Studying the performance of the organization's personnel. Assessment of the labor productivity of enterprise personnel. Career stages and planning

Labor performance assessment is one of the functions of personnel management aimed at determining the level of efficiency of work performance. Assessment of labor results is integral part business assessment personnel, along with the assessment of their professional behavior and personal qualities, and consists of determining the compliance of the employee’s work results with the set goals, planned indicators, and regulatory requirements.

On indicators final results the labor of workers, as well as its content, is influenced by a combination of various factors, the classification of which is given in table. 9.1. Taking into account these factors is mandatory when assessing the performance of specific officials in specific conditions of place and time, as it increases the degree of validity, objectivity and reliability of the assessment conclusions.

Assessment of labor results of different categories of workers (managers, specialists, other employees, workers) differs in their tasks, significance, indicators or characteristics, and the complexity of identifying results.

This problem is solved quite simply for the category of workers, especially piece workers, since the quantitative and qualitative results of their labor are expressed in the quantity of products produced and their quality. The result of their work is assessed by comparison with the planned task.

Assessing the work results of managers and specialists is much more difficult, since it characterizes their ability to perform

Table 9.1. Classification of factors taken into account when assessing job performance

Factors
Natural biological	Health status Mental abilities Physical abilities Geographical environment Seasonality, etc.
Socio-economic	State of the economy Government requirements, restrictions and laws in the field of labor and wages Worker qualifications Work motivation Standard of living Level of social security, etc.
Technical and organizational	Nature of the tasks to be solved Difficulty of work State of organization of production and labor Working conditions (sanitary and hygienic, ergonomic, aesthetic, etc.) Volume and quality of information received Level of use of scientific and technical achievements, etc.
Socio-psychological	Attitude to work Psychophysiological state of the employee Moral climate in the team, etc.
Market	Development of a mixed economy Entrepreneurship development Level and volume of privatization Incorporation of organizations Competition Independent choice of remuneration system Price liberalization Inflation Bankruptcy Unemployment, etc.

have a direct impact on the activities of any production or management level. In the very general view the result of the labor of a management employee is characterized by the level or degree of achievement of the management goal at the lowest cost. In this case, the correct determination of quantitative or qualitative indicators that reflect the ultimate goals of the organization or division is of great practical importance.

The indicators by which employees are assessed are varied. These include the quality of work performed, its quantity,

value assessment of results. Assessing job performance requires a fair amount of large number indicators that would cover both the volume of work (for example, the number of visits made by a sales agent) and its results (for example, the amount of revenue).

It is necessary to highlight this key concept, as an evaluation criterion, is a kind of threshold beyond which the state of the indicator will satisfy or not satisfy the established (planned, standardized) requirements.

Therefore, when choosing evaluation criteria, one should take into account, firstly, for solving what specific problems the evaluation results are used (increasing wages, career growth, dismissal, etc.), and, secondly, for what category and position of employees the criteria are established, taking into account that they will be differentiated depending on the complexity, responsibility and nature of the employee’s activity. When distinguishing three categories of managerial workers, it should be borne in mind that workers in each of these categories contribute to the management process: specialists develop and prepare decisions, other employees formalize them, and managers make decisions, evaluate their quality, and control deadlines.

In connection with the division of managerial labor, the result of the manager’s work, as a rule, is expressed through the results of production, economic and other activities of the organization or divisions (for example, fulfillment of the profit plan, growth in the number of clients, etc.), as well as through socio-economic conditions the labor of employees subordinate to him (for example, the level of remuneration, job satisfaction of staff, etc.).

The result of the work of specialists is determined based on the volume, completeness, quality, timeliness of fulfillment of the tasks assigned to them job responsibilities. When choosing indicators that characterize the key, main results of the work of managers and specialists, it should be taken into account that they have a direct and decisive influence on the result of all activities of the organization; occupy a significant part of staff working time; there are relatively few of them (4-6); constitute at least 80% of all results; lead to the achievement of the goals of the organization or department.

In table Table 9.2 provides an approximate list of quantitative indicators for assessing labor results for some positions of managers and specialists.

Table 9.2. List of indicators for assessing labor results

Job title	List of indicators for assessing labor results
Head of the organization	Profit growth Capital turnover Market share
Bank Manager	Volume of loans and their dynamics Profitability Quality of credit operations Number of new clients
Line managers (heads of production departments, foremen)	Fulfillment of planned tasks in terms of volume and nomenclature Dynamics of production volume Labor productivity dynamics Reduced production costs The share of defective products and their dynamics Amount of downtime Downtime losses Staff turnover rate
The head of finance gave	Turnover working capital Level of excess working capital reserves
Head of HR Service	Labor productivity and its dynamics Reducing the standard labor intensity of manufactured products Share of scientifically based standards Wage level per unit of production and its dynamics Staff turnover rate and its dynamics Number of vacant places Indicators for training and professional development of personnel Personnel costs in production costs (share and dynamics)
HR Manager	Number of vacancies in the organization Number of applicants per vacant position

In practice, when assessing the performance of managers and specialists, along with quantitative indicators, i.e. direct, indirect ones are also used, characterizing factors influencing the achievement of results. Such performance factors include: efficiency of work, tension, intensity of work, complexity of work, quality of work, etc. In contrast to direct indicators of labor results, indirect assessments characterize the employee’s activities according to criteria that correspond to ideal ideas about how job duties and functions that form the basis of a given position should be performed, and what qualities should be demonstrated in this regard.

To assess performance factors, the scoring method is most often used. The interpretation of scores when assessing the complexity and quality of work is shown in Table. 9.3.

Table 9.3. An example of scoring the complexity and quality of work

Degree of complexity and quality of work	Score in points
Completed work by complexity: Significantly exceeds job description
Slightly exceeds job description
Complies with job description
Slightly lower than required in the job description
Significantly lower than required in the job description
Quality of work performed: High level
At a good level
Satisfactorily
Below average
Unsatisfactory

The performance assessment procedure will be effective if the following are observed: mandatory conditions: establishing clear “standards” of labor results for each position (workplace) and criteria for its evaluation; development of a procedure for assessing labor results (when, how often and who conducts the assessment; assessment methods); providing complete and reliable information to the appraiser about the employee’s work results; discussing the assessment results with the employee; making a decision based on the assessment results and documenting the assessment.

To evaluate labor results, various methods are used, the classification of which is brief description are presented in table. 9.4.

