Personnel assessment is a system whose main tasks include measuring the results of work and the level of professional training of employees, as well as their potential in the context of each strategic task of the company.

About what verification methods exist and how to choose the best one from them, and will be discussed in this article.

Job options

The recruiter must necessarily compare the requirements with the skills, abilities and personal qualities of the future specialist or candidate. This is usually done using one of the following methods:

• Testing. When evaluating candidates, they resort to the help of both professional and professional tests. A psychological test allows you to identify the personal characteristics of a person, and a professional one - the knowledge necessary to perform job duties.
• Interview. You can conduct for a potential employee:
  • unstructured interview - a free-form conversation that allows you to evaluate the emotional reaction to questions;
  • - questions are prepared in advance and are asked in accordance with the developed scheme.

  Among the numerous structured interviews, the most effective are:

  • situational-behavioral. At the same time, the candidate must remember the situation related to his professional activity, and then evaluate in detail his role in it and reproduce his behavior model. For example, if an enterprise requires a department head, therefore, a potential employee must have leadership qualities. This means that a person should remember the appropriate situation.
    The main advantage of this method is that all candidates are asked the same questions, and the responses are evaluated by comparing the received data with the "reference". This method allows you to obtain objective information and compare applicants with each other.
  • . Both advanced companies and recruiting agencies use this “fashionable” technique. First, you need to create a job profile. It should be based on the strategic and current goals of the company. A profile is a competence, experience, as well as personal data necessary for the performance of job duties. Competence is the whole range of knowledge, skills, models, norms of behavior, as well as values ​​and motives inherent in a specialist.
    Special attention deserves the corporate culture and the specifics of the work performed. So, if one of the main principles of the company is the preservation of both employees and customers, then the manager must not only be able to effectively manage resources, but also have such a quality as stress resistance.
    Then you can proceed to the second stage - the interview itself. Questions should be formulated in such a way that from the answers one can understand: how a person thinks, what underlies his decisions, what motivates his actions and what he prefers. After that, the candidate must answer several projective questions. At the same time, he needs to evaluate not his own actions, but some other person or character.

You can learn more about these techniques from the following video:

Evaluation of employee performance

The traditional way to assess personnel in Russia is. A number of modern methods appeared only with the arrival of Western organizations on the Russian market.

Now more about each method:

• Certification. The order of its implementation is mentioned in many official documents approved by the legislation or the leadership of an organization. Employees who have worked for less than 1 year, as well as women in a position or those whose children have not yet reached the age of 3, are often exempted from passing. Based on the results of certification, qualifications, results of work and what professional skills, business and personal qualities an employee possesses are assessed.
• MBO. The essence of this method is that the manager and the employee jointly set tasks, and when the reporting period ends, they evaluate the results, determine the level of success of the tasks performed and outline measures that improve the quality of work.
• Assessment Center(assessment-center), or assessment center, is a modern way to get reliable information about the personal and business qualities of an employee and how the company's staff corresponds to its structure, goals and culture. The essence of this method is a comprehensive, multi-level approach to each evaluated candidate, regardless of whether a person is hired or has been working for the benefit of the company for many years.
  To obtain an objective assessment of the employee's capabilities necessary for him to perform his job duties, several exercises are developed that model the key points of the activity of the assessed person, with the help of which he can show the entire stock of his professionally significant qualities. The level of expression of each indicator is assessed by an observer-expert. Based on these data, a conclusion is made about how qualified the person is for this position, whether he should be promoted, and whether he needs training.
  Such an assessment is not only objective, but also beneficial, because as a result:
  • allows you to get a written objective analysis of the qualities that a candidate/employee possesses;
  • tests the staff in action. At the same time, the employer can see how a person reacts to a stressful situation, as well as find out what communication skills and leadership qualities he possesses;
  • the candidate can demonstrate to the manager his skills and abilities;
  • significantly reduce the time spent by the personnel department;
  • one can objectively assess whether a worker needs training or not.
• RM allows you to evaluate the performance and competence of an employee, identify the area of ​​development and plan his career. At the same time, feedback must be established between the leader and subordinates in the form of regular contacts at least once a year.
• "360 degrees"- assessment of competence, which is carried out by people who work consistently with an employee. The method is suitable both for a separate personnel task and for the system as a whole. By the way, an employee can also become the initiator of this method, as this will determine the area of ​​its development. The opinion about him is formed from 4 sides: superiors, subordinates, colleagues and customers. The number of assessors should be from 7 to 12 people.
  Competencies assessed include:
  • leadership skills;
  • ability to work in a team;
  • self-management;
  • level of communication;
  • ability to make decisions;
  • professionalism;
  • initiative.

Assessment of management personnel

The creation of any enterprise involves the achievement of a goal. The level of achievement of these goals is how effectively the company works as a whole.

The amount of profit indicates the level of work of the management team, which depends on how effectively the director used each organizational resource, including each individual employee.

Depending on how a person manages to fulfill his duties, they distinguish:

• leaders who 100% get the job done;
• middle peasants who fully fulfill their duties;
• outsiders who are not up to the task.

To carry out this classification, a unified system of assessments is required. The following methods allow you to evaluate the work of managerial personnel:

• quantitative method. The main characteristics are:
  • sociability;
  • professional qualification;
  • diligence;
  • the ability to introduce something new into the work.

  Each of these criteria is evaluated on a scale, for example, five points. To determine the organizational qualities of the leader, an evaluation sheet is drawn up.

• Trait Score. The basis of this technique is an assessment of how psychological pressure affects a person and his work. At the same time, those features that are most inherent in the work of a leader are evaluated. The experience of using such a system allows us to identify the most important problem - the subjectivity of the knowledge obtained.
• Functional assessment method. Through the functional assessment of the director, it is possible to analyze how well he copes with his job responsibilities. The basis of this method is the special tasks that make up the difference between managerial and executive labor.
• Method for determining the style of the leader. The leader creates value not by himself, but through his subordinates. At the same time, he must motivate people to achieve a common goal. The solution to this problem lies in the systematic and purposeful impact on employees. One of the main ways to communicate with subordinates is a personal position.
• 360 degree reports. This technique is a tool that motivates both the leader and subordinates. Individual reports are presented in slices and clear graphs, which you can read on your own.
• Target evaluation method. The main advantage of this method is the ability to control the work of management personnel and monitor its implementation. Based on these data, it can be concluded how well the director and his managerial staff are doing their duties.

Analysis of results and management actions

The main purpose of the procedure for evaluating the results of work is to improve the quality of work of employees. In addition, based on this data, you can calculate salaries, as well as determine the goals of training and development of the company for many years to come.

In order to obtain reliable results, the manager must be objective about his own abilities and performance, as well as learn to avoid the most common assessment errors (for example, the halo effect, the error of condescension or excessive demands, stereotypes, etc.).

It is a very difficult task to choose exactly the method that will best meet the goals, working conditions and needs of the company. Most organizations need employees (both managers and HR specialists) who can successfully solve it.

Through the assessment of personnel, it is possible to study the preparedness of an employee for the performance of the activity in which he is engaged, as well as to identify his potential growth prospects.

Based on the results of the procedure, conclusions can be drawn about which employees do not satisfy, which satisfy, and which significantly exceed labor standards. These data serve as an argument for the promotion of an employee through the ranks, allow the development of training programs, the formation of a personnel reserve, the dismissal of persons who do not meet job requirements, and the recruitment of the most suitable ones.

In today's issue of the "Expert Interview" column, we will discuss modern methods of personnel assessment with Maxim Peskin, Product Specialist at SHL Russia & CIS.

• Please tell us how the area of ​​personnel assessment has developed in Russia - what main stages can you single out? How can you characterize the current situation?

The appearance in our country of modern tools for an objective assessment of personnel is a matter of the relatively recent past.

In Soviet times, there was no question of any objective assessment: a diploma, a biographical interview, a background check - this, in fact, exhausted the range of available tools. Yes, in some organizations, candidates could be offered test tasks, but this practice was hardly universal. In principle, in Soviet times, there was practically no objective assessment of personnel precisely because there was no HR in today's sense: there was only personnel administration. This is the first stage.

The situation changed radically in the late 80s and early 90s, when a radical change in economic conditions and the emergence of fundamentally new forms and methods of doing business - in fact, the emergence of business as such - required HR specialists to solve new problems. The second stage is associated with the expansive growth of various industries. Evaluation tools, methods and practices have evolved around a key HR question: “How do you find the best people?” This is the second stage.

In the last few years, it seems to me, the third stage begins, which is characterized by a fundamental shift in the focus of HR in general. If in the previous decade it was more important to attract and find the “right” people, today the most important tasks are related to their preservation and development, identifying future leaders and ensuring the succession of leadership. We increasingly hear questions from clients like: “How do I identify truly high-potential employees at the start of their career and how do I keep them in the company?”, “What kind of development do future leaders need?”, “What positions are key for my company and what motivates people in these positions?”… This stage is, in principle, characterized by more attention to the current employees of the company (especially to experienced and high-performing ones) than to external candidates.

Another important topic that is gradually appearing on the market is related to external benchmarking of personnel - i.e. such an assessment, which is not only objective and reliable in itself, but allows you to get detailed information about the comparative level of people. More and more organizations are asking questions about how their employees of one level or another department look against the background of the industry, in what and how much they lag behind competitors, and finally, what kind of development they may need. In principle, this is the fourth stage, and today we can say that such questions arise only in the most advanced companies.

• Now a lot of tools for personnel assessment are offered by various companies. How to understand and choose the really necessary tools for your company?

Depending on what kind of instrument we are talking about, the set of criteria will, of course, differ. In any case, the choice of the necessary tools relies primarily on a deep and objective understanding of the objectives of the assessment. Determining exactly who will be assessed, what exactly - what characteristics of the candidate or employee - needs to be assessed, for what purpose and in what degree of depth, how this information will be used further - all this is the first step. And after that, we can talk about the selection of the actual assessment tools.

