not so simple. After all, each head of the department may have their own ideas about this.

Personnel assessment: what is it for?

After the manager has decided to conduct a personnel assessment procedure, it is necessary to analyze existing methods and, on its basis, choose the one that will be applied. Next, you need to create a working group on personnel assessment, whose responsibilities will include the development of an action plan for the development and implementation of the assessment system. After the plan is approved, you need to prepare documents:

Create assessment requests for each employee or group of workers.

Prepare an evaluation sheet to complete during the review process.

regular interview.

Method #4

Pairwise comparison method

Often used for group assessment. At the same time, a group of employees working in the same position is taken into the sample, and their performance indicators are compared. Then the pairs are changed and the comparison is made again. As a result, a total is summed up for each participant, it is determined how often he was the first in his pair, and according to these data, a rating of his success is compiled.

Method #5

Method of decisive situations

This term usually denotes typical working moments in a particular position. During the evaluation process, the employee is monitored to find out how he can act in this situation, and to assess the correctness of his decisions. It is important to note that this technique gives the best result when the evaluation is carried out not by a colleague or HR specialist, but by the immediate supervisor of the employee. Moreover, this can be done even in working order, without informing the employee.

Method #6

Comparison Method

Often used in evaluation, it is very useful and important in the case when it is necessary to assess how an employee fits the position he occupies. First of all, you need to make a list with the criteria that this employee must meet. Then he is given a number of specific tasks, for the fulfillment of which it will be necessary to demonstrate the qualities selected for evaluation. When analyzing the results, it is recommended to take a 7-point rating scale. You can compare the obtained values ​​with a certain reference result or determine the best among the specialists of the same position by a simple comparison.

Method #7

Observation method

Behavior tracking can be more effective than other methods of assessing management and rank and file workers. But its implementation requires much more resources, since the observer will have to perform this evaluation work for a rather long period of time. The peculiarity of the method is that in such a study, cases are tracked when the behavior of an employee was somewhat specific, and both positive and negative points are important. Minus the technique in waste a large number time to obtain an accurate result and the need for increased concentration of the observer's attention.

Method #8

Situation Modeling Method

Creation of close to real working conditions and management situations, for example, development of draft documents, selection of business papers, interviews. The evaluation criteria in this case will be the ability of the employee to organize work, plan. Work style, flexibility, resistance to stress are also evaluated.

Method #9

Psychological methods

ratings are very popular today. However, when planning to use them in personnel assessment, you need to clearly understand that only a qualified psychologist can conduct and interpret any such method. Professional psychologists, using special tests, exercises, assess the presence and degree of development of certain characteristics in employees. It is important to understand that it is not the results that are evaluated here, but the potential of the employee. AT modern companies these methods are often used to determine the leadership potential of employees, with an eye on future leaders.

Method #10

Case interview method

employees are given descriptions of identical situations, and then asked questions about their solution.

There are also the least common methods of personnel assessment, with which you can comprehensively analyze the employees of any enterprise. Among these methods are:

1. 360-Degree Evaluation Method. The employee must be assessed not only by colleagues and immediate supervisor, but also by customers, company partners, suppliers, etc. They fill out the same assessment forms, which then undergo computer processing.
2. Business game method more often used not for one employee, but for the whole team. Employees are given a virtual task to which it is necessary to choose solutions. So in a playful way, a variety of work skills and professionalism are evaluated.

use the results of personnel assessment? directly depends on the goals and objectives of the employer. As a rule, the primary tasks are to increase labor productivity and product quality, determine the vector of employee development, develop new technological systems, increasing staff motivation. With the help of the results of the assessment, the potential of employees with the necessary skills and abilities for career growth can be identified.

PwC Director, Head of Talent Management

You can promote excellent students based on the results of the assessment. If it is thoughtful and complex

After all, the assessment reveals the real achievements of employees and their competencies. When running an assessment center, meet four requirements. First: establish qualitative evaluation criteria, link them to the strategy and corporate culture companies. Second, carefully prepare the evaluators so that they judge objectively. Third: explain the purpose of the assessment to employees, otherwise they will treat it dismissively and will not open up. Fourth: consider the personal characteristics of people. For example, extroverts often take advantage of business games and group assignments. But in real life, introverts are often stronger and more successful.

Based on the results of the assessment, a meeting is usually held, to which the employee himself, and his immediate supervisors, as well as a specialist in the HR department are invited. Before the conversation, the manager or HR specialist draws up a final assessment sheet based on the results of certification. In a conversation, it makes sense to discuss the assessments in which the employee and the manager have the greatest differences, comments and suggestions are spoken out.

The manager introduces the employee to the development plan, agrees and discusses new tasks. If a decision is made to transfer an employee to another position, a change in salary or the appointment of an allowance is negotiated.

The effectiveness of an organization largely depends on the effectiveness of the people who work. There is currently great amount different methods that help to form in employees the devotion to their organization, motivation for results, as well as educate highly qualified professionals who can create competition in the market. In this article, we will look at modern methods staff assessments to create and maintain an effective talent pool. Read also the article ⇒ ““

Necessary criteria for assessing personnel to determine effectiveness

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

• Evaluation of the personal qualities of an employee. This evaluation criterion can be formed both from internal and from external sources. This assessment is important for employees who work with people constantly. Such criteria may include: stress resistance, communication skills, appearance, etc.
• Assessment of the level of qualification and competence of an employee. In this case, the compliance of the employee with the position held, as well as the ability to apply his qualification knowledge in practice, is assessed. Typically, assessment is carried out through testing or solving certain problems that correspond to the required level of qualification.
• Evaluation of employee performance. Evaluation is carried out based on the results of the fulfillment of the tasks set, with what result the task was completed, in what timeframe, the efficiency of the use of the resources expended, etc.

A qualitative method for assessing personnel in an organization

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

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

Quantitative method for assessing personnel in an organization

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

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

Combined personnel assessment method

This method includes the two previous methods and is a set of indicators by which the employee is evaluated from different angles. This may include performance and teamwork, sales and communication skills, etc.

Assessment Methods	Approaches within the framework of these methods	Description
Combined Methods	Average rating system	The employer draws up a set of characteristics, for each of which points are set on a certain scale. Then all these scores are summed up, and the total average score is calculated to evaluate the employee.
	Grouping system	Employees are divided into groups according to the results of the work performed. Each group is assigned a certain rating from "unsatisfactory" to "excellent"

Approaches to assessing the qualifications and competence of employees of the organization

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

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