The most widely used method of management by objectives (objectives) in organizations all over the world is to evaluate the performance of managers, engineers and clerical workers not directly related to product output. An example of the formulation of some goals (tasks) is presented in Table. 9.5.

The greatest difficulty in assessing the performance of managerial employees through goals lies in determining a system of individual target indicators.

Table 9.4. Basic methods for assessing the performance of managerial workers

Method name	Brief description of the method
Management by Objectives	Based on an assessment of the employee’s achievement of goals set jointly by the manager and his subordinate for a specific period of time. Provides for a systematic discussion of achieved and unachieved goals Requires quantification goals and deadlines for their achievement. Expensive method. Used to evaluate managers and specialists
	It is based on giving an appropriate rating (from 4 to 0) to each character trait of the employee being evaluated: quantity of work, quality of work, initiative, cooperation, reliability, etc. The rating corresponds to the rating. To increase the effectiveness of the rating scale, more clearly delineated descriptions of the completeness of manifestation of a particular character trait are compiled
Forced choice	Based on the selection of the most characteristic of this employee characteristics (descriptions) corresponding to effective and ineffective work (for example, “works a lot”, “does not expect problems”, etc.). Based on the point scale, the efficiency index is calculated. Used by management, colleagues, subordinates to evaluate employee performance
Descriptive method	The appraiser describes the advantages and disadvantages of the employee’s behavior according to the criteria of quantity of work, quality of work, knowledge of work, personal qualities, initiative, etc. using a graphic rating scale, using pre-compiled labor performance standards
Evaluation method by decisive situation	Based on the use of a list of descriptions of “correct” and “incorrect” employee behavior in individual situations, so-called decisive situations. The appraiser maintains a journal in which these descriptions are categorized according to the nature of the work. Used in management evaluations. not colleagues or subordinates
Method of questionnaires and comparative questionnaires	Includes a set of questions or descriptions of employee behavior. The appraiser puts a mark next to the description of the character trait that, in his opinion, is inherent in the employee, otherwise leaves an empty space. The sum of the marks gives the overall rating of the employee's profile. Used for evaluation by management, peers and subordinates
	Based on the use of decisive situations (5-6). from which the characteristics of labor productivity are derived (from 6 to 10). The evaluator reads the description of a criterion (for example, engineering competence) in the rating questionnaire and puts a mark on the scale in accordance with the qualifications of the evaluator. An expensive and labor-intensive method, but accessible and understandable to workers
Behavior Observation Scale Method	Similar to the previous one, but instead of determining the employee’s behavior in the decisive situation of the current assessment time, it records on the scale the number of cases when the employee behaved in one specific way or another earlier. The method is labor-intensive and requires material costs

Table 9.5. Examples of using the management method by goals (objectives)

Job title	Type of organization by size and scope of activity	Statement of the goal (task)
Plant Director	Medium Size Refrigerator Factory
Product Manager	Large size food production plant	Increase the sales market for food products by no less than 2.3% until September 1, increasing costs by no more than 1.5%
Sales agent	Medium size: petroleum products plant	Find at least five new buyers in the central region and conclude a contract with two over the next six months
	Large size, construction organization	Complete the development of a thermal substation project 10 days before the deadline for submitting a set of documentation

The most popular form of performance assessment is assessment based on KPI (key performance indicators). They are developed, as a rule, for each position and are most often used when assessing managers, less often when assessing specialists, but few have heard of the use of KPIs in job assessment technical staff. Often KPIs are not based on either the core or special requirements of the position. In addition, KPIs cannot always compare the contributions of employees in different positions because different criteria have been developed for them.

An effective, although not very popular, alternative to KPI-based assessment is to evaluate positions using standard criteria, suitable for any position. But when developing standard performance criteria, certain requirements must be met:

They must be defined in behavioral terms;

They must refer to stable, repeatable patterns of behavior;

They must reflect quantitative and qualitative criteria for performing work that do not relate to the content of activities at a specific site;

They must be directly observable.

Below is an example of a questionnaire designed for periodic assessment of an employee of any level and profile. It is developed based on models that use three main parameters for performing tasks:

Scope of tasks and job responsibilities;

Completion deadline - scope of tasks and functions;

Quality of execution - volume of tasks and functions.

The volume of job responsibilities (tasks and functions) prescribed in the job description is taken as the norm for the volume of tasks. For certain reasons, the volume of completed tasks may be less than normal. These reasons can be “valid” (illness, vacation) and “disrespectful” (absenteeism, decreased performance, etc.). A volume of tasks that exceeds the norm is possible when replacing an employee who was absent due to illness, business trip, or vacation. Another reason is the assignment of tasks to an employee by his manager that go beyond the scope of job descriptions, urgent and unscheduled tasks.

So, there are three levels of task volume:

Minimum;

Within the scope of job responsibilities;

Additional to job responsibilities.

Questionnaire for assessing job performance

I. General information ____________________

Full name assessed ____________________

Job title ____________________

Division ____________________

Enterprise ____________________

Date of assessment ____________________

II.Questionnaire

1. Scope of tasks (functions and job responsibilities).

The tasks completed during the period under review are evaluated. At the end of the month, functions and progress in completing tasks are assessed. In one of the items, select the required mark.

1. The acceptable minimum of tasks completed, including due to the assessee missing work due to illness, vacation, etc. (0-4).

2. The usual, routine volume of tasks in accordance with job description (5-8).

3. Tasks additional to those provided for in the job description (assignments, projects, temporary replacement absent colleague) (9-12).

1. Deadlines for completing tasks.

The deadlines for completing a particular volume of tasks are estimated. Choose one answer.

1. All tasks are overdue.

2. A minority of tasks were completed without violating deadlines, most of the tasks:

a) completed ahead of schedule;

b) expired.

3. Half of the tasks were completed without breaking deadlines, the other half:

a) completed ahead of schedule;

b) expired.

4. Most of the tasks were completed without violating deadlines, a smaller part of the tasks:

a) completed ahead of schedule;

b) expired.

5. All tasks were completed on time.

6. All tasks were completed ahead of schedule.

2. Quality of completed tasks.

The quality of task completion is assessed in accordance with existing criteria, standards and requirements. Also taken into account are mistakes made, complaints or gratitude from clients, etc., and the achieved positive effect of the solved problem. Choose one answer.

1. The quality of all tasks performed is lower than expected.

2. The quality of completion of a minority of tasks is not lower than expected, most of the tasks:

a) higher than expected;

b) lower than expected.

