ASSESSMENT OF STAFF LABOR EFFICIENCY
In order to provide the information necessary to solve the organization’s problems and not conflict with the law, the performance assessment system must provide accurate
and reliable data. To create an effective system for assessing employee performance, it is necessary to:
1) establish labor productivity standards for each workplace and criteria for its evaluation;
2) develop a policy for conducting performance assessments, i.e. decide when, how often, and by whom to evaluate;
3) oblige certain persons (or the employees themselves) to evaluate labor productivity;
4) impose an obligation on persons conducting assessments to collect data on the performance of employees;
5) discuss the assessment with employees;
6) make a decision and document the assessment.
The indicators by which the work of workers is assessed are called evaluation criteria. This includes, in particular, the quality of work performed, its quantity and the effectiveness of the results. The important thing here is that it is not individuals who should be assessed,
and the effectiveness of their work.
The following requirements apply to labor assessment procedures:
a) the criteria applied must be clear;
b) the information used for the assessment must be accessible;
c) assessment results must be linked to a reward system;
d) the assessment system must be appropriate to the situational context.
Job evaluation can be daily, periodic
and potential assessment (Table 6.1).
Table 6.1
Types of assessment and their features
Factors influencing the assessment of labor productivity include:
1. The nature of the tasks performed by the employee. Thus, the tasks of an employee or manager are likely to be rated higher than those of a general worker.
2. Government requirements, restrictions and laws. Control by the state in the field of employee promotion, their wages, etc. indirectly pushes enterprises to create more advanced evaluation systems.
3. Personal attitude of the appraiser towards the employee. If the appraiser's moral values match his work ethic, his appraisal can mean a lot. If this process is in bad hands, then the number of dismissals and refusals increases and may decrease
and labor productivity: for a manager with a formal attitude to work, assessing the performance of others’ work is also not of much importance.
4. Manager's work style. The manager can use the received assessment in various ways: honestly or dishonestly, in support or punishment, positively or negatively, and the assessment of work performance can lead to
to completely different conclusions than those intended by its organizers.
5. Trade union actions. They also influence the assessment of labor productivity: they can either support or oppose this system.
The following main approaches to labor assessment are distinguished:
1) score based on results(for example, profit received). However, for complex, complex activities that affect many people, this approach is inadequate, since the problem arises of assessing everyone’s contribution to the result;
2) behavior assessment(according to criteria related to the activities performed). However, it should be borne in mind that it is not so much behavior that is being assessed, but rather traits, so special argumentation is required in the language of behavioral manifestations;
3) success ratings(as measured by scales reflecting behavioral or trait dimensions). However, there is a danger of errors in generalization and generalization, when assessments of some scales are unreasonably transferred to others. Examples of modified ratings are: a) behavior-oriented rating scales; b) behavioral observation scales;
4) ranking procedures, making it possible to establish differences between a number of individuals (according to one or a number of indicators). This approach can produce fairly reliable results for pairwise comparisons.
Labor performance assessment is the function of the HR manager. However, in some cases, other persons or bodies are also involved in the assessment:
- A committee of several supervisors. This approach has the advantage of eliminating the bias that can occur when an assessment is conducted by a single supervisor.
- Colleagues of the person being assessed. This requires that they know the level of performance of their colleague, trust each other and do not try to beat each other for the opportunity for salary increases and promotions.
- Subordinates of the person being assessed. This system was used by Exxon (for example, students evaluated the work of the dean's office).
- Someone not directly involved
to the work situation. This approach is more expensive than others and is used to evaluate an employee in some very important position, as well as to possibly fight accusations
in prejudice.
- The employee himself - using methods used by other appraisers. This approach is used in to a greater extent
for the purpose of developing self-analysis skills among workers, rather than for assessing work performance.
Possible combination listed approaches : The supervisor's assessment can be confirmed by self-assessment, and the results of the supervisor's assessment can be compared with the assessment of subordinates or colleagues.
Which are accepted at the enterprise. They can be recorded in the appropriate position, which also regulates the assessment procedure. Each organization develops its own criteria, and therefore even the same positions in different institutions may have different requirements.