When choosing an assessment tool, it is usually assumed that there are standard types of tools for assessing each aspect of the personality. I will talk about this below. But there is also the question of how to choose the best tool in a given category (for example, how to choose the best ability test). In this sense, several mandatory points can be distinguished - something like a checklist, according to which it is worth checking each offer and weeding out obviously unprofitable and inappropriate ones:

• Fame and reliability of the provider, its experience and customer recommendations
• The "theoretical base" of the provider: how convincing and scientifically substantiated are the methodologies, approaches and models used
• Breadth and depth of portfolio of instruments to choose from
• “Sharpened” tools for business, taking into account the specific realities of modern business
• Willingness to interact in various formats - training, evaluation, customization, development from scratch
• Information on the validity and reliability of the proposed instruments
• External persuasiveness (external validity) of instruments, their perceived complexity (if we are talking, for example, about tests) and depth (for questionnaires)
• For tests, the relevance and regularity of updating normative groups is of particular importance.
• Interaction mechanism - for online assessment, this is primarily the quality, reliability, convenience of interfaces, for face-to-face assessment - the speed and intensity of information exchange
• A set of proposed reports, their quality and depth

Finally, almost always, when choosing an assessment tool, one has to choose between highly specialized tools that evaluate a strictly defined range of characteristics, and “broad-purpose” tools that provide not so deep analysis, but allow assessing a person from many different angles. This choice, again, is determined by the objectives of the evaluation. For example, if we are talking about evaluating candidates for a position that is constantly undergoing some kind of organizational, technological, and content changes, if it is necessary to assess the qualities of a person in a dynamically changing environment, those tools that allow you to look at a person from different angles will be more useful. .

• Company SHL - one of the leaders in the market of evaluation tools. What tools do you offer? Do you make a difference in approaches when evaluating candidates for vacant positions and current company personnel? What is it?

We offer a range of tools designed to assess candidates and employees throughout their entire life cycle in a company. The portfolio structure of our instruments is based on two basic models. First, we proceed from the fact that the result required by the organization is determined by the behavior of people, and the basis of behavior is potential. Therefore, from the point of view of the organization, it is possible to evaluate all three components: the results achieved in the past, today's actual behavior and the elements of potential, on which the future success of an employee depends both in this position and in the organization as a whole.

Assessment centers (assessment centers) are considered the most effective means of assessing current behavior. In them, the participants are offered exercises in which any real business situation is simulated. This approach allows the candidate or employee to visually demonstrate both their strengths and areas for development. The SHL portfolio contains several dozen exercises of various types: analytical presentations, individual business exercises (also known as "in-trays" - fully written exercises that model various aspects of individual administrative and organizational work), group discussions, fact-finding exercises, role-playing games, etc. At the heart of the mechanics of any exercise is the concept of competence - a stable cluster of observable behavioral manifestations that determine the success of the work.

The exercises provide the opportunity to give one assessment of the competence (although, of course, for this you need to test the competence with at least two relevant exercises). For comparison, the potential cannot be assessed "in one figure", since it, by definition, consists of several heterogeneous entities. First, it includes a person's motivation - factors that determine what will increase his productivity and efficiency, and what can become an obstacle. Secondly, these are personality traits - actually character traits and individual characteristics that determine how a person manages his own emotions, how he interacts with others and how he solves various problems. To assess these two groups of factors, professional questionnaires are usually used - motivational and personal, respectively.

By the way, we do not recommend the use of clinical personality questionnaires in a business context - for at least two reasons. First, they were originally designed for other purposes and in principle do not answer the question of the future performance of a person at work. Secondly, an overly free interpretation of clinical scales, in particular, by non-professional psychologists, can cause more harm than good, and give reason to label an employee.

Let's return to the components of the potential. The third element is a person's knowledge and skills, which are assessed using appropriate professional tests. The fourth is intellectual ability. To assess them, ability tests are used: from the well-known numerical and verbal tests to tests of critical and systemic thinking, creativity, the ability to make managerial decisions, and many others.

If we talk about differences in the assessment of candidates and current employees, then there is no fundamental difference in the tools. In other words, there is no tool that can be said to be completely inappropriate in one case and effective in another - the only exception would be, perhaps, the 360-degree assessment. All other tools can be used in one case, and in another. Their weight in the overall assessment and, in a sense, the logic of interpreting the results will change.

As a rule, in practice it looks like this. If we are talking about current employees, then first of all, most likely, their behavior will be evaluated - for this it is most logical to conduct an assessment center, as well as resort to the 360-degree method. If we are talking, for example, about candidates for any positions, including candidates for a personnel reserve or a program for the development of high-potential employees, then certain components of the potential often come to the fore. Then, at the level of instruments, the task of their evaluation is solved by various tests and questionnaires.

The SHL portfolio contains all of the listed potential assessment tools: tests of various abilities, and personality and motivation questionnaires (as well as highly specialized questionnaires developed on their basis - for example, a questionnaire on sales styles or a questionnaire on working styles), and tests of professional skills and knowledge ( for some areas and industries).

• What methods are most in demand by progressive companies?

Progressive companies tend to use a wide range of assessment methods and tools, and in their choice are based on the specific needs of the case. However, this does not mean, for example, that the selection of candidates for each position uses a fundamentally different set of tools. On the contrary, progressive companies are characterized by a complex and structured selection funnel. At the first stages, screening takes place using several tools, regardless of the position. In the future, at the stage of the actual selection, candidates are faced with those tools that most effectively determine the presence and level of the required characteristics. For example, if we are talking about hiring young professionals and employees at the level of a department head in a large manufacturing company, then at the beginning of the selection, both the former and the latter may face ability tests. However, in the future, potential managers may be offered situational thinking tests designed to determine the quality of their managerial decisions, to identify a characteristic managerial style, etc.

A similar picture is observed for the evaluation of current employees - although our research shows that objective evaluation tools are used significantly more often in selection and recruitment. According to our 2013 Global Appraisal Trends Survey, 72% of companies use appraisal for external recruitment, 62% for internal promotion, but only about 40%, for example, for tasks related to identifying high-potential employees and developing them. , succession planning, etc. In other words, these tasks, for all their importance, are much more often solved on the basis of subjective judgments and incomplete data.

In general, and interestingly, professional tests have historically remained the most popular assessment tool, i.e. skill and knowledge tests. If we talk about the global picture, then personality questionnaires and ability tests come on their heels - for comparison, in Russia the share of companies using such tools is much lower. In general, perhaps, it cannot be said that progressive companies are characterized by a preference for some specific tools: rather, they are distinguished by the breadth of the range of methods used, the depth of understanding of the purpose of the assessment, and finally, the accuracy of the correspondence between the tasks of the assessment and the selected tools and the effectiveness of their use. received data.

• Now many companies are trying to simplify and automate the processes associated with the assessment. How have these trends affected the offerings of service providers?

Speaking about the automation of evaluation processes, three separate, albeit strongly interconnected, trends can be distinguished.

First, the automation and computerization of the "old" assessment tools, which are well known in paper and booklet versions, continues. The integration of such “digitized” tools within online valuation platforms significantly reduces the cost of valuation activities and makes them more convenient for the client, so almost all providers are interested in this aspect of automation. In fact, today there is not a single large category of assessment tools that exists only offline. The only exception is exercises and simulations, but even in this area there is significant progress (see below, in the third paragraph).

Secondly, not only the tools themselves are integrated, but also the data, i.e. results of evaluation activities. In this case, from the point of view of IT, we are talking about personnel management systems (HRIS - HR Information System) or talents (TMS - Talent Management System). Data integration ensures the coherence, validity and consistency of personnel decisions at all stages of an employee's life in an organization. In principle, this task is already beyond the competence of evaluation service providers. However, they are involved in the creation of such information systems to support the integration of all data at all stages - from the assessment to the storage and analysis of information. Actually, analytics becomes a key point here and a source of competitive advantage for the company.

Thirdly, radically new tools are emerging, based on today's technological capabilities. The most striking example is the emergence of electronic individual business exercises, or e-trays. These are not so much the usual "in-trays" translated into electronic format, but a very special evaluation tool.

The main advantage of e-tray exercises is that the simulation of the work situation becomes interactive, i.e. the appearance of new documents occurs as and in direct connection with the actions of the participant (as opposed to the "classic" version, in which documents are available from the very beginning), which provides many alternative event scenarios. Although e-tray exercises are gaining popularity today, only about 10 companies worldwide used them in the previous decade. The most telling example is Deloitte, which uses such a solution as one of the selection steps for hiring graduates, as well as for evaluating internal applicants for junior management positions. Why is this format not very popular? This is due, firstly, to the exceptional complexity and high cost of development (even compared to the development of "classic" exercises) and, secondly, to the problem of predictability of simulation scenarios and, thus, the reliability of competency assessment.

However, it can be predicted that in the coming years we will see at least attempts to apply them; in addition, they are guaranteed more frequent mention in professional circles.

• How will assessment methods evolve in the near future? What trends in personnel assessment can you highlight?

The most important trend that determines the future of the evaluation area is the constant development of information and computer technologies. In addition to the above aspects of automation - the computerization of exercises, the integration of data within talent management systems, the emergence of fundamentally new formats - it is also necessary to note the increasing influence of mobile technologies. According to our research, users of assessment tools are increasingly saying they value being able to take assessments and/or access results through mobile-optimized apps or portals. Interestingly, if in developing countries about a third of companies are already talking about this and thinking about it, then in developed countries it is only one in six.

Another trend is customization. Fewer companies are ready to use boxed solutions. And we are not talking about superficial changes in tools like the design of “packaging” or, say, transferring an exercise from one industry to another. Today we are talking about customization at a much deeper level, at the level of mechanics and semantic content of assessment tools. What does this mean? Firstly, development from scratch or adaptation of tools to the customer's competency model. Secondly, the creation of special reports aimed at identifying the most key aspects of the personality of a candidate or employee - and presenting this information in an extremely understandable form, in a living managerial language.

The third trend is the linking of evaluation results to business results. In principle, this trend cannot be called new, because the requirement to “prove the effectiveness of the instrument” underlies any investment activity in principle. Today we hear more and more often that it is people who are the most important and most valuable asset of the company: it is not surprising that investments in this asset are subjected to especially rigorous analysis. This trend manifests itself at the level of interaction between the service/assessment tool provider and the client. In fact, understanding what is called a business impact, the ability to define and communicate it today is becoming another criterion for the quality of a provider - perhaps one of the most important.

The fourth trend, local in nature, is associated with the gradual adoption of more objective assessment tools and the rejection of more subjective ones. As noted above, Russia lags far behind the world in terms of the use of aptitude tests, personality questionnaires and similar assessment tools. We expect that as the benefits of such tools are demonstrated, they will be used more frequently. Of course, this does not mean that the "usual" methods - biographical interviews, test tasks or cases, recommendations - will completely disappear in the near future. This definitely won't happen. Despite the lower predictive ability (the so-called predictive validity), such methods can bring certain benefits to the company and solve specific problems in the selection and / or evaluation of current employees.

If we summarize the above trends, then the “megatrend” in the field of evaluation is undoubtedly an increase in objectivity due to various technological and conceptual solutions. Today, the requirement for objectivity ceases to be a requirement for individual tools and becomes a requirement for the assessment system as a whole - even, perhaps, for the talent management system in an organization.