3. The quality of completion of half of the tasks is not lower than expected, the second half:

a) higher than expected;

b) lower than expected.

4. The quality of completion of most tasks is not lower than expected, a minority of tasks:

a) higher than expected;

b) lower than expected.

5. The quality of performance of all tasks is equal to the expected level,

6. The quality of all tasks performed is higher than expected.

III. Final score.

IV. Keys and norms.

Scope of tasks.

Universal key to the criteria “Timing” and “Quality of task completion”

Questionnaire item	Grade

Interpretation of results

29-36 Performance is above normal

21-28 Performance is normal

13-20 Performance below normal

8-12 Effectiveness is absent or minimal

When developing a scale for assessing the timing and quality of task completion, one should assume that during the assessment period, some tasks are completed ahead of schedule, and some are completed late. The same is true with quality - not all tasks are performed equally well. If you look at the matrix, which can be used to display different volumes of overdue and early tasks or different volumes of tasks of different quality, you will get a table with rather complex combinations (Table 9.6).

At the intersection of columns and rows there are points that are awarded for possible combinations. For the questionnaire, the most typical combinations were selected, which are easier to evaluate.

Table 9.6. Two-factor assessment scale “Scope of tasks - Quality/timeliness of tasks”

Employee performance evaluators can be:

Senior manager;

Direct manager;

A person participating in the same business process; curator, methodological director or mentor; all these people together;

Any employees who interact with the person being assessed and are able to evaluate his performance.

Job evaluation

Labor assessment - measures to determine the compliance of the quantity and quality of labor with the requirements of production technology.

Job evaluation makes it possible to decide the following personnel tasks:

· assess the potential for promotion and reduce the risk of promotion of incompetent employees;

· reduce training costs;

· maintain a sense of fairness among employees and increase work motivation;

· provide feedback to employees about the quality of their work;

· develop personnel training and development programs.

For organization effective system employee performance assessments require:

· establish labor productivity standards for each workplace and criteria for its evaluation;

· develop a policy for conducting performance assessments (when, how often and to whom to conduct the assessment);

· oblige certain persons to evaluate labor productivity;

· oblige those conducting assessments to collect data on job performance;

· discuss the assessment with the employee;

· make a decision and document the assessment.

The stages of labor assessment at a specific workplace involve:

· description of functions;

· definition of requirements;

· assessment by factors (specific performer);

· calculation overall assessment;

· comparison with the standard;

· assessment of the employee’s level;

· communicating assessment results to subordinates.

In order for job evaluation procedures to be effective at every specific enterprise, they must meet the following requirements:

· the criteria used must be clear to the contractor and the evaluator;

· information used for assessment must be accessible;

· assessment results must be linked to a reward system;

· The assessment system must be appropriate to the situational context.

Speaking about labor assessment systems, we can distinguish three main levels of assessment:

Assessment level	Periodicity		Possibility of use
	Everyday assessment professional activity(strong and weaknesses)	Once a day, once a week	Questionnaire on actual actions Discussion	Feedback to assessee for behavior modification and learning
	Periodic assessment of performance of duties	Once every six months, a year	Questionnaire on actual actions and results of work Interview Discussion	Defining perspective and developing joint goals
	Potential assessment	One-time, permanent	Testing Assessment Center	Building a personnel forecast, career planning

Evaluation of the performance of the organization’s personnel

Evaluation of personnel performance is one of the management functions aimed at determining the level of efficiency of work performance. It is an integral part of the business assessment of personnel, along with the assessment of their professional behavior and personal qualities. Consists in determining the compliance of the employee’s labor results with the set goals and regulatory requirements.

The indicators of the final results of workers’ labor are influenced by a combination of various factors: natural-biological (gender, age, health status, mental abilities, physical abilities, climate, geographical environment, seasonality, etc.), socio-economic (state of the economy, restrictions and laws in areas of labor and wages, qualifications of workers, labor motivation, standard of living, level of social security, etc.), technical and organizational (nature of tasks to be solved, complexity of work, state of production organization, working conditions, volume and quality of information received, etc.) , socio-psychological (attitude to work, psychophysiological state of the employee, level of use of scientific and technical achievements, etc.) and market (development of a multi-structure economy, development of entrepreneurship, level and volume of privatization, competition, inflation, etc.). Taking into account these factors is mandatory when assessing the performance of specific officials in specific conditions of place and time, as it increases the degree of validity, objectivity and reliability of the assessment conclusions.

Assessment of the labor results of different categories of workers differs in their objectives, significance, indicators or characteristics, and the difficulty of identifying results. So for workers, an indicator of labor is a comparison of planned indicators with real indicators quantity of products produced and their quality. It is more difficult to evaluate the activities of managers and specialists. An indicator of their work is the degree to which management goals are achieved at the lowest cost. In general, indicators for assessing an employee’s work include: the quality of the work performed and its quantity, the value assessment of the results, the amount of work, etc.

To evaluate labor results, the concept of “evaluation criteria” is used, which is defined as the threshold beyond which the state of the indicator satisfies or does not meet established requirements.

Let us give approximate indicators for assessing labor results for some positions. So for the head of an organization, such indicators are: profit, profit growth, capital turnover, market share. For the HR manager, such indicators are: the number of vacancies in the organization, the number of applicants for one vacancy, the turnover rate by personnel categories and departments.

Working effectively means achieving greater results with less labor, time, and money. And in order to judge how effective the personnel management system is, it is necessary to develop an assessment methodology that allows us to determine the actual situation in the company in the field of personnel management, identify weaknesses and make recommendations for its improvement.

Considering J. M. Ivantsevich and A. A. Lobanov, who determined that “evaluating the effectiveness of personnel management is a systematic, clearly formalized process aimed at measuring the costs and benefits associated with personnel management programs in order to correlate their results with the results of the basic period, with the performance of competitors and with the goals of the enterprise."

Assessment of the effectiveness of personnel management is based, first of all, on information about employees: career advancement, their professional, qualification, gender and age characteristics, medical and psychological parameters, productivity and innovative activity.

Evaluation should be carried out throughout all phases management activities. It is closely related to other stages of the management process and its results can encourage the manager to make the necessary adjustments to it. At the same time, the assessment ensures the functioning of uninterrupted feedback in the holding.

It should be noted that when assessing the effectiveness of personnel management, the costs of achieving these goals should be taken into account. The real effectiveness of the personnel management system can only be determined by comparing the degree of implementation of goals with the funds spent on this. It is necessary to evaluate the effectiveness of personnel management based on the results of the entire enterprise.