Personnel performance assessment
Assessing labor productivity and personnel costs is the need to identify the ratio of the effectiveness of an individual employee or team to costs. The main criteria in this analysis are current performance indicators, as well as the cost of maintaining an employee or department.
To evaluate work performance, it is necessary first of all to identify the main criteria for business evaluation of personnel. According to them, methods are developed - those actions and activities, the results of which form an opinion about the employee and his value to the organization.
Criteria and indicators for assessing personnel performance
The main criteria for evaluating employees are the following aspects:
- professional qualification— possession of the necessary skills, knowledge and experience required for this position;
- competence— personal characteristics that are used to apply existing knowledge in practice;
- psychological and moral characteristics - skills that help adapt to changes and stressful situations, integrate and work in a team;
- additional specific indicators - these may include job requirements related to personality, for example health or attitude to work.
In assessing the performance of personnel, it is customary to highlight indicators in accordance with the methodology used. For example, the matrix method involves creating an ideal profile with a set of appropriate characteristics. The employee is compared according to these values.
Methods for assessing employee performance
The methods used are improved based on existing experience. To improve performance, joint seminars and trainings are held with similar institutions. When sharing experience, it is important to pay attention to its adaptation to own organization. Not all methods can be equally effective and show the best results.
Efficiency of the personnel incentive and assessment system
Assessment of the effectiveness of personnel labor organization is based on those indicators that are discovered based on the results of assessment activities. The main criterion in this case will be their effectiveness. In practice it looks like this.
Based on the measures taken, a conclusion is made and recommendations are made that are aimed at improving the work of an individual employee or the team as a whole. After they are completed, additional assessments are carried out after a certain period of time. Based on its results, conclusions are drawn about the effectiveness of the overall system.
An important aspect in this regard is the stimulation to labor activity and employee motivation. If there is a desire to improve and improve performance, then the effectiveness of the actions taken increases by an order of magnitude.
Approaches to assessing personnel performance
To assess labor efficiency, the following approaches can be distinguished:
- assessing performance at the company level as a whole, structural unit and a separate specialist;
- the desire to effectively use the potential of personnel as a resource for the successful development of the organization;
- identifying those employees who show the greatest success; encouraging and including them in personnel reserves;
- using motivational levers and establishing a close relationship between labor efficiency and wages.
These approaches are the main aspects in which the management service operates. Final goal— creating conditions that help unleash the potential of each individual employee for the benefit of the organization.
Indicators for assessing staff performance
Labor efficiency is a separate component of the success of an organization. Its indicators can be identified in the following list:
- productivity of work activity and its fluctuations;
- qualitative values of work;
- professional qualifications of employees;
- the ratio of the costs of maintaining an employee and his productivity;
- rationality in organizing working conditions, as well as optimization of existing processes.
At general analysis we can conclude that the effectiveness of work activity lies in higher performance at lower costs. It is by this criterion that the effectiveness of personnel is assessed.
FEDERAL AGENCY FOR EDUCATION OF THE RF
State educational institution of higher professional education
"TYUMEN STATE OIL AND GAS UNIVERSITY"
INSTITUTE OF OIL AND GAS
Department of Economics, Organization
and production management
COURSE PROJECT
discipline: "Management"
on the topic: Personnel productivity
Completed by a student of group EUM-06
Musikhina Ya.V.
Scientific supervisor: Cheymetova V.A.
Tyumen, 2009
Lead 3
1. Labor productivity as a regulator of personnel competency management 5
2. Measuring the performance of management personnel 9
2.1 Factors of performance of managers
and specialists 9
2.2 Criteria for assessing labor productivity 11
2.3 Methods for assessing labor performance
managerial workers 13
3. Assessing the performance of management personnel at 18
Conclusion 29
References 30
INTRODUCTION
Organizations exist to achieve their goals. The degree to which these goals are achieved shows how effectively the organization operates, i.e. How effectively organizational resources are used.
Currently, more and more attention is being paid to human resources. If previously the personnel service was represented by the personnel department, the main functions of which were personnel accounting, monitoring compliance with labor legislation and document flow, now personnel work is aimed at the formation of efficient and effectively functioning personnel.