• What can you recommend to those HR -specialists who are only tasked with organizing a systematic assessment of personnel in the company. Where would you advise them to start?

As with any major project, it's best to start by clarifying the company's goals and the needs behind them. Why does an organization need staff appraisals? What kind of problems are supposed to be solved in this way? How will the performance of the organization be different once the assessment is implemented? What will change for the better? What business outcomes are expected to be affected? Finally, how can the management of the organization and other stakeholders know that the assessment has been implemented, and that it has been implemented adequately and effectively? And just as important, who are the stakeholders, who can help and who can hinder the implementation of this project?

Once the strategic context is clear, the tactical and organizational context needs to be dealt with. First, what positions are we talking about? What stage of the life cycle of an employee in an organization is it? Second, what constitutes success for these positions—i.e. what meaningful metrics and target business results reflect this? Third, what is behind the successful performance of these positions? (In fact, the ideal answer to these questions is to develop a complete competency model for each position). Finally, what information about candidates or employees should be collected – ideally?

In other words, you need to correlate business results with the characteristics of people, and then identify the most important categories of objective data regarding the competencies and potential of candidates and employees, as well as their performance. And only after that should one proceed to the choice of assessment tools and the formulation of selection criteria.

Another important piece of advice is to treat innovation with a certain degree of caution. First of all, this is important if it is not just a new tool or method, but a new platform or approach to assessment. It is worth weighing all the pros and cons, assessing not only the potential benefits of the proposed innovations, but also their fundamental compatibility with the specifics of the business. In addition, a formal policy on the use of new evaluation platforms and technologies can be a useful tool, for example, the value of specific information to the organization, which can be collected lawfully and honestly in relation to candidates, and also indicate how it can be used. .

If you reduce all the variety of recommendations, “best practices”, advice from HR gurus and just ideas based on common sense and business experience, to three key tips, then, in my opinion, it will be next trio:

1. Understanding the goals and objectives of the assessment. Both the introduction of assessment tools and their direct application in each specific case should be based on a clear understanding of the purpose of the assessment, how the information will be used, and what decisions it will influence. Of course, there is a certain probability of error in determining these strategic parameters. However, a much more risky scenario is one in which HR basically does not think about what exactly the assessment tools are used for, why the company collects this information about people and what role it will play in certain HR processes.

2. Quality and efficiency of tools. Only tools should be used that are designed to answer the questions asked and provide HR with exactly the information they need. Further, it is necessary to consider the context of the use of tools and not seek to find one tool that can answer all questions and at the same time provide an exhaustive description of a person, taking into account, relatively speaking, all possible behaviors in any situation. In addition, the reliability and validity of the instruments must be proven by independent studies. This requirement directly necessitates the need to work with proven, successful providers of assessment tools and services, who are able to offer a wide range of products and solutions and have many years of global experience in this field.

3. Valuing for the sake of the business, not for the sake of the valuation itself. Both when choosing tools and when using the data obtained, a logical chain should be traced connecting the results of the business as a whole, performance indicators of people and, finally, the characteristics of competencies and potential, which are measured by assessment tools. Further, investments in personnel assessment can be quite large and risky, so demonstrating the meaningfulness and profitability of such investments is simply necessary. This is especially important when you consider that HR is now becoming a full partner of business, and representatives of HR departments are required not only to implement modern, effective tools for assessing candidates and current employees, but also a truly strategic, systematic approach to business as a whole.

Personnel assessment in an organization is an important aspect of management practice and theory. The team of both the private enterprise and the public service must be able to realize the goals of the company, based on its values. In order to form and maintain a powerful team, to achieve the strategic goals set by the administration, it is necessary to systematically evaluate employees using various existing methods.

Certification

The most common form of performance appraisal is personnel appraisal and appraisal, which is a special managerial measure carried out periodically in an organization in full compliance with national labor laws. This is done by a special commission, which includes representatives of management, heads of structural divisions, representatives of the personnel department and other employees who are somehow related to personnel management.

Attestation is a complex system that uses various assessment methods. Its results are necessary for:

• Evaluation of the employee's compliance with the current position, his specialization and skill level (grade), the possibility of revising the salary within the appropriate levels for this position.
• Monitoring the fulfillment of the goals set for employees during the previous certification.
• Setting goals for the next period.
• Definitions for employee development activities.
• Making personnel decisions: changing the salary, transferring an employee to another grade, changing specialization, promotion / demotion, transfer to another job, dismissal.
• Changes in the compensation package by transferring to another grade (position).

Certification and evaluation of personnel, if possible, should be carried out regularly. Its frequency depends on the position. When carrying out certification, certain characteristics of a particular person are compared: business qualities, sociability, professional qualifications. Then the results obtained are compared with the results of the work of other employees and industry standards for this position.

Selection of indicators

Before developing a procedure for attesting employees, it is necessary to carefully study all the functions and tasks that employees must perform in accordance with the job description. Based on the analysis, indicators are selected - criteria for assessing personnel.

For each specific function performed by an employee, or for each individual task, it is necessary to develop clear, well-understood performance indicators and performance standards for subordinates. To establish standards for the performance of work, the optimal number of indicators is selected, which will serve as benchmarks for assessing the various qualities of an employee. In practice, a certain set of evaluation criteria is most often used for this. It may include, for example, the following items:

• Professional knowledge.
• performance and participation.
• Attitude towards managers and employees.
• Reliability.
• Quality of work.
• Work intensity.
• The pace of work.
• The ability to express yourself.
• Ability to organize planning.
• Attitude to work.

Evaluation Criteria Requirements

When defining standards, certain requirements must be met. Thus, the developed criteria should:

• Display normative ideas about personal and business qualities, labor behavior, the results of an employee's activities, based on organizational and individual goals.
• Have quantitative certainty to evaluate different levels of performance.
• Be reliable and valid to exclude subjective errors.
• Be understandable to managers and performers.

In addition, the costs of the evaluation process should not exceed the benefits of its results. To obtain a thorough description of the object of analysis, it is necessary to use a sufficient number of criteria.

Sequence of evaluation processes

When evaluating and analyzing the effectiveness of employees, it is necessary to follow a certain sequence of actions in order to ultimately obtain clearly structured data. Such analytical material is easier to process, and the business assessment of the staff will be as correct as possible.

1. The first step is to define the goals to be achieved. They should be described as clearly as possible, otherwise the whole point of certification is lost.
2. The level of performance actually achieved against the established standards is then measured. The range of methods, ways, tools for this is huge and depends on the structure of the organization and the tasks it performs.
3. The third step is to compare the actual results with the desired (or expected). This will help to objectively rank employees among themselves based on achievements and failures.
4. The next stage is the mandatory discussion of the results of the assessment with employees in compliance with all the rules of business ethics.
5. At the end, motivational, qualification, administrative and other decisions are made based on the results of the study.

Whatever the assessment of personnel management, employees should know what positive results they achieved in the reporting period, what prevented them from successfully solving problems and what recommendations they can use in their future activities.

Valuation principles

Personnel assessment methods will fully function subject to the following principles:

• Objectivity. Only reliable information bases and systems of indicators are used in determining the characteristics of an employee. Current activities, period of work, dynamics of results are taken into account.
• Publicity. Comprehensive familiarization of the audited employees with the assessment methodology, bringing the results to the attention of interested parties.
• Efficiency. The speed and timeliness of certification, the regularity of its conduct.
• Democracy. Participation of members of the audited group in the assessment of subordinates, colleagues.
• Unity of evaluation criteria.
• Clarity, accessibility and simplicity of the procedure.
• Efficiency. Taking prompt action based on the results.

Personnel assessment in the organization is carried out in two areas of activity: current and prospective. Current activities are analyzed in terms of labor productivity and compliance with the requirements for a particular position. When planning long-term activities, managers determine what qualities need to be developed, what needs to be taught to the employee, the procedure for improving qualifications, and how best to unleash his potential.

Basic indicators

In order for the assessment of the work of the personnel of an organization, enterprise, institution to be adequate, it is recommended to first determine a list of the most important indicators. For example, they may be:

• labor productivity;
• professional conduct;
• personal qualities.

The business assessment of the personnel must meet the following requirements: completeness and reliability of displaying the results, specificity, ensuring compatibility with the achievements of other employees, as well as with the previous period.

For different positions, the main indicators may vary. Somewhere stress resistance is important, somewhere speed of decision-making, perseverance and scrupulousness, the ability to convince or the ability to say “no”. A person cannot be perfect in everything. Therefore, 2-4 positions are determined that are critical for a particular profession, and when checking, they focus on them.

In order for the assessment of the professional activity of employees to be objective, a variety of methods should be used that are best suited to the structure of an organization, its goals, and the nature of the team's activities. Professional sources describe many methods for studying and analyzing the competence of employees. Among them:

• Certification is an assessment of the work of personnel, which uses an integrated approach using various methods. During the audit, the attestation commission determines the compliance of the candidate with the vacant position or the position he occupies.
• forced choice method. This procedure consists in the selection by experts of the most suitable characteristics for the employee, for example: the ability to plan one's activities, sociability, work experience, etc.
• The descriptive method involves the creation of a consistent, detailed description of the positive and negative traits of each employee.
• Testing is a system for assessing personnel, in which professional knowledge and skills, abilities, motives, and personality psychology are determined. These qualities are revealed with the help of special tests that can be deciphered using "keys".
• A business game is a kind of management game, during which the knowledge and skills of an employee are analyzed, and his ability to work in a small group is also assessed.
• Management by objectives (in foreign literature - Management by Objective (MBO)). Evaluating the effectiveness of personnel by this method involves the general setting of tasks by the manager and employee, after which the results of their implementation are evaluated at the end of the reporting period. This system covers all positions in the company - from technical to institutional levels.
• Performance Management. According to this system, not only the final results of the employee's work are evaluated, but also his competencies - those personal qualities that are necessary to achieve the goals set.
• The assessment center (group and individual) is designed to test employees in terms of competencies for specific personnel tasks. Personnel assessment methods may include behavioral interviews, as well as case studies (game situations). For the selection of candidates for high positions and when evaluating top managers, the emphasis is on behavioral interviews, and for the promotion of employees to the personnel reserve - on business games.
• Self-report (speech) consists in making oral presentations by the manager or specialist to the work team, during which the implementation of the work plan and personal obligations is analyzed.
• 360° method. According to him, employees are evaluated by colleagues, managers and their subordinates. For each person, an individual and general questionnaire is filled out.
• Evaluation by the method of committees. In accordance with this method, the work of employees is discussed in a group, while it is divided into separate tasks. As a result, a certain list of actions is compiled, each of which is evaluated as successful and unsuccessful.
• Method of independent judges: an employee is evaluated by independent persons who did not know him (usually 5-7 people act as "judges"). At the same time, personnel assessment methods are based on the principles of cross-examination.
• Interview: The applicant acts as an HR manager and interviews several job applicants. The ability to correctly analyze and select employees is checked.
• observation. In this case, the employee is assessed both in an informal (on vacation, at home) and in a working environment using the methods of momentary observations and photographs of the working day.