Patrushev V.D. notes: “it must be remembered that efficiency assessment cannot be an end in itself. Along with this, this kind of research should lead to the following:

Clarifying the goals and objectives of the area under study;

Determining the set of measures and means necessary to achieve them;

Establishment realistic deadlines achieving the intended goals and objectives, based on available means and capabilities;

Finding means and methods for effectively monitoring the timing of implementation of intended goals and objectives at all levels."

Ivantsevich J.M. and Lobanov A.A. determine the need to assess the effectiveness of personnel management in order to:

Improve the functioning of personnel management by providing them with the means to decide when to stop and when to strengthen any activity;

Determine the reaction of employees and lower-level managers to the effectiveness of personnel management;

Help HR management contribute to achieving the holding's goals.

Assessing the effectiveness of personnel management can be a powerful lever for increasing the effectiveness of the management process. To do this, it is necessary to know how it should be implemented, in what relationship it is with other stages of the management cycle, and, finally, what is its actual psychological meaning.

Along with the assessment of personnel management, the assessment of staff performance also plays an important role. After all, without correct and timely assessment of work there will be no effective management.

Labor assessment - measures to determine the compliance of the quantity and quality of labor with the requirements of production technology.

Why is job evaluation needed, and what main tasks does it solve? Job evaluation makes it possible to solve the following personnel tasks:

Assess the potential for promotion and reduce the risk of promotion of incompetent employees;

Reduce training costs;

Maintain a sense of fairness among employees and increase work motivation;

Provide feedback to employees about the quality of their work;

Develop personnel training and development programs.

To organize an effective system for assessing employee performance, it is necessary:

Establish labor productivity standards for each workplace and criteria for its evaluation;

Develop a policy for conducting performance evaluations (when, how often and to whom to conduct the evaluation);

Oblige certain individuals to evaluate job performance;

Require assessors to collect performance data;

Discuss the assessment with the employee;

Make a decision and document the assessment.

Assessment is a critical component of the personnel selection and development process. There are two types of business assessment:

1) assessment of candidates for vacant position;

2) ongoing periodic assessment of the organization’s employees.

Both types of assessment allow solving essentially similar problems. Domestic and foreign practice of business assessment of candidates for a vacant position allows us to talk about four main stages. This is an analysis of personal data, making inquiries about the tested employees, verification data from the test, and an interview.

The current periodic assessment of an organization's employees comes down to two main stages:

Assessment of work results and factors determining the degree of achievement of these results;

Analysis of the dynamics of performance over a certain period of time, as well as the dynamics of the state of factors (conditions) influencing the achievement of results.

Determining the degree of labor efficiency has as its main goal: to improve the performance of personnel, helping them to realize and fully use their potential; Provide workers and managers with the information needed to make work-related decisions.

This is the purpose of assessing the performance of personnel, which can be divided into three groups of functions: administrative, informational and motivational. Evaluation function data labor activity and are interconnected and act as a system. Information leading to an administrative decision about promotion should positively motivate the individual to perform well.

1) The nature of the tasks performed by this employee. The tasks of a manager are likely to be rated higher than those of a laborer.

2) Government requirements, restrictions and laws. Control by the state in the field of employee promotion, their wages, etc., indirectly pushes enterprises to create more advanced assessment systems.

3) Personal attitude of the appraiser towards the employee. If moral values The appraiser's work ethic coincides, his appraisal can mean a lot. If this process is in the wrong hands, then the number of dismissals and refusals increases, and labor productivity may decrease: for a manager with a formal attitude to work, assessing the effectiveness of other people's work is also not of great importance.

4) The manager’s work style, which can use the received assessment in different ways: honestly or dishonestly, in support or punishment, positively or negatively, and the assessment can lead to completely different conclusions than those intended by its organizers.

5) The actions of trade unions can also influence the assessment of labor productivity: they can either support or oppose this system.

There are a number of important purposes that assessment serves:

The assessment allows us to determine which employees require more training and the results of personnel training programs;

It helps to establish and strengthen business relationships between subordinates and managers through discussion of evaluation results and, in addition, it encourages managers to provide the necessary assistance;

Evaluation of the administration helps to decide who should receive a salary increase, who should be promoted, and who should be fired;

Appraisal encourages employees to work more efficiently. The presence of an appropriate program and publicity of the results of its implementation develop initiative, a sense of responsibility and stimulate the desire to work better;

Evaluations serve as the legal basis for transfers, promotions, awards, bonuses and terminations.

The main objective of personnel assessment is to improve the quality of work of employees, promoting their professional growth and concentrating their efforts on achieving production, bilateral contracts between managers and subordinates.

Personnel performance assessment is carried out in two areas:

Accounting for labor results (direct assessment);

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

Direct types of appraisals require the manager and subordinate to jointly define agreed-upon specific goals, which will then be used as a standard for future appraisals.

Indirect assessments are traditional, they are focused on such employee character traits as initiative, ability to work well with a team, reliability, attitude towards people, that is, the employee’s personal qualities are considered in comparison with the job responsibilities assigned to him.

Vague and clear statements of goals when evaluating performance distinguish the indirect type of performance evaluation from the direct one (Table 3).

As with any process, there are some challenges that arise in performance reviews. These include:

Poorly developed evaluation criteria;

Lack of preparation of the appraiser;

Halo effect;

Dates;

Appraiser bias.

If we consider the evaluation criteria, they may be poorly developed due to the fact that they are based on incorrect evaluation criteria or cumbersome methods.

Table 3 - Vague and clear statements of goals

Vague goal statements	Results-based behavioral goals
1. Demonstrate a satisfactory ability to perform to the required standards	1. Operate the press, producing 120 products per hour. Defects should not exceed one defective product per hour
2. Develop a positive attitude towards work, show yourself as a reliable employee	2. Prove your desire to work for these purposes, avoid absence from the workplace, with the exception of good reasons and days specified in the collective agreement
3. Learn to communicate effectively with subordinates	3. Notify department heads of all changes in budgets no later than one day after such notification arrives on your desktop

Evaluation becomes a matter of form and content in the case when the criteria are focused on activity or personal qualities, and not on the employee’s output performance. Some rating systems require high costs time or extensive written analysis.

Even if assessment systems are well designed, problems can arise when the assessors are poorly trained. Inadequate training of assessors can lead to a number of issues related to assessment standards; the so-called “halo effect” - excessive indulgence or demandingness; “averaging” ratings; excessive emphasis on “fresh” impressions and, finally, personal bias.