To achieve this goal, various methods and procedures specific to different stages of the organization's development can be used. But practically no direction personnel work to one degree or another cannot do without assessing the performance of personnel. Personnel evaluation procedures are the basis for many specific aspects of personnel work. In particular: when hiring, it is necessary to assess the degree of readiness of the candidate to work in the position, determine the presence or absence of the qualities necessary for successful work; when promoting, it is necessary to assess how prepared he is to perform new functions; when preparing training, it is necessary to assess the level of professional competence, identify a list of knowledge and skills that need to be mastered; when developing a remuneration system, it is necessary to evaluate the employee in order to determine the amount of bonuses and compensation; when laying off or laying off, it is necessary to assess the prospects and give the dismissed employee guidelines and recommendations on where he could be more successful, perhaps help him choose a retraining program, etc.
The profit indicator allows you to evaluate the efficiency of the organization as a whole, which consists of the efficiency of using all organizational resources, including each employee. Naturally, employees perform their production duties differently. However, in order to carry out this differentiation, it is necessary to have a unified system for assessing the effectiveness of each employee in performing his or her job functions.
Thus, assessing the performance of personnel is an integral element of the functioning of the organization. It permeates the entire personnel management system - recruitment, selection and placement of personnel, professional development of personnel (training of personnel reserves, career development, training), motivation of activities. Assessing the performance of staff is necessary during a reorganization; it allows us to identify how capable each employee is of adapting to new working conditions, select the most suitable candidates and retain them in the new organization. The assessment is needed to make an informed decision on the reduction and dismissal of an employee. Thus, the assessment of personnel performance permeates the entire system of personnel work.
1. Labor productivity as a regulator of personnel competency management
In market conditions, the efficiency of economic activity depends to a great extent on the quality of the work of the personnel management service and the effectiveness of the decisions they make. Therefore, it is difficult to overestimate the importance of a timely, objective, comprehensive analysis of the activities of the personnel management service. Such an analysis can provide the necessary information for fundamental changes in the nature and efficiency of any enterprise.
The effectiveness of the organization as a whole depends on the level of internal efficiency, i.e. depends on how “the right things are created correctly.” An internally effective organization rationally uses all types of resources, including labor resources. At the same time, products or services are produced with minimal costs and high quality. Consequently, effective management of an organization is possible only if there is an effective management system. In order to assess the level of effectiveness, a thorough analysis of the system is necessary.
Labor performance assessment– one of the functions of personnel management, aimed at determining the level of efficiency of work performed by a manager or specialist. It characterizes their ability to directly influence the activities of any production or management level (organization).
Of course, the evaluation system and, most importantly, the actual evaluation of employee performance should be as objective as possible and be perceived by employees as objective. To impart objectivity to the evaluation system, its criteria must be open and understandable to employees. Further, the assessment results must be confidential, i.e. known only to the employee, his manager, and the human resources department. Disclosure of results creates tension in the organization, promotes antagonism between managers and subordinates, and distracts employees from preparing and implementing a plan to correct deficiencies. The acceptance of the evaluation system by employees and their active participation in the evaluation process are also a condition for its effective functioning.
Assessment of the labor productivity of each employee is aimed at determining the level of effectiveness of his work. It characterizes their ability to directly influence the activities of any structural unit of the organization. The result of an employee’s work can influence the achievement of the goals of a department or organization as a whole. Personnel performance assessment has the following objectives:
increasing staff efficiency;
assigning adequate remuneration for staff work;
making decisions * related to the employee’s career.
In the practice of domestic enterprises, the problem of adequate and accurate assessment of the work of an individual employee still remains unresolved. This means that the models labor relations and human factor management must be seriously reformed in the direction of significantly better (by an order of magnitude) use of human creative abilities.
A person’s creative abilities are manifested through his competence, which is the central concept of the entire concept of personnel management *.
Competence- this is a rational combination of abilities, personal qualities and motivation of the company’s personnel, considered in a time interval (Fig. 1).