It should also be noted that at each stage of an employee’s work in a company, certain assessment methods can be used: for example, in the process of selecting an employee for a vacancy, you can use the interview and testing method at the same time, and to make a decision on dismissal from a position, it is enough to conduct an employee appraisal.

Scope of Research

The analysis of personnel assessment directly depends on the amount of research, the quantity and quality of the study methods used. In terms of content, they can be partial, when they evaluate only certain qualities of the performer or the level of work performance, and complex, when they consider business and personal qualities, labor behavior, and performance results in a complex.

According to the regularity of the study, they are divided into those that are organized constantly with a certain frequency (depending on the position: once every six months, a year, two, etc.), and episodic assessments that are due to a certain stage (completion of the probationary period, promotion service, disciplinary responsibility, etc.).

Depending on the frequency, the assessment is divided into current, final and prospective. The current one determines the level of performance of duties by the employee at the moment. The final summaries the performance of the work and its results at the end of a certain period. Perspective determines the abilities, qualities, motivations, expectations of the employee, that is, it allows you to predict his potential.

Grading system

Depending on the criteria, a quantitative, qualitative, analytical (reduction of all results according to all criteria) assessment and determination of time guidelines are distinguished. Personnel performance appraisal is divided into two types:

• Systemic: when all blocks of the analysis system are involved;
• Unsystematic: when the appraiser has the right to choose criteria, methods, methods, tools, analysis procedures.

Subjects of evaluation

This concept refers to employees evaluated by their manager, colleagues, clients, subordinates. They can also be subjects of a comprehensive, so-called 360° assessment, which takes into account all of the above factors in a complex.

In addition, the so-called self-assessment, or internal assessment of personnel, is practiced. Information in this case is obtained after motivational monitoring. The combination of conclusions on external and internal testing allows you to more fully implement the orienting and stimulating functions of research.

Evaluation of the labor activity of the personnel allows:

• Assess the professionalism of an employee, namely: the level of professional training (knowledge, skills), the level of psychological preparation (orientation of the personality, motives of behavior, adaptability, character traits, temperament), labor efficiency (productivity, quality of labor), the desire for rationalization and inventions.
• Develop recommendations for the development of personal and professional qualities of employees.
• Determine the degree of compliance of remuneration, its effectiveness with the efforts of the employee and his expectations.
• Determine the main directions of personnel development.
• Form an effective mechanism for professional motivation of employees.

Foreign experience

The assessment of personnel in foreign countries is somewhat different from how this process goes in our country. In the USA and Western Europe, a special personnel assessment test is used - the Bussiness Personality Test (BPT). It contains 100 questions, the results of staff assessment vary on a scale from 0 to 10 points. This allows you to get much more information from each question for analysis than using the traditional “no / yes” scale, or choosing from given answer options.

In the giant General Electric concern, criticism was found to be an ineffective means of informing subordinates about shortcomings in their professional activities. In order to provide feedback, there needs to be a two-way discussion on specific performance improvement issues. In Japan, personnel assessment is based on the production philosophy adopted here, that is, the abilities of each employee are determined individually. A feature of this assessment of personnel is its regularity and obligation for all.

Domestic experience

In Russia, both analytical methods for assessing personnel and special electronic devices that work by analogy with “lie detectors” are used. For example, the Luch apparatus, created by researchers at the Institute of Psychology, allows specialists to test such human qualities as quick wits and reaction speed.

Conclusion

Not all of the above methods are equally good in the implementation of the personnel assessment process. Their effectiveness directly depends on the goals set, the level of maturity of the company, its objectives and the type of corporate culture. Equally important is the assessment of staff training, possession of theoretical knowledge and practical skills. Agree, it is better to evaluate an employee using the performance management method, since each company works directly for the end result, which is customer satisfaction and profit. Therefore, in order to achieve these goals, it is necessary to periodically check how the work of each employee is performed. Already on the basis of these data, the administration can make an appropriate managerial decision on raising wages or, conversely, on reducing it, on career growth or on the dismissal of a person.

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Introduction

personnel personnel certification

One of the main tasks of any manager is to use the full potential of his employees in the work. When developing the right system of employee motivation, there is an increase in productivity and, as a result, the profitability of the company.

Personnel management is a vitally conditioned strategic function, which during the 20th century formed into an independent structure in the course of the evolution of various forms of management. As it turned out, the main measure of progress and development of activity is a person with his needs, motivations and specific interests.

In this regard, the relationship between the heads of organizations, between the head and subordinates, between all employees within the organization is changing. The attitude towards the personnel of the organization is also changing, since the social orientation of economic reforms turns them towards the person, the personnel of the organization. Human resource management focuses on workers and employees who are in the organizational environment of the firm. It generally concerns the leaders of the lower, middle and upper levels of management.

In order to develop, succeed, maintain the health of people and the stability of the team, they must optimize the return on investment of any resources, whether financial, material or human resources.

Personnel assessment is a procedure that allows you to measure the results of the work of employees, their level of professional competence, business and personal qualities and potential in the context of the company's strategic goals.

Evaluation of personnel in companies in one way or another always exists. Any leader expresses his attitude to the work of subordinates, but most often such an assessment is vague and emotionally colored. When properly developed and conducted, an assessment is an effective tool that allows you to identify the strengths and weaknesses of employees, draw up a professional development plan, build an open corporate culture and trusting relationships with the manager, and increase business profitability through more effective personnel management.

The problem of personnel assessment in hiring and in the process of labor activity is becoming increasingly important. The effectiveness of the organization as a whole depends on the efficiency of the use of labor resources.

The relevance of the problem under study predetermined the setting of the goals and objectives of the study.

The purpose of the work is to develop methods for improving the system of business evaluation of the personnel of UE "Minsk Gear Plant" (hereinafter - UE "MZSH") based on the study and analysis of personnel management technology.

To achieve this goal, it is necessary to solve the following tasks:

Conduct a theoretical analysis of modern methods of selection and evaluation of personnel;

Consider methods for assessing personnel when hiring and in the process of labor activity, used at UE "MZSh";

develop practical proposals for improving the process of selection and evaluation of personnel.

The object of the study is the personnel policy of the UE "Minsk Gear Plant".

The subject of research in the work is the personnel assessment system of UE "MZSH".

The purpose and objectives of the research determined the specific structure of the course work. The work consists of an introduction, three chapters, a conclusion, a list of references, and applications.

When performing the work, general scientific methods, statistical models and methods, methods of classifications and graphic images were used.

The information base of the work is information - analytical materials of domestic and foreign authors, scientific publications on this issue, various forms of financial, accounting and other reporting of the enterprise. The main source of practical material used in writing the term paper is the reporting data of the UE "MZSH".

1. Theoretical and methodological analysis of the business assessment of personnel

1.1 The essence of personnel assessment as an element of the organization's personnel policy

In modern management practice, a large arsenal of technologies, methods and assessment techniques has been accumulated. The need for management systems to produce better results by making optimal decisions has led to the emergence of a whole direction in management - evaluative management or mark management.

Leading in mark management is the concept of "evaluation". Domestic authors, revealing this concept, distinguish its three most significant features:

1. Belonging to the subject: an assessment is characteristic of any person, since it reflects his personal opinions, judgments, attitudes. A person can, for one reason or another, “hide” his assessments by referring to the assessments of others or by speaking even more vaguely “there is an opinion” (but in any case this “opinion” has an author). In other words, in mark management, it is subjective (that is, belonging to specific subjects), but not non-subjective assessments that are important.

2. Availability of technology: it is clearly not enough that someone has evaluative information, it is necessary to obtain this information, that is, to “deduce” estimates from people using certain techniques and methods. The degree of reliability of assessments largely depends on the level of assessment technologies used. Moreover, the term “objective assessment” is not accepted in mark management, and the main emphasis is shifted to the degree of assessment reliability: the higher it is, the more reliable it is for decision making.

3. Representation in a certain final form: as a result of processing the received evaluation information, it is important to obtain a final score (for example, a rating) or a series of ratings (in particular, the severity of a particular quality in points). In this case, the assessment acts as a result, a specified result of the assessment.

In the thesis work, we adhere to the definition of the concept of "assessment" given by V.I. Zhukov and E.I. Komarov: "Evaluation is the judgments, opinions, conclusions of someone and what and / or about someone that are identified using a certain technology, act as the result of evaluation."

In modern management, there is a distinction between labor assessment and personnel assessment. The purpose of labor assessment is "to compare the content, quality and costs of labor with the planned".

The subject of labor assessment can be:

l the effectiveness of the applied systems of remuneration;

ь system of stimulation (motivation) of labor;

l conditions and level of labor organization, etc.

Based on the results of the labor assessment, it is possible to identify employees who do not satisfy, satisfy and significantly exceed labor standards.

The purpose of the personnel assessment is to study the degree of preparedness of the employee to perform exactly the type of activity in which he is engaged, as well as to identify the level of his potential to determine the prospects for professional and job growth.

Personnel assessment allows you to diagnose the level of development of professionally important qualities, compare individual results with standard requirements (by levels and specifics of positions), and outline career prospects.

Business assessment of personnel is a purposeful process of establishing the compliance of the qualitative characteristics of personnel (abilities, motivations and properties) with the requirements of a position or workplace.

We have already found out that personnel assessment is an integral part of the entire management system in an organization, since it is impossible to effectively manage people without having an idea of ​​the results of their work, the level of development of professional and personal qualities.

Without a proper personnel assessment system, a company also cannot build systems for selection, rotation, motivation, training and development of personnel, personnel planning systems, retention of especially valuable specialists, and a personnel reserve.

The main criteria for assessing the qualities of an employee are:

§ professional knowledge and skills;

§ production experience;

§ health, working capacity;

§ business and moral qualities;

§ psychological properties;

§ the level of general culture, etc.

From what tasks the assessment pursues depends on which criteria to give preference to. If the objective of the assessment is to increase the productivity of labor in the workplace, then the criteria should relate directly to labor productivity. If this job requires communication skills and personal qualities, it is necessary to focus on them. If the goal is the possibility of promotion, then it is necessary to find out the possibilities of the employee's personal development.