The halo effect in procedures is one of the main problems of most performance appraisal systems. It occurs when the person making the assessment evaluates a person on the basis of a general - positive or negative - impression. Neutralizing halo effect errors is very difficult. One way to prevent them is for the appraiser to test all subordinates on one characteristic before proceeding to evaluate other qualities.

Another problem of assessment systems is the time dispersion of the assessed qualities. Evaluators forget about the qualities that were evaluated earlier and are under the fresh impression of the qualities that are being evaluated at the moment. Thus, many assessed workers are assessed on performance over the last few weeks rather than on average performance over a period. This is called the freshness of impressions bias.

Also, the personal bias of a specialist can greatly affect the ratings they give.

In order for the assessment system to work, and to work well, it is necessary that the assessed employees themselves understand it, see its fairness and are interested in their work so much as to strive for better assessment results and have special training for this.

Performance appraisals may also be less effective if a person is disinterested in his or her job and views it only as a means to make money. And if the assessment is not so negative that the employee is afraid of its consequences, then it may be considered simply as a matter of passing papers.

Let's consider the following series of questions that directly affect the assessment of labor productivity:

1) When should an assessment be carried out? It should be carried out either on some arbitrary dates (for example, the day a given person was hired) or all employees should be assessed on the same date. From an administrative point of view, the second approach is convenient, however, it may not be the best overall, since the situation may cause the assessors to want to “get it done quickly.” It seems more reasonable in this regard to assign an estimate to the completion date of work for each individual task. Another approach is to set an evaluation date if there is a significant change in the employee’s performance for the better or for the worse.

2) How often should assessments be carried out? For example, in US companies, fairly frequent appraisal periods are common: 74% of employees and 58% of general workers were assessed once a year, 25% of office workers and 30% of general workers were assessed once every six months, about 10% were assessed for job performance more often than once every six months .

3) Who should evaluate the employee? In the practice of most companies, this is done by the manager-manager. In some cases this is done:

A committee of several supervisors;

Colleagues of the person being assessed;

Subordinates of the person being assessed;

Someone not directly involved in the work situation;

Self-esteem.

Each of the approaches considered has both positive and negative sides, but the main one of all the considered approaches is the assessment of subordinates by their leader. However, the most important purpose of the assessment is to identify opportunities personal development employees - it is better to use the assessment of the boss by his subordinates directly or in combination with other methods. In this case, the person making the assessment uses a questionnaire in the form presented in Appendix B; the number and composition of parameters by which the assessment is made may vary.

One of the most important issues when conducting personnel assessment is the choice of methods by which certain indicators are assessed.

Theory and practice currently have a large number of different methods for assessing personnel performance. All these methods are divided into three groups:

Descriptive methods characterizing the qualities of an employee without quantitative expression. These are called "qualitative methods";

Intermediate group - the methods included in it are based on both the descriptive principle and quantitative measures determined on the basis of initial qualitative descriptions. Therefore, these methods are called “combined”;

Methods, as a result of which it is possible to directly obtain, with a sufficient degree of objectivity, a numerical assessment of the level business qualities workers, that is, quantitative assessment indicators.

J. Ivantsevich, in turn, does not classify assessment methods into groups, but distinguishes:

Preset selection;

Descriptive assessment method;

Management by objectives;

Method of assessment based on a decisive situation;

Questionnaires and comparative questionnaires;

Behavior Observation Scale (BAS);

Classification method;

Comparison by pairs;

Specified distribution method.

Research results show that each of these methods is sometimes effective, and sometimes completely inapplicable. The main thing here is not the methods themselves, but the forms of their use. Evaluators who are not trained or who lack the talent or desire can undermine any method. Thus, when developing effective evaluation systems, it is the person doing the evaluation, not the method, that matters. However, some general preferences should be noted here.

To better understand these methods of assessing labor performance, let’s consider them in more detail:

1) Specified choice. The forced choice method was created because a number of other methods used lead to an inflated number of too many high marks. When using the forced choice method, the evaluator must select from a set of employee descriptions. A typical set of such descriptions is presented in Figure 1. This method can be used by management, peers, subordinates, or a combination of evaluators in determining employee performance.

Figure 1 - Preset selection items

2) Descriptive assessment method. When using this method, the person making the assessment is asked to describe the advantages and disadvantages of the employee's behavior. In some organizations, this method is combined with others, for example, with a graphic rating scale. In such cases, the descriptions summarize the information of the graphic rating scale, analyze some points of the scale in detail, and evaluate additional points that are not on the scale (Figure 2, 3).

3) Management by objectives. In most cases, evaluators describe the past performance of the employee being evaluated. And every person who makes such conclusions finds himself in a complex and sometimes contradictory situation. There is an argument that instead, managers should collaborate with subordinates to develop the organization's own goals. This gives subordinates the opportunity to use self-monitoring of the effectiveness of their work. It is on this approach that the task-based management method is based. In reality, it is more than just a program or assessment process. Rather, it is an entire management philosophy, a method by which managers and subordinates plan, organize, control, communicate and discuss work. By setting goals with or receiving them from management, subordinates receive a program and purpose for their work.

4) Method of assessment based on a decisive situation. Using this method, human resource management specialists prepare a list of descriptions of the “right” and “wrong” behavior of employees in specific situations. These situations are called “decisive situations.” Specialists then distribute these descriptions into categories depending on the nature of the work. Next, the person making the assessment prepares a journal for entries for each employee being assessed. During the assessment period, the person conducting the assessment records examples of the employee’s behavior (correct or incorrect) for each rubric; later, this journal is used to evaluate the employee’s performance.

Name _____________________ Department ______________ Date ____________
1. Amount of work: Volume of products produced under normal conditions Comments:
2. Quality of work: Thoroughness, accuracy, accuracy of work Comments:
3. Job knowledge: Clear understanding of the characteristics and factors relevant to the job Comments:
4. Personal qualities: Personality, appearance, sociability, leadership qualities, honesty Comments:
5. Cooperation: Ability and desire to work with colleagues, superiors and subordinates to achieve joint results and success Comments:
6. Reliability: Conscientiousness, accuracy, accuracy, strict adherence to work schedule (attendance, lunch time, etc.) Comments:
7. Initiative: Presence of inclinations to independent work with increased responsibility, does not need special encouragement from above, is not afraid to move forward on his own Comments:

5) Questionnaires and comparative questionnaires. In his simplest form a questionnaire is a set of questions or descriptions. If the person making the assessment believes that the person being assessed has a given character trait, then he puts a mark opposite its description, but if not, then he leaves an empty space. The overall rating of such a questionnaire is the sum of the marks.