When assessing the competence of personnel, we evaluate the very general view:
personnel abilities (level of education, amount of knowledge, professional skills, experience in a certain field, etc.);
personal properties (initiative, sociability, reliability, etc.);
motivation (range of professional and personal interests, desire to make a career, etc.).
Personnel competence is a very dynamic and developing category. It can be significantly increased through constant training, self-education, hiring outside workers and especially motivation. Therefore, the tasks of personnel management are to optimize the effectiveness of their actions, which depends on competence and motivation.
This leads to the conclusion that in order to increase the efficiency of a company, it is necessary, firstly, to develop the competence of each employee and, secondly, to improve the forms of labor motivation. The development of competence can be carried out both through professional education organized by companies, and through self-education of the employee. In this regard, the desire of many companies to invest huge amounts of money in vocational training, quality circles, staff rotation, foreign internships, etc. becomes understandable.
Competency management can take place both at the company level and at the individual level. At the personal level, competency management carried out in the following sequence:
the employee evaluates his competence in comparison with the requirements of his position;
activates the knowledge and skills acquired by him in case of inconsistency with the requirements of the position;
decides on the need for additional training if these skills do not bring the employee to the level of compliance with the requirements of the position.
Competence management at the firm level carried out by special workers and provides:
assessment of the company's personnel needs in accordance with the goals and objectives of the company;
assessing the level of competence of employees;
comparison of available and required resources by level of competence;
making decisions to ensure the matching of available and required resources (through training of employees or attracting workers from the labor market).
2. Measuring the performance of management personnel
2.1 Factors of labor productivity for managers and specialists
The indicators of the final results of the work of employees of the management apparatus, as well as its content, are influenced by a combination of various factors(Table 1). Taking into account these factors is mandatory when assessing the performance of specific officials in specific conditions of place and time, because increases the degree of validity, objectivity and reliability of assessment conclusions.
Labor productivity is a measure of labor efficiency, characterized by the achievement of the expected result of work, the goal of work activity, or the degree of approximation to it.
Labor productivity is determined by the values of indicators reflecting the achieved final result of labor.
The result of labor is the result of the purposeful labor activity of an individual employee.
Labor performance assessment is one of the types of personnel management activities aimed at determining the level of effectiveness of the work performed by the employee being assessed.
Performance appraisal serves a number of important organizational purposes:
The assessment helps determine which employees require more training and the results of personnel training programs. It helps to establish and strengthen business relationships between subordinates and managers through discussion of evaluation results and, in addition, it encourages managers to provide the necessary assistance;
Evaluation of the administration helps to decide who should receive a salary increase, who should be promoted, and who should be fired;
Appraisal encourages employees to work more efficiently. The presence of an appropriate program and publicity of the results of its implementation develop initiative, develop a sense of responsibility and stimulate the desire to work better;
Evaluations serve as the legal basis for transfers, promotions, awards, and terminations. It provides material for developing recruitment questionnaires. The assessment provides the necessary information to determine the employee's salary and benefits. It is a natural occasion for a long conversation between a manager and a subordinate about work problems, during which both parties get to know each other better;
The assessment can be used in the development of personnel selection tools, such as tests.
Indicators of employee labor results are quantitative and quality characteristics his work, which are used to plan and evaluate his activities for any period of time (year, quarter, month) or when performing a set amount of work or task. In a word, the results of an employee’s work are expressed by indicators characterizing the quantity, quality, completeness and timeliness of fulfillment of the duties assigned to him, and for managers - also taking into account the final results of the work of the workforce.
Employee performance indicators must meet the following requirements:
Be easy to calculate
Be clear and accessible to employees
Be differentiated, i.e. reflect the specifics of labor of various categories of workers and positions
Reflect the completeness and accuracy of the duties, functions, and tasks performed by employees
Reflect the results of the employee’s work in both quantitative and qualitative characteristics
Reliably and accurately characterize the results of an employee’s work activity
To be assessed using one of the known methods.
The variety of types of work activity - with a predominantly physical or mental nature of work, managerial, creative, entrepreneurial, etc. - is characterized by a wide variety of performance indicators individual species labor, or, more specifically, the labor of employees of certain professional groups and positions.