The objectives of the business assessment of personnel are:

1) formation of a personnel reserve for promotion;

2) obtaining analytical material necessary for making informed decisions on the selection and placement of management personnel;

3) development of measures for advanced training and retraining of managerial personnel, taking into account personal characteristics (development of relevant competencies);

4) increasing motivation for professional development and career growth;

5) formation of a favorable socio-psychological climate.

Typically, the need for an organization to evaluate people is especially relevant at the time of:

Selection of candidates for vacancies,

Completion of the probationary period by new employees,

Completion of a certain cycle of work (fiscal year, semi-annual project, etc.),

Implementation of changes that require the search and development of new competencies,

Transferring employees to another job, promoting them to a higher position,

Emergence of the need to start training employees,

Making decisions on the dismissal of employees.

The results of personnel assessment for the company:

Determining the results of work, the level of knowledge and skills of personnel, business and personal qualities of employees;

Possibility of personnel rotation and creation of a personnel reserve;

The basis for the development of a system of motivation, development and training of personnel.

Benefits of assessment for an employee:

Determining the place and role of each employee;

A clear understanding of the tasks set, the criteria for success, the dependence of the amount of remuneration on the results of work;

Opportunity to receive feedback from the manager;

Opportunity to plan further development and evaluate career opportunities.

Depending on the tasks, an assessment of all personnel (both managers and specialists), employees of a separate unit, only managers of a certain level, assessment of professional knowledge and skills, assessment of labor results, assessment of readiness for leadership work or work in a new direction can be carried out.

Thus, we can conclude that effective personnel assessment is one of the most important components of the management of any organization. Personnel assessment is the basis for many management and personnel procedures: personnel selection, intra-organizational transfers, enrollment in the reserve for promotion, personnel control, retraining and advanced training, improving the structure of the apparatus, etc.

1.2 Personnel assessment methods

It should be noted that both the immediate supervisors of the assessed and other superiors, colleagues, subordinates, HR specialists, external consultants and, finally, the assessed person himself (self-assessment) can be involved in the assessment of the personnel. Thus, a minimum familiarity with the methods of personnel assessment of all employees is a guarantee that the methods used will give the expected effect.

All assessment methods can be divided into methods of individual assessment of employees, which are based on a study of the individual qualities of an employee, and group assessment methods, which are based on a comparison of the effectiveness of employees within.

Many of the assessment methods that are used today have developed in the last century. However, during the evolution of these methods have undergone significant transformation.

Consider the most common methods of personnel assessment.

Questionnaire method

The evaluation questionnaire is a specific set of questions and descriptions. The evaluator analyzes the presence or absence of the indicated features in the assessed person and notes the appropriate option.

Descriptive evaluation method

The assessor must identify and describe the positive and negative features of the behavior of the assessed. This method does not provide for a clear fixation of the results and therefore is often used as an addition to other methods.

Classification method

This method is based on the ranking of certified workers according to a certain criterion from the best to the worst, with the assignment of a certain serial number to them.

Pair comparison method

In this method, it is compared in a group of assessors who are in the same position, each with each, after which the number of times when the assessee turned out to be the best in his pair is counted. Based on the results obtained, an overall rating for the group is built.

When comparing in pairs, it is effective to use the Group Evaluation Form (Table 1.1).

Table 1.1 - Form of group evaluation

At the intersection, mark the name of the employee who seems to be the most effective in this pair.

It is based on an assessment of the employee's suitability for the position held. This is a method of scaling the personal qualities of an employee. The most important component of this type of assessment is the list of tasks that the assessed employee must perform. After compiling this list (it can also be taken from job descriptions), the activity is studied, taking into account the time spent by the employee on decision-making, ways to complete the tasks. It also takes into account how economically the employee uses material resources. Then there is an assessment of the qualities of the certified employee listed in the list on a 7-point scale: 7 - a very high degree, 1 - a very low degree.

The analysis of the results can be carried out either by matching the identified estimates with the benchmark, or by comparing the results obtained from employees of the same position.

Specified Distribution Method

With this method, the person conducting the assessment is rewritten to give employees assessments within a predetermined (fixed) distribution of assessments. For example:

10% - unsatisfactory;

20% - satisfactory;

40% - quite satisfactory;

20% - good;

10% - excellent;

in total - 100%.

The only thing that requires the employee is to write down the name of the employee on a separate card and distribute them into groups in accordance with the specified quota. Distribution can be carried out on various grounds (assessment criteria).

Critical Situation Evaluation Method

To use this method, evaluators prepare a list of descriptions of the "right" and "wrong" behavior of employees in typical situations - "decisive situations". These descriptions are divided into headings according to the nature of the work. Next, the person conducting the assessment prepares a journal for records for each employee being assessed, in which he enters examples of behavior for each rubric. Later, this log is used to evaluate the employee's business qualities.

Typically, this method is used in assessments made by the manager, and not by colleagues and subordinates.

It is based on the use of "decisive situations" (see the method of assessing decisive situations), from which the business and personal qualities required from the employee are derived, which become the evaluation criteria. The evaluator reads the description of any evaluation criterion (for example, engineering competence) in the rating questionnaire and puts a mark in the scale in accordance with the qualification of the assessed. Expensive and time-consuming method, but accessible and understandable to workers.

Behavior Observation Scale Method

Similar to the previous one, but instead of determining the behavior of the employee in the decisive situation of the current time, the appraiser fixes on the scale the number of cases when the employee behaved in one or another specific way earlier. The method is laborious and requires significant material costs.

Method of Questionnaires and Comparative Questionnaires

Includes a set of questions or descriptions of employee behavior. The appraiser puts a mark in front of 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 profile of this employee. Used for evaluation by management, colleagues and subordinates.

Interview

This technique is borrowed by human resources departments from sociology.

Here is an example of an interview plan for a personality assessment. In an interview, it is important to obtain information about the following components and personality characteristics:

Intellectual sphere; motivational sphere;

Temperament, character;

Professional and life experience;

Health;

Attitude towards professional activity

Early years;

Kindergarten;

Vocational training (primary, secondary, higher, vocational);

Military service;

Attitude towards work in the company;

Hobbies;

Self-assessment of opportunities, health;

Marital status, family relationships;

Leisure activities.

Method "360 degrees of evaluation"

An employee is evaluated by his supervisor, his colleagues and his subordinates and clients. The specific assessment forms may vary, but all assessors complete the same forms and the results are processed by computers to ensure anonymity. The purpose of the method is to get a comprehensive assessment of the person being certified.

Goal Management. This method is based on the fact that managers in the course of the organization's activities should cooperate with subordinates to develop the goals of the organization, which gives subordinates the opportunity to use self-monitoring of labor productivity. But this is not just an evaluation process - it is a method by which managers and subordinates plan, organize, control, communicate and discuss work. Thus, the subordinate receives the program and the purpose of his work.

Method of independent judges

Independent members of the commission - 6-7 people - ask the certified various questions. The procedure is reminiscent of cross-examination in various areas of activity of the person being certified. There is a computer in front of the judge, on which the assessor presses the “+” key in case of a correct answer and, accordingly, the “-” key in case of an incorrect answer. Upon completion of the procedure, the program issues a conclusion. It is also possible to manually process the answers of the employee, then the correctness of the answers is entered in a pre-compiled form.

Testing

Various tests can be used to evaluate an employee. According to their content, they are divided into three groups:

qualification, allowing to determine the degree of qualification of an employee;

Psychological, making it possible to assess the personal qualities of an employee;

Physiological, revealing the physiological characteristics of a person.

The positive side of the test assessment is that it allows you to obtain a quantitative characteristic for most assessment criteria, and computer processing of the results is possible. However, when evaluating the potential capabilities of an employee, the tests do not take into account how these abilities manifest themselves in practice.

Committee method

The evaluation is carried out by a panel of experts and is aimed at finding out the abilities of the candidate, giving him the right to apply for other positions, in particular for promotion.

This technique consists of the following steps:

Activities are broken down into separate components;

The effectiveness of each activity is determined in points on a scale (for example, from -10 to +10), and thus determine the degree of success;

Three lists of jobs are compiled: those jobs that can be solved successfully, that work out from time to time, and those that never work out;

A final comprehensive assessment is made.

Evaluation in its most general form consists of the following four steps:

The choice of assessed qualities, performance indicators of the employee;

Use of different methods of collecting information;

Evaluation information should give a comprehensive picture of a person;

Comparison of the actual qualities of an employee with the required ones.

The studied sets of qualities are developed taking into account the tasks,

performed by position. Usually such qualities are recruited from 5 to 20.

Evaluation center method

This method solves two problems:

The personal and business qualities of the employee are ascertained (usually this method is used to evaluate executives)

The program of individual trainings of the leader is determined, which allows to develop his abilities, behavioral skills.

The test takes a different time, for example, several hours are enough to assess the professionalism of a master, one day for a low-level manager, two or three days for middle managers, a little more for managers and senior managers. Here are some of the procedures used for evaluation:

Implementation of management actions. For the two hours allotted to complete the task, the subject must familiarize himself with some instructions, business papers, orders and other materials necessary for issuing orders on specific technological, production, and personnel issues. This imitates the real activity of the company. After the end of the two-hour work on the task, the assessed person is interviewed.

Discussing problems in a small group. This procedure reveals the ability to work in a group. The members of the group are given material that they need to familiarize themselves with, independently make a decision on the question asked, and during the group discussion (40-50 minutes) convince the others of its correctness. At all these stages, the subject is evaluated by observers in points.

Making decisions. The subjects are divided into several groups (representatives of competing firms). The work of firms is modeled for several years (2-5 years). Each hour counts as one year, during which a number of tasks are completed. The activity of each subject is evaluated by experts.

Development and presentation of the project. It is necessary to develop a draft plan for the development of some kind of activity in 1 hour, which is then defended in front of experts.

Preparing a business letter. Each subject prepares business letters on different issues and from different positions: refusal, cancellation of a decision, negative information, etc. Actions are assessed by experts.

Sometimes it is also practiced to compare the results of an employee's expert assessment with his self-assessment of his personal and business qualities. The results of such a comparison can be very revealing for both management and the employee himself.

Business game method

Personnel assessment is carried out within the framework of specially designed simulation and developing business games. Both participants of business games and expert observers are involved in the assessment. Attestation business games are held, as a rule, for the result, which allows assessing the readiness of the staff to solve current and future problems, as well as the individual contribution of each participant in the game. This evaluation method can be used to determine the effectiveness of staff teamwork.