1. Has significant gaps in professional and technical knowledge. Knows only minor aspects of the job. Lack of knowledge and experience reduces personal productivity. Requires an abnormally large amount of testing.	2. Avoids making your own decisions Makes usually unreliable decisions. Refuses to take responsibility for decisions made.	3. Cannot plan work. Disorganized and usually unprepared. Doesn't complete assignments on time.	4. Misuses or wastes resources. Has not developed a system for counting materials. Delays the work of others by mismanagement.

Figure 3 - Labor performance standards: excerpts from the graphic rating scale

6) Behavioral Attitudes Rating Scale (BRS). Smith and Kendall developed what they called the Behavioral Attitude Rating Scale or the Expected Behavior Scale. This method is based on the use of decisive situations, which serve as key positions on the scale. The rating questionnaire usually contains from 6 to 10 specifically defined characteristics of job performance, each of which is derived from 5 or 6 decisive situations. Figure 4 shows one example of such a questionnaire for assessing the effectiveness of engineering work. Key description for a rating of 9 points is: “This engineer applies a wide range of technological skills and can be expected to perform all tasks with excellent results.” The evaluator reads the descriptions and marks the scale according to the evaluator's qualifications.

7) Behavior Observation Scale (BAS). Like the above methods, this technique uses decisive situations to record actions that determine the behavior of the employee as a whole. Unlike previous methods, in this case, instead of determining the behavior of the employee in decisive situations of the current time, the person making the assessment marks on a scale the number of times when the employee behaved in one or another specific way previously. The limitations in using the method are time and material costs, necessary for the development of a labor performance scale.

All described methods for assessing job performance are designed to assess one person. Let us now consider three methods used to benchmark an employee in comparison with other employees being evaluated.

Engineering competence (directly related to project execution) Engineer's name

9 _ The Engineer being assessed has a wide range of technical skills and can be expected to perform all tasks with excellence.

7 ___ He ​​is able to use some technical skills and can be expected to perform most tasks well.

5 _____ He ​​is able to use some technical skills and can be expected to perform most tasks adequately.

3 _______ He ​​has some difficulty using technical skills and can be expected to deliver most projects late.

1 _________ He ​​does not know how to use technical skills, and work can be expected to drag on as a result of this inability.

Figure 4 - An example of one of the characteristics of engineering work

8) Classification method. When using the classification method, the person conducting the assessment must rank employees in order, from best to worst, according to some general criterion. This can become quite challenging if the group of employees being assessed is larger than 20 people. Additionally, it is much easier to identify the best and worst performers than to rank average performers. A solution can be found by using the so-called alternative classification method. Moreover, the person conducting the assessment first selects the best and worst workers, then selects the next best and worst workers, and thus reaches the middle.

9) Comparison in pairs. This approach makes the classification method simpler and more reliable. First, the names of the employees being evaluated are written on separate cards in advance. in a certain order- so that each person being assessed is compared with the others. The person conducting the assessment then marks a card with the name of the person from each pair who the assessor believes is better on some predetermined criterion, say overall ability to perform this work. The number of times a worker was the best of his or her pair is noted, and the results are then compiled into an index based on the number of “preferences” compared to the total number of workers assessed. The resulting rating estimates can be compared with the average rating. This method can be used when assessing management, colleagues and subordinates.

10) Method of given distribution. In the predetermined distribution method, the rater is instructed to rate employees within a predetermined (fixed) distribution of ratings (for example, 10% “unsatisfactory,” 20% “satisfactory,” 40% “very satisfactory,” 20% “good,” and 10% “excellent”). The only thing that is required of the appraiser is to write down the names of all employees separately on the cards (one name on each card) and distribute the cards into five groups according to the ratings. The process can be repeated - say, according to two criteria - job performance and the possibility of promotion.

With this choice of methods, the question arises: “which assessment method should be used in a particular case?” In the USA, for example, the graphic rating scale method is often used. We also widely use the descriptive method, most often as part of a graphic rating scale. Questionnaires are widely used. Other methods combined account for only 5% of cases. Classification and comparison by pairs is used by 10-13% of employers. The management method by objectives (goals) is most often used when assessing the performance of managers, engineers and clerical workers not directly related to product output.

The next step in assessing labor productivity is personnel certification. Personnel certification is important stage final evaluation of personnel over a period of time, usually from 3 to 5 years.

Certification of an employee of an organization means the determination of his qualifications, level of knowledge, or feedback on his abilities, business and other qualities. Certification is a form of assessment of a person that can only be given by another person (as opposed to a technical device, parameters and technical specifications, which can be measured technical means). Therefore, the result of the certification of a person by a person is always subjective, since it bears the imprint of the personality of the one who certifies. A contradiction is obvious: the desire to objectively evaluate something that cannot be objectively assessed. However, the evolution of the certification procedure is obvious, and its implementation in developed companies is not a formal event, but the basis of personnel dynamics.

The role of certification increases when government and public control for the observance of human rights, social guarantees worker and, conversely, decreases when state guarantees of human rights are weakened or they are actually ignored, as in modern small business. A market economy in a weak democratic society due to the mechanisms of the labor exchange, competition, pricing and monopoly is always directed against the employee, since what less funds goes to pay and labor protection, the higher the profit.

The certification process can be divided into four main stages:

1) Preparatory stage- preparation of an order for certification, approval certification commission, compiling lists of employees subject to certification (usually persons who have worked in the organization for less than one year are exempt from certification); preparation and reproduction of documentation (an attestation sheet and a review are prepared for the commission meeting, which reflects production activity employees, information about their qualifications, business and personal qualities, attitude towards fulfillment official duties); informing labor collective about the timing and features of certification.

2) Formation of the composition of the certification commission and its approval: HR Director (chairman); Head of the Human Resources Department (Deputy Chairman); head of the unit where certification is taking place (member); legal advisor (member), social psychologist (member).

3) Main stage: organizing the work of the certification commission by division of the enterprise, the commission reviews documents, hears information about the work and achievements of the employee and discusses them in the presence of his manager; special attention is given to assessing the personal contribution of employees, discipline, success in professional growth, and if we are talking about leadership, also organizational skills, filling out “Certification” forms, computer processing of information.