Despite the diversity of labor performance indicators, a number of factors can be identified that influence labor productivity. They can be reduced to several homogeneous groups.
Factors are the reasons (or conditions) for achieving a particular result of labor. Factors influence the employee’s ability to carry out purposeful activities through the use of his psychophysiological, professional, moral, motivational qualities and attitudes.
There are three main groups of factors influencing labor results:
The first group represents a unified structure of traditional macrofactors that objectively exist under the conditions of a certain socio-economic policy of the state and the natural climatic environment
The second group shows that the results of workers’ labor are influenced by the production, internal environment that directly surrounds the people in the organization
The third group - it includes those conditions for effective work that are inseparable from each employee, since they are given to him by nature from birth, or acquired by him in the process of upbringing, education, and communications.
When choosing performance indicators, you should consider:
The nature of the employee’s activity - that is, for what category and position of the employee the indicators are established, since they must be differentiated depending on the complexity, responsibility and nature of the employee’s activity
To solve what specific problems are labor performance indicators used - for example, increasing wages, establishing the employee’s contribution to achieving the organization’s labor results, etc.
In accordance with this, the establishment of indicators of labor results in relation to the category of workers can be carried out most successfully and quite simply.
This is especially true for piece workers, since determining the quantitative and qualitative result of their labor (quantity, volume of products produced, quality of products) for this category of workers is simple and is based on production program on the manufacture of specific products, on the order portfolio, etc. In this case, the assessment of the results of workers’ work is carried out by comparison with the planned or standardized task.
That is, the productivity of production workers is determined by their labor productivity.
Labor productivity is an indicator of the efficiency of using labor resources ( labor factor). Labor productivity is measured: either by the quantity of production in kind or in monetary terms produced by one worker for a certain, fixed time (hour, day, month, year); or the amount of time spent on producing a unit of marketable product.
It is much more difficult to establish labor performance indicators for managers and specialists, since they must characterize their ability to directly influence the activities of any production or management level. In the most general form, the result of the work of a management employee is characterized by the level or degree of achievement of the management goal.
Assessment of the labor results of different categories of workers differs in their tasks, significance, indicators and characteristics, and the difficulty of identifying results. In this regard, it is necessary to highlight such a concept as “evaluation criterion” - these are the key parameters by which the effectiveness of an employee’s activities is assessed.
Let us present in Table 1.1 some criteria for assessing the results of workers’ work.
Table 1.1 - Criteria used in assessing employee performance
|
Indicators |
Criteria |
|
Quantitative indicators |
Labor productivity Sales volume in pieces Sales volume in rubles Number of documents processed Number of concluded contracts |
|
Quality of work |
Number of errors (when printing papers, filling out forms, statements and other documents) Defect rate Number of complaints or claims from customers The cost of poorly performed or rejected work |
|
Lost working time |
Number of absenteeism and absenteeism Number and frequency of lateness to work Number and frequency of unauthorized breaks |
The procedure for assessing labor results will be effective if the following mandatory conditions are met:
Establishment of clear “standards” of labor results for each position (workplace) and criteria for its evaluation;
Development of a procedure for assessing labor results (when, how often and who conducts the assessment, assessment methods);
Providing complete and reliable information to the appraiser about the employee’s labor results;
Discussion of the assessment results with the employee;
Decide on assessment results and document the assessment.
To provide information necessary for the organization's objectives and not conflict with the law, the performance assessment system must provide accurate and reliable data. With a certain system, the ability to obtain reliable and accurate data increases. Here are six steps that provide the basis for such a systemic process:
Establish labor productivity standards for each workplace and criteria for its evaluation;
Develop a policy for conducting performance assessments, i.e. decide when, how often, and by whom to evaluate;
Oblige certain persons (or the employees themselves) to evaluate labor productivity;
Make it obligatory for those conducting assessments to collect data on employee performance;
Discuss the assessment with the employee;
Make a decision and document the assessment.
Problems may arise in the process of evaluating employee performance. We list the main ones:
Many employees are distrustful and cautious about job