Goal Achievement Assessment Method (Goal Setting Method)

The manager and the subordinate jointly determine the key goals of the employee's activity for a certain period (one to six months). The goals should be specific, achievable, but intense, important both for the professional development of the employee and for improving the performance of the organization. The goals set outline the scope of the employee's responsibility and the scope of his duties for those specific periods that are necessary to achieve the intended result. These results should be measurable, at least as a percentage. The evaluation of the results is carried out jointly by the manager and the employee on the basis of individual standards for the implementation of goals, however, the manager has a decisive vote in summarizing the results.

Assessment method based on competency models

Competence models describe the intellectual and business qualities of an employee, his interpersonal communication skills necessary for successful professional activity within the framework of the corporate culture existing in the organization. The gap between the required and existing level of competence becomes the basis for the development of individual plans for professional development. The fulfillment of these plans, which is expressed in concrete results of professional activity, is the subject of assessment and self-assessment, as well as independent examination.

1.3 Foreign experience in business assessment of personnel

The personnel policy of each organization in economically developed countries consists, first of all, in the formation of a certain set of personnel decisions regarding individual employees or their groups to ensure the normal functioning of the organization as a whole. At the heart of these decisions, the leading place is occupied by the assessment of personnel.

The most developed methods for assessing the already employed personnel of the company. This is due to the desire to maximize the identification and use of the potential of internal human resources in the interests of the organization in the context of "shrinking" external sources of qualified personnel. And the very process of assessing internal sources is facilitated due to the proximity of the object.

In general terms, personnel assessment is defined as a planned, formalized, regular, standardized procedure for assessing the quality of work of employees of an organization based on selected criteria throughout the entire period of employment, while usually checking the compliance of personnel characteristics with the requirements of a position or workplace.

The initial element of personnel assessment, necessary for making decisions on promotion, advanced training, etc., is the formal level of knowledge and experience, i.e. purely personal information. But the main areas of assessment are the assessment (accounting) of labor results and the assessment (analysis) of business and personal qualities that affect these results. In addition, the assessment of the potential of employees, as well as the assessment of their motivation, are specially highlighted.

Among the main methods of personnel assessment, popular abroad, the following can be distinguished:

1) Management by goals,

2) Achievement management,

3) Assessment center,

4) Method "360 degrees", etc.

American firms focus on specialized knowledge and professional skills.

As for the frequency of assessment, the statistics are as follows: 74% of employees and 58% of workers were assessed once a year; 25% of employees and 30% of workers were assessed once every six months, about 10% were evaluated for performance more than once every six months. In US companies, fairly frequent valuation periodicals are common. The evaluation of employees is most often carried out by the manager-manager.

Most often in US firms, the graphical rating scale method is used. We also widely use the descriptive method, most often as part of a graphic rating scale. Questionnaires are widely distributed. Other methods combined account for only 5% of cases. The method of management by objectives is most often used in evaluating the work of managers, engineers and workers who are not directly related to the release of products.

Work with staff in Japanese firms, first of all, relies on deep traditions. Here and group collectivism and craving for joint labor activity; obedience to the leader and elder in age. The senior in position (position) is also older than the younger in age and length of service. Harmony is above all. Devotion to the ideals of the firm. Establishing informal relationships with subordinates and ordinary employees. Lifelong hiring of personnel in large companies, constant rotation of personnel with a change of professions and positions every 3-5 years.

Personnel assessment is carried out mainly through the study of biographies and personal files. Preference for professional tests - the implementation of written assignments (project, report, business letter). Oral examinations in the form of interviews and group discussions. Questionnaire to find out abilities, work experience, personal development and desires. Testing knowledge and skills. In some firms, a special document is kept for each employee, which indicates professional qualifications and their growth, achievements in the field of innovation and quality, intra-company activity and achievement in work. This document is similar to the attestation card used for attestation in Russian firms, and serves as the basis for determining the amount of earnings and promotion.

In one form or another, accounting for the results of work covers almost all personnel, since it is the basis of the remuneration system. The results of the labor of workers and some employees are determined, as is well known, by the level of fulfillment of the norms. As for those employees whose work cannot be strictly standardized, the main criterion for evaluating its effectiveness is the compliance of the results of labor with goals set in advance for a certain period (hereinafter, for brevity, we will call such an assessment “assessment according to goals”). The work to identify this compliance includes the following steps:

* establishment of several main duties (functions) of the employee;

* specifying each of these functions and linking them with certain indicators (profit, costs, scope of work, timing and quality of their implementation, turnover of "key personnel", the state of labor discipline, etc.);

* establishment of units of measurement (percentages, days, dollars, etc.) and a system of indicators reflecting the results of activities (reduction of terms of work, a decrease in the level of marriage, profit growth compared to the previous period, a reduction in the turnover of "key personnel", a decrease in the level of violations of labor discipline etc.);

* setting minimum and maximum "performance standards" for each indicator;

* comparison of actual results of work with performance standards (above the maximum standard, at its level, below the minimum) and the derivation of an estimated score for this indicator;

* derivation of the average score for all indicators.

Along with the above estimates, estimates of the “level of contribution” made by the employee to the activities of the organization are applied: the results of labor are not correlated with individual planned indicators (the latter are not defined in this case), but with more general formal requirements. The description of the “level of contribution” is carried out not by individual performers, but by job groups of employees.

So, for example, in the Stanford Research Center, in relation to research personnel, there are five areas of activity through which the employee participates in solving common problems:

b professional contribution (as a researcher),

l commercial implementation of ideas (contribution to the increase in the profit of the center),

development of relationships with customers,

ь management and coordination of research and development (role in the activities of complex project teams),

performance of the functions of a line manager.

For each of the areas, six "levels of contribution" (assessment categories) are allocated, and for each there is an exact description, which is presented in the "matrix of professional maturity" of the center's specialist.

The "professional maturity matrix" reflects both the results of work and the general professional and qualification level. It is the basis not only for the current assessment, but also for the certification of employees. When choosing an evaluation category, the manager takes into account not individual best achievements, but the work of a specialist during most of the year.

Firms strive, on the one hand, to determine a set of labor productivity factors, a common criterion for assessing personnel, and on the other hand, to highlight specific qualities for certain groups of employees. Thus, at the plants of the American corporation General Electric, an assessment of all categories of workers - from skilled workers to managers - was introduced according to five factors:

1) knowledge of the work (does the employee have a clear understanding of the content of the work and its goals);

2) the need for control over his actions by the boss (how diligent the employee is in performing production tasks, whether he observes labor discipline, including lunch time, breaks, etc.);

3) style of work (does he always make thoughtful decisions, does he have a penchant for introspection, the ability to bring things to the end);

4) initiative (does he have a desire to take on additional responsibility, how he perceives new ideas, is he prone to risk);

5) propensity to cooperate (does he show readiness and ability to work together with colleagues and subordinates, is he able to maintain a favorable psychological mood in the team).

Summarizing the foreign experience of business assessment of personnel, it is worth noting that the most developed methods for assessing the already employed personnel of the company. In general, personnel assessment is defined as a planned, formalized, regular, standardized procedure for assessing the quality of work of employees of an organization based on selected criteria throughout the entire period of employment, while usually checking the compliance of personnel characteristics with the requirements of a position or workplace. Among the main methods of personnel assessment, popular abroad, the following can be distinguished: 1) management by objectives, 2) achievement management, 3) Assistance Center, 4) certification "360 degrees"

1.4 Persian attestationonala as a method of business evaluation

Personnel certification, i.e. assessment of the conformity of the position held - a procedure for a systematic formalized assessment, according to the specified criteria, of the compliance of the activity of a particular employee with clear standards for the performance of work at a given workplace in a given position for a certain period of time.

Certification is a specific procedure, and therefore must be drawn up in accordance with the requirements of the current legislation, as well as local regulatory documents of the organization.

Schematically, the certification process looks like this:

Figure 1.1 - Algorithm of actions during certification

Purpose of certification. The most important thing in the certification process is to decide on the goal. Possible purposes of attestation have been discussed above.

Analysis of the situation. Before the certification begins, it is necessary to determine what results are expected from the certification, how they are processed, possible conclusions and actions. It is necessary to take into account the previous experience of conducting certification, its pros and cons, the conformity of certification with the organizational culture, the standards for the performance of work adopted in the organization, documents regulating the activities of employees, the reaction of personnel to the upcoming certification, human, time and financial resources available for certification, etc. questions.

Analysis of methods and approaches (3-6 ) . From the variety of methods, it is necessary to choose exactly those that are suitable for a particular organization. Different approaches impose their own requirements on the qualifications and training of personnel, the moral climate in the team, the availability of time and money.

Work plan. It is necessary to draw up a detailed work plan with a description of who is involved in the process, what stages and in what time frame they pass, what resources are needed, who is responsible for individual stages and for the process as a whole.

Cost estimate for the organization also seems to be quite important. Obvious costs are the printing of attestation forms, the costs of attracting consultants (if necessary) and purchasing literature.

Carrying out certification. The implementation of this stage depends on the preparation. The most difficult at this stage is the certification interview. Analysis and follow-up. Analysis of the results of certification provides not only a better understanding of the activities of a particular employee, but also the situation in the organization as a whole. The results depend on the goals set and the methods used.

For a particular employee, based on the results of certification, it is possible to draw reasonable conclusions about the need for training and development, his place in the organization, career planning, salary changes, disciplinary actions.

It is also possible to assess what is happening in the organization as a whole and in individual departments, how reasonably the work is distributed, how to plan human resources, whether it is possible to implement the organization’s plans with the available resources, increase labor productivity, which is necessary to introduce new technologies and change working conditions, whether the norms and rules adopted in the organization, in particular labor protection standards, comply with the law.

Participants in the certification are two parties, one of which is called the certified, the other - the certifying.

In Western practice, assessment by the immediate supervisor is very often used, which is logical, since mutual understanding between the supervisor and subordinate is the basis for effective work. In the daily "turnover" mainly tactical production tasks are solved. It is psychologically and organizationally quite difficult without a clear reason to sit down and discuss past achievements and failures and outline plans for the future. Certification can serve as such an occasion for a frank conversation. However, the assessment by the immediate supervisor involves a constructive relationship between the boss and the subordinate. In the case of conflict situations, the probability of effective completion of certification with such interaction is low.

Organizations use a combination of different assessment methods. Let's take a look at some of them and their uses.

Rating methods - the most common and simplest method of certification. Its essence lies in the fact that employees are evaluated according to specified criteria in accordance with the selected scale. There are two options - the introduction of rating scales, when the score is given from 1 to 3 points, from 1 to 4 points, from 1 to 5 or 10 points - at the discretion of the scale developers. The second option is "list", where a yes or no answer is selected.