4) The final stage: summing up the results of certification, making personal decisions on the promotion of employees, sending them to study, moving or dismissing employees who have not passed certification. These decisions are communicated to the person being certified immediately after the vote and are entered into the certification sheet, signed by him and the members of the commission and subsequently filed in the employee’s personal file stored in the personnel service.

There are considerable difficulties in conducting certification, for example, assessment criteria. After all, assessing an employee “as a whole” is the same as giving a schoolchild one grade, which would simultaneously include performance indicators in singing, algebra, literature and physical education.

Carrying out certification as a whole allows you to obtain and formalize comprehensive information about the employee. However, for many companies this option is of little use, especially at first, when the implementation of the certification process is just beginning. But this does not mean that we should abandon certification. We just need to abandon the common method: we will develop a regulation on certification, several forms to create the appearance of formalization, gather managers and call subordinates one by one for an interview.

There are many ways to conduct employee assessments. This could be a simple questionnaire that takes up several pages, or it could be complex system, consisting of interviews and a thorough study of employee performance. But some companies make a mistake: they try to conduct personnel assessments, but do not have a clear understanding of why they need it. As a result, they develop programs that turn out to be useless. Therefore, when developing new program certification, it is necessary to take into account certain steps that will allow this program to be effective. But before developing a program, it is necessary to ensure that the necessary support is in place to implement the program; there are necessary communications at all levels of the company. Support from senior managers is essential for successful program implementation. She will determine whether this program actual employee evaluation or just formal paperwork. However, open channels of communication at all levels are necessary to ensure that everyone understands the goals and benefits of the certification program. A negative attitude towards the program can nullify it even before the actual certification begins.

Thus, some features of the methods used to assess the labor productivity of the personnel of an organization (enterprise) are considered. Of course, not all methods currently used in practice are presented here. But they can also be used to judge the effectiveness of the performance assessment system. The main thing is to choose the most effective method for one or another organization.

From all of the above we can conclude that:

Personnel management is an activity performed in enterprises. Personnel management system is complex economic system. The goal of personnel management is the most effective use of people to achieve the goals of both the organization and individuals. The elements of the management system are: goals, principles, management functions, management methods, etc. Personnel management is an integral part of the management system. Proper management of a firm's personnel can increase productivity and ensure business success.

Efficiency production organization is determined not so much by the use of this or that management system, but by how its elements are adapted to the production and market conditions in which the organization operates. This approach presupposes the need to analyze any management system or style in close connection with the specific internal and external economic conditions in which a given production organization operates. The study of effective techniques in personnel management gives us a wide opportunity to use them, subject to their adaptation to the specific operating conditions of the organization , thereby contributing to the most advanced and effective development management systems.

There are many ways to conduct employee assessments. This could be a simple questionnaire spanning a few pages, or it could be a complex system consisting of interviews and extensive research into employee performance. But before developing a program, it is necessary to ensure that the necessary support is in place to implement the program; there are necessary communications at all levels of the company. Support from senior managers is essential for successful program implementation.

Which are accepted at the enterprise. They can be recorded in the appropriate position, which also regulates the assessment procedure. Each organization develops its own criteria, and therefore even the same positions in different institutions may have different requirements.

Personnel performance assessment

Assessing labor productivity and personnel costs is the need to identify the efficiency ratio individual employee or the team to expenses. The main criteria in this analysis are current performance indicators, as well as the cost of maintaining an employee or department.

To evaluate work performance, it is necessary first of all to identify the main criteria for business evaluation of personnel. According to them, methods are developed - those actions and activities, the results of which form an opinion about the employee and his value to the organization.

Criteria and indicators for assessing personnel performance

The main criteria for evaluating employees are the following aspects:

• professional qualification— possession of the necessary skills, knowledge and experience required for this position;
• competence— personal characteristics that are used to apply existing knowledge in practice;
• psychological and moral characteristics - skills that help adapt to changes and stressful situations, integrate and work in a team;
• additional specific indicators - these may include job requirements related to personality, for example health or attitude to work.

In assessing the performance of personnel, it is customary to highlight indicators in accordance with the methodology used. For example, the matrix method involves creating an ideal profile with a set of appropriate characteristics. The employee is compared according to these values.

Methods for assessing employee performance

The methods used are improved based on existing experience. To improve performance, joint seminars and trainings are held with similar institutions. When sharing experience, it is important to pay attention to its adaptation to your own organization. Not all methods can be equally effective and show the best results.

Efficiency of the personnel incentive and assessment system

Assessment of the effectiveness of personnel labor organization is based on those indicators that are discovered based on the results of assessment activities. The main criterion in this case will be their effectiveness. In practice it looks like this.

Based on the measures taken, a conclusion is drawn and recommendations are made that are aimed at improving the work of an individual employee or the team as a whole. After they are completed, additional assessments are carried out after a certain period of time. Based on its results, conclusions are drawn about the effectiveness of the overall system.

An important aspect is the stimulation and motivation of employees to work. If there is a desire to improve and improve performance, then the effectiveness of the actions taken increases by an order of magnitude.

Approaches to assessing personnel performance

To assess labor efficiency, the following approaches can be distinguished:

• assessing performance at the company level as a whole, structural unit and a separate specialist;
• desire for effective use staff potential as a resource for successful development organizations;
• identifying those employees who show the greatest success; encouraging and including them in personnel reserves;
• using motivational levers and establishing a close relationship between labor efficiency and wages.

These approaches are the main aspects in which the management service operates. The ultimate goal is to create conditions that help unleash the potential of each individual employee for the benefit of the organization.

Indicators for assessing staff performance

Labor efficiency is a separate component of the success of an organization. Its indicators can be identified in the following list:

• productivity of work activity and its fluctuations;
• qualitative values ​​of work;
• professional qualifications of employees;
• the ratio of the costs of maintaining an employee and his productivity;
• rationality in organizing working conditions, as well as optimization of existing processes.

In a general analysis, we can conclude that the effectiveness of work activity lies in higher performance at lower costs. It is by this criterion that the effectiveness of personnel is assessed.

1. Labor assessment: concept, tasks, stages, levels, approaches. Methods for assessing the performance of managerial workers…………………3

2. Personnel assessment: methods, problems, subjects and methods………….11

3. Practical situation: Victor Kiam and the Remington electric razor..15

References…………………………….……………………………..17

1. Labor assessment: concept, tasks, stages, levels, approaches. Methods for assessing the performance of managerial workers.

Labor assessment - measures to determine the compliance of the quantity and quality of labor with the requirements of production technology.

Job evaluation makes it possible to solve the following personnel tasks:

· assess the potential for promotion and reduce the risk of promotion of incompetent employees;

· reduce training costs;

· maintain a sense of fairness among employees and increase work motivation;

· provide feedback to employees about the quality of their work;

· develop personnel training and development programs.

To organize an effective system for assessing employee performance, it is necessary:

· establish labor productivity standards for each workplace and criteria for its evaluation;

· develop a policy for conducting performance assessments (when, how often and to whom to conduct the assessment);

· oblige certain persons to evaluate labor productivity;

· oblige those conducting assessments to collect data on job performance;

· discuss the assessment with the employee;

· make a decision and document the assessment.

The stages of labor assessment at a specific workplace involve:

· description of functions;

· definition of requirements;

· assessment by factors (specific performer);

· calculation of the overall assessment;

· comparison with the standard;

· assessment of the employee’s level;

· communicating assessment results to subordinates.

In order for labor assessment procedures to be effective at each specific enterprise, they must meet the following requirements:

· the criteria used must be clear to the contractor and the evaluator;

· information used for assessment must be accessible;

· assessment results must be linked to a reward system;

· The assessment system must be appropriate to the situational context.

Speaking about labor assessment systems, we can distinguish three main levels of assessment (see Table 1)

Table No. 1 Main assessment levels

	Assessment level	Periodicity	Method	Possibility of use
1.	Day-to-day assessment of professional performance (strengths and weaknesses)	Once a day, once a week	Questionnaire on actual actions Discussion	Feedback to assessee for behavior modification and learning
2.	Periodic assessment of performance of duties	Once every six months, a year	Questionnaire on actual actions and results of work Interview Discussion	Defining perspective and developing joint goals
3.	Potential assessment	One-time, permanent	Testing Assessment Center	Building a personnel forecast, career planning

Basic approaches to labor assessment

1. Evaluation of the result (for example, profit received).

It is difficult to evaluate complex, complex activities that affect many people, since the problem arises of assessing everyone’s contribution to the result.

2. Assessment of behavior (based on criteria related to the activity being performed). Biggest problem- separation of real behavior and general characterological traits.

3. Success ratings (on a number of scales reflecting behavioral or trait dimensions). The problems with this approach are errors of generalization and generalization, in which the ratings of some scales are unreasonably transferred to others (examples of modified ratings are behavior-oriented rating scales, behavioral observation scales).

4. Ranking procedures that make it possible to establish differences between a number of individuals (on one or a number of indicators). However, when using direct ratings, they can produce false (subjective) results.

Job evaluation methods

Methods individual assessment. An assessment questionnaire is a standardized set of questions or descriptions. The evaluator notes the presence or absence of a certain trait in the person being assessed and puts a mark opposite its description. The overall rating based on the results of such a questionnaire is the sum of the marks.

Modification of the evaluation questionnaire - comparative questionnaire. Supervisors or human resource management specialists prepare a list of descriptions of correct or incorrect behavior in the workplace. The raters who observed the behavior rank these descriptions on a scale from “excellent” to “poor,” resulting in the “key” of the questionnaire. Persons assessing the work of specific performers note the most appropriate descriptions. The assessment of labor productivity is the sum of ratings for the marked descriptions.

They also use a given choice questionnaire, which specifies the main characteristics and a list of behavior options for the person being assessed. The importance scale evaluates in points a set of characteristics of how the assessed employee performs his or her job.

Behavioral Attitude Rating Scale. The form describes the decisive situations of professional activity. The rating questionnaire usually contains from six to ten special characteristics of job performance, each of which is derived from five or six decisive situations with a description of behavior. The person conducting the assessment notes the description that most closely matches the qualifications of the person being assessed. The type of situation is correlated with the score on the scale.

The descriptive evaluation method involves asking the evaluator to describe the advantages and disadvantages of the employee's behavior. Often this method is combined with others, for example, with behavioral rating scales.

Method of assessment based on a decisive situation. Assessors prepare a list of descriptions of “correct” and “incorrect” behavior of employees in individual situations and distribute them into categories in accordance with the nature of the work. The person conducting the assessment prepares a journal for each employee being assessed, in which he enters examples of behavior for each rubric. This log is then used to evaluate job performance. As a rule, the method is used for assessments given by the manager, and not by colleagues and subordinates.

Behavior Observation Scale. Like the method of assessment based on a decisive situation, it is focused on recording actions. To determine the behavior of the employee as a whole, the evaluator records on a scale the number of cases when the employee behaved in one way or another.

Group assessment methods. These methods make it possible to compare the performance of employees within a group and compare workers with each other.

These methods make it possible to compare the performance of employees within a group and compare workers with each other.

Classification method. The person conducting the assessment must rank all employees in turn, from best to worst, according to one general criterion. However, this is quite difficult if the number of people in the group exceeds 20. It is much easier to identify the most successful or unsuccessful employee than to rank the average ones.

A solution can be found if we use an alternative classification method. To do this, the person conducting the assessment must first select the best and worst employees, then select the next ones, etc.

Comparison in pairs makes classification easier and more reliable - comparison of each with each is made in specially grouped pairs. Then the number of times the employee was the best in his pair is noted, and an overall rating is built on this basis. The assessment may be difficult if the number of employees is too large (the number of couples will be too large and the questionnaire will become tedious).

Specified distribution method. The evaluator is instructed to rate employees within a predetermined (fixed) rating distribution.

The only thing that is required from the expert is to write down the employee’s name on each card and distribute all those being assessed into groups in accordance with a given quota. Distribution can be carried out on different grounds (evaluation criteria).

Communication of assessment results

One of the important personnel activities is to communicate to the employee information about the degree of his success at work.

Depending on the purpose of the assessment, two approaches are possible:

· if the assessment was carried out for the purposes of the employee’s personal development, the results may be communicated to him personally;

· if the assessment was carried out to determine remuneration, salary level, promotion, then the information can be transferred to the appropriate service of the enterprise, which, in the event of a personal request from the employee, can present the results to him. However, to improve the effectiveness of assessment activities feedback the employee needs.

Employees can find out the results of their assessment during a special meeting or conversation with the person who conducted the assessment.

The purpose of the conversation with the employee is not only to inform him of the results. The conversation should help increase labor productivity and change the behavior of workers whose work performance does not fit into acceptable standards.