Comparative methods consist in the fact that managers compare the performance of employees. This method is used much less frequently than rating methods. It makes sense to contact him to determine incentives for the best employees.

Written methods. These include primarily an essay (or characterization of an employee) and a method of critical situations. The characteristic is often used both in combination with other methods and independently. An important condition for turning a written characteristic into a working tool is its structure. The inclusion of characteristics in the certification form as an addition to other methods will allow the manager to note the points that were not included in the assessment by other methods. The independent use of characteristics is more acceptable for small companies, where it does not always make sense to develop more complex schemes. Processing information obtained with the help of characteristics is much more difficult than that obtained with the help of rating methods. In addition, the characteristics are much more likely to be subjective.

In an organization, employees are independently asked about various behaviors. These examples are then collected and summarized and given back to the interviewees to ask them to place the examples on the scale. The ratings most frequently repeated by different respondents are taken as the basis for constructing behavioral rating scales.

As a result, these scales describe various behaviors in a situation from desirable and expected to highly undesirable.

Management by Objectives (MBO). Management by objectives is a method that has recently received the greatest recognition and development not only as a certification method, but also as a management method, as a management philosophy.

The main idea of ​​the method is that management and development is purposeful, and the achievement of the organization's goals through setting goals for each employee and their coordination, which allows you to move from simple daily performance of job duties (process orientation) to conscious work aimed at important for the organization result.

MVO is a validation method that is ideal in cases where other methods do not work or can be used in a limited way. First of all, this concerns managerial personnel, especially high-level ones, whose certification using other methods gives limited results. Management by objectives is suitable for creative types of work that are difficult to describe quantitatively and qualitatively. Schematically, the process of certification of MVO can be described as follows - fig. 1.2.:

Figure 1.2 - Management by objectives

The process does not begin with the definition of goals, but with a discussion of job responsibilities, work performance and performance standards. In fact, everything is explained by the fact that any goals are achieved using certain resources. In this case, the resource for achieving the goal is the activity of a particular employee. It is assumed that at each stage of certification the bar of goals will rise higher and higher. To do this, firstly, it is necessary to determine what the employee does and with what quality and requirements for work. Next, resources should be found to improve performance, i.e. continuous development of performance standards is required. After that, you can set activity goals for a certain period - specific, measurable, understandable, communicated to the employee and agreed with him. In the period between attestations, it is recommended to periodically evaluate how planned is being carried out. During the next certification, the procedure is repeated, but at a higher level.

Depending on who conducts certification, the use of certain methods is allowed. Visually, it looks like this - tab. 1.2.

Table 1.2 - Application of various methods of personnel assessment

Who evaluates
		Comparative Methods	Recording Methods
Manager evaluates subordinates
Employees evaluate the manager
Colleagues evaluate each other
Grade Combination
Self-esteem
Consultants

Often, in practice, several methods are combined in certification (and certification sheet). For example, a short description (recording methods) can complement the rating methods, and for the best organization of MBO it is reasonable to apply self-assessment and, in some cases, rating methods. The results of comparative methods should preferably be supported and substantiated by rating methods or recording methods. In any case, when preparing an attestation, it is important to keep in mind the goals and the resources available to the organization. The more complex combination of methods is chosen,

the longer and more difficult the certification will be, but the information received will be deeper and more serious.

In addition to the above methods of certification, you can use the following methods:

Testing;

Assessment by abstracts;

Method of expert survey;

- "360 - certification";

Business games;

Psychological methods;

Assessment Centers.

Thus, personnel assessment is an integral part of the entire management system in an organization, since it is impossible to effectively manage people without having an idea of ​​the results of their work, the level of development of professional and personal qualities.

All evaluation methods can be divided into methods of individual evaluation of employees, which are based on a study of the individual qualities of an employee, and group evaluation methods, which are based on a comparison of the effectiveness of employees within.

The most common personnel assessment methods are: questionnaire method, descriptive assessment method, classification method, pair comparison method, rating or comparison method, given distribution method, decision situation assessment method, rating behavioral attitudes method, behavior observation scale method, questionnaire method and comparative questionnaires, interviews, 360-degree evaluation method, independent judges method, testing, committee method, evaluation center method, business game method, goal achievement evaluation method (Goal setting method), evaluation method based on competency models. Certification is a complex procedure for assessing personnel in order to identify the compliance of the level of work, quality and potential of the individual with the requirements of the activities performed.

2. Analysis of methods for assessing personnel when hiring and in the process of labor activity used at UE "MZSh"

2.1 Organizational and economic characteristics of the activities of UE "MZSH"

Production Republican Unitary Enterprise "Minsk Gear Plant" (hereinafter PRUP "MZSh") is one of the largest specialized enterprises in the CIS.

PRUP "MZSH" is a full technological cycle enterprise. Has a production area of ​​110,000 square meters. Has more than 3200 pieces of metalworking equipment, powerful forging and pressing, thermo and chemical-thermal production units; workshops - tool, power, repair - mechanical, agricultural machines, transport and processing of metal waste. Type of production: from mass and large-scale to single. The production quality management system complies with the requirements of the international standard ISO9001 and was introduced at the plant in 2001.

The main products are gears and shafts (gears and shaft - gears) for tractors, cars, agricultural machines, combines, engines, pumps, gearboxes, light industry machines.

The main technical and economic indicators necessary for analyzing the production of the enterprise, the results of the activities of UE "MZSH", are summarized in table 2.1.

As the data in Table 2.1 show, all the analyzed indicators of the enterprise have grown, which indicates an increase in the efficiency of activities in the study period. Intershop and intrashop cooperation is clearly organized at the enterprise, brigade labor organization is widely used, a significant part of the workers perform multi-machine maintenance.

Table 2.1 - Indicators of production and economic activity of UE "MZSH" for 2012-2014

Indicators				Deviation, +/-	Growth rate, %
Volume of products sold, million rubles
The volume of marketable products, million rubles
Gross output, million rubles
Average number of employees, pers.
Balance sheet profit, million rubles
Profit from
implementation
products, million rubles
product cost,
Average annual
cost of basic production
funds, million rubles
Average annual
working capital
funds, million rubles

According to the results of work for 2010, with an increase in production volumes by 23.6% compared to the previous year, the average number of PPP decreased by 4% (-90 people). Compared with 1990, labor productivity increased 2.4 times. There are practically no losses of working time at the enterprise due to organizational and technical reasons.

The work on the implementation and development of personnel policy is carried out by the personnel department. In its activities, the personnel department of UE “MZSH” is guided by the current legislation of the Republic of Belarus and the charter of the enterprise.

The most important function of the personnel department of UE "MZSh" is to document the process of personnel movement at the enterprise. This type of activity includes promotion, demotion, transfer, termination of the employment contract. For this purpose, an instruction has been developed that determines the procedure for registration when hiring, transferring, dismissing and accounting for employees of the enterprise, as well as the procedure for issuing, accounting and distributing orders for personnel.

Let us consider in more detail the personnel structure of UE "MZSH" (table 2.2).

Table 2.2 - Number of personnel of UE "MZSH"

As we can see from Table 2.3, for senior and middle managers, the availability of labor resources exceeds 100%. The data of the analysis indicate the need for a better use of the resources available at the enterprise. The provision of specialists and workers is 98.8% and 98.4%, respectively, which makes it necessary to reconsider the need for these personnel and a possible increase in the number of this category of workers.

Efficient use of labor resources is crucial to improve the performance of the enterprise.

Over the past 2 years, the share of employees over 25 years old has increased in UE “MZSH”, employees with experience from two to five years predominate, despite the predominance of workers with secondary specialized education, the share of personnel with higher education is increasing.

Table 2.3 - Provision of UE "MZSH" with labor remurs

The structure of the personnel of UE “MZSH” should be assessed positively, since the organization has employees of different ages and with different length of service.

Consider the indicators of the movement of the labor force of UE "MZSH" (table 2.5).

Table 2.5 - Indicators of the movement of the labor force of UE "MZSH"

Index
Average number of employees
Number of people hired
Number of dismissed
Acceptance turnover ratio
Termination turnover ratio
Flow rate
Staff retention rate
Employee turnover rate

As can be seen from the above data, the staff turnover at the enterprise is low. During 2011-2013 it decreased by 3.1% and amounted to 4.4% in 2013. Staff turnover causes great damage to the economy. According to studies before dismissal, within a month, the productivity of laid-off workers decreases by 10-15%, and for newly hired workers, productivity is lower by 56% within three months. These losses are approximately 10-15 days. It takes another 10-20 days from the moment of dismissal to the start of a new job. Therefore, the total loss will be 20-35 days.

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There are a large number of different methods and techniques for assessing personnel. It is important for HR employees to have a clear idea of ​​what type of assessment should be used in their organization. Let's try to analyze what types of assessment methods and techniques exist on the market, systematize them and determine for what tasks certain questionnaires, interviews and other research tools are applicable. Conventionally, all methods of researching an organization can be divided into three main approaches: humanitarian, engineering and empirical. Personnel assessment methods are most related to the empirical approach, as they are based on the dissemination of successful industry or functional experience, the use of precedent experience in decision making. In most cases, evaluation is a comparison of the characteristics obtained during the study with the characteristics of a “reference sample”. Empirical research methods are usually divided into quantitative and qualitative ones.

Quantitative methods of personnel assessment

Quantitative methods can be characterized as formalized and massive. Formalization is expressed in the focus on the study of strictly defined analyzed variables, set in advance, and their quantitative measurement. The high level of formalization of quantitative methods is associated with their statistical processing.

The most common quantitative method is the questionnaire. In the process of questioning, the employee/candidate for a vacancy is asked to answer in writing the questions presented in the form of a questionnaire. Due to the ease of use and processing, questionnaires can be used both separately and as a component of almost all types of a comprehensive personnel assessment system. According to the form, the questions in the questionnaire are divided into open, requiring a free answer, and closed, the answer to which is to select one (or more) of several statements proposed in the questionnaire. One of the many options for using the questionnaire is to collect information about the real business and personal competencies of an employee within the framework of the 360-degree assessment system. In this case, the survey of his manager, colleagues, subordinates and clients significantly saves time for both the respondents and the employee who processes the received data.

Questionnaire - the most common quantitative method of evaluation

One of the types of surveys used to assess personnel are personality questionnaires - a class of psychodiagnostic methods designed to determine the degree of severity of certain personality traits in an individual. In form, they are lists of questions, while the answers of the subject are presented quantitatively. As a rule, with the help of this method, features of character, temperament, interpersonal relationships, motivational and emotional spheres are diagnosed. For this purpose, specific methods are used. We present the most popular of them.

Multi-factor personality questionnaires

Personality questionnaires are designed to describe a wide range of individual personality characteristics.

Cattell Questionnaire (16-PF)
The main factors are the general level of intelligence, the level of development of the imagination, susceptibility to new radicalism, emotional stability, the degree of anxiety, the presence of internal tensions, the level of development of self-control, the degree of social normalization and organization, openness, isolation, courage, attitude towards people, the degree of dominance - subordination , dependence on the group, dynamism.
MMPI Questionnaire
The main scales include somatization of anxiety, anxiety and depressive tendencies, repression of anxiety-causing factors, the realization of emotional tension in direct behavior, the severity of male/female character traits, rigidity of affect, fixation of anxiety and restrictive behavior, autism, denial of anxiety, hypomanic tendencies, social contacts.
FPI Questionnaire
This questionnaire was created primarily for applied research, taking into account the experience of constructing and using such well-known questionnaires as 16PF, MMPI, EPI, etc. The scales of the questionnaire reflect a combination of interrelated factors. The questionnaire is designed to diagnose mental states and personality traits that are of paramount importance for the process of social, professional adaptation and regulation of behavior.
Leonhard's characterological questionnaire
The test is designed to identify the type of accentuation (certain direction) of the character. Accentuations are considered as an extreme version of the norm, which is their main difference from psychopathy - pathological personality disorders. The following types of personality accentuation are diagnosed: demonstrative, stuck, pedantic, excitable, hyperthymic, dysthymic, anxious-fearful, affective-exalted, emotive, cyclothymic.

Questionnaires of motivational features

Rean's Questionnaire
The motivation to achieve success and the motivation to avoid failure are diagnosed.
Diagnostics of the level of pedantry
On the one hand, pedantry is the desire to follow the accepted forms, jealous and stubborn observance of various trifles, and loss of sight of the essence of the matter. On the other hand, pedantry is also manifested in diligence, responsibility, conscientious attitude to duties, rigor and accuracy, striving for the truth.

Mental Wellbeing Questionnaires

Questionnaires of this type assess the level of neuropsychic adaptation, anxiety, neuropsychic stability, neuroticism, and social adaptation.

Methodology for determining stress resistance and social adaptation of Holmes and Rage
Doctors Holmes and Rage (USA) studied the dependence of diseases (including infectious diseases and injuries) on various stressful life events in more than five thousand patients. They came to the conclusion that mental and physical illnesses are usually preceded by certain major changes in a person's life. Based on their research, they compiled a scale in which each important life event corresponds to a certain number of points, depending on the degree of its stressfulness.
Heck and Hess method of rapid diagnostics of neurosis
Preliminary and generalized diagnosis of the probability of neurosis.
Spielberger Reactive and Personal Anxiety Scale
Identification of the level of personal and reactive anxiety. Personal anxiety is understood as a stable individual characteristic that reflects the employee's predisposition to anxiety and implies that he has a tendency to perceive a fairly wide range of situations as threatening, responding to each of them with a certain reaction.

Self-Attitude Questionnaires

The features of the attitude of the employee to himself are studied.

Personal self-assessment methodology (Budassi)
The level of self-esteem is determined (high, low or normal).
Stefanson's questionnaire
The technique is used to study the employee's ideas about himself. The advantage of the technique is that when working with it, the subject shows his individuality, the real "I", and not compliance / non-compliance with statistical norms and the results of other people.

Temperament Questionnaires

Eysenck personality questionnaire
The test is aimed at diagnosing personality parameters, neuroticism and extraversion-introversion.
Strelyau Questionnaire
The strength of the processes of excitation, processes of inhibition, the mobility of nervous processes are diagnosed.

Value Questionnaires

They are used to study the value-semantic sphere of personality.

Rokeach test "Value Orientations"
The technique is based on direct ranking of the list of values.

Questionnaires of emotional characteristics:

Test "Emotional burnout"
The degree of psychological protection in the form of "emotional burnout" is revealed (this technique is especially relevant for workers involved in the field of interaction with people).
Scale for assessing the significance of emotions
The technique proposed by B.I. Dodonov, is aimed at identifying the emotional states of a person that give him pleasure.

see also

Behavior Activity Tests

Methodology "Out of difficult life situations"
The dominant way of solving life problems in a person is determined.

It should be noted that many of the above methods were originally developed and used in clinical psychology and only then began to be used in enterprises for personnel assessment. However, these methods, for the most part, have not been sufficiently adapted to assess employees, therefore, in order to use them in organizations, a specialist with a fairly high level of knowledge in the field of psychology is needed.

Aptitude tests are another important method of personnel assessment. They are a specially selected standardized set of tasks that serves to assess the potential ability of a person to solve various problems. Any kind of intelligence test can be considered an ability test. To identify specific abilities, for example, for certain types of activities (medicine, technology, law, education, etc.), special tests are being developed. Perhaps the most common among the methods used in personnel assessment are those aimed at identifying the professional abilities of employees.

Amthauer Intelligence Structure Test
Designed to determine the ability for abstract thinking, memory, spatial imagination, language sense, mathematical thinking, judgment formation, etc.

Guilford test
Allows you to measure social intelligence, which is a professionally important quality and allows you to predict the success of teachers, psychologists, psychotherapists, journalists, managers, lawyers, investigators, doctors, politicians, businessmen.

Raven test
With the help of progressive matrices, it allows not only to evaluate the intellect itself, but also makes it possible to get an idea of ​​the employee's ability for systematic, systematic, methodical intellectual activity.

It should be noted that many of the known ability tests do not provide enough material to make predictions based on them. They provide limited information that needs to be supplemented with information from other sources.

Qualitative methods of personnel assessment

As opposed to quantitative, qualitative research methods are singled out, which are informal and aimed at obtaining information through an in-depth study of a small amount of material. One of the most commonly used methods is the interview.

The interview method is distinguished by strict organization and unequal functions of the interlocutors: the interviewer (the specialist who conducts the interview) asks questions to the respondent (the assessed employee), does not conduct an active dialogue with him, does not express his opinion and does not openly reveal his personal attitude to the questions asked and the answers of the subject . The task of the interviewer is to reduce his influence on the content of the respondent's answers to a minimum and ensure a favorable atmosphere for communication. The purpose of the interview from the point of view of the interviewer is to get answers from the respondent to questions formulated in accordance with the objectives of the study (the qualities and characteristics of the person being assessed, the absence or presence of which must be identified).

Create a friendly atmosphere at the interview, it promotes the exchange of information

Based on various parameters, it is customary to distinguish several types of interviews. The following types are most used in personnel assessment.

Biographical interview focused on the candidate's past employment history. When it is carried out, it is assumed that the behavior in the past is an indicator of the behavior in the future. Biographical interviews focus on the work experience and work style of the person being assessed. Jobs are collected in reverse chronological order. The interview assesses the degree of importance of the employee's current work for the organization and his competence in terms of meeting the requirements for a particular position. At the same time, you should ask correctly selected questions and observe the same conditions for all the assessed. In practice, the questions come from "employee requirements", which list the individual characteristics necessary to successfully complete the job. The advantage of a biographical interview is that it meets the expectations of the candidate (employee) and gives him the opportunity to perform at his best. However, this same factor can cause bias in the assessment. The effectiveness of such an interview also depends on how correctly the questions relate to the job criteria.

behavioral interview contains a structured list of questions designed around experience or ability in specific areas or job-related criteria. These criteria are identified in the process of analysis, the subject of which was the work and behavior of successful employees. The main advantage of the behavioral approach is that it deals with the skills that are important to the job. On the other hand, such an interview can take a lot of time, since during it it is necessary to discuss all the important aspects of the work. In addition, due to the fact that the interview is focused on the process of carrying out a certain work, it is easy to overlook important questions regarding the general professional background of the candidate/employee.

situational interview is based on the construction of certain situations and the proposal to the assessed employee to describe the model of his behavior or way out of this situation. In the evaluation process, the employee tries to give socially desirable answers, that is, those that he considers socially correct. During the interview, it becomes possible to assess how these perceptions correspond to the values ​​of the organization, accepted behavior patterns, as well as the work that the employee performs.

Projective interview is based on a special construction of questions in such a way that they offer the employee / candidate to evaluate not himself, but people in general or some character. Projective techniques are based on the fact that a person tends to transfer his life experience and attitudes to interpreting the actions of other people, as well as to fictional situations, characters, etc. In a projective interview, an employee is less likely to give socially desirable responses. However, the process of conducting a projective interview is very lengthy, and the data obtained is quite difficult to process. In addition, the professional and personal qualities of the interviewer will have a significant impact on the result.

One of the main qualitative methods of personnel assessment is also the traditional document analysis. It is believed that documents are or can be reliable evidence of phenomena occurring in reality. In many ways, this applies to official documents, but it can also apply to unofficial ones. The analysis of documents means the transformation of the original form of the information contained in the documents into the form necessary for the personnel appraiser. In fact, this is nothing more than an interpretation of the content of the document, its interpretation. In the process of document analysis, resumes, letters of recommendation and cover letters, educational documents (diplomas, certificates, qualification certificates), research and publicistic works, etc. can be examined.

Document analysis - a traditional evaluation method

There are methods containing features of both qualitative and quantitative methods. First of all, this applies to business cases.
business case is a comprehensive description of the situation in which a real company once found itself. The case, as a rule, describes the external environment and the internal environment of the company, as well as their changes over time. The events faced by managers, as well as the actions of the latter, are presented in the order in which they actually happened. But the most important thing is that the case formulates the problem that this or that employee of the company had to solve. The accuracy and fidelity of the choice of a typical working situation and the professionalism of creating a business case determine the reliability of the forecast when using this method. On the one hand, the method is based on the pragmatism of the proposed options for solving business problems, on the other hand, it is possible to identify a system of non-standard approaches to solving typical situations, which determines the degree of employee creativity.

see also

At the current stage, most personnel appraisers are striving to create comprehensive systems for assessing the personnel of an enterprise, including a sufficiently large number of methods in order to minimize errors in the assessment process. However, first of all, it is important not only to bring together several methods, but to adapt them to the conditions existing in the organization, and often - when it comes to foreign methods - to the conditions of Russian reality. Of great importance here is the professionalism and experience of the specialist who manages the assessment process, since the fulfillment of this task, in addition to relevant personal qualities, requires knowledge and competencies in the field of psychology and understanding of business processes, goals and specifics of the company's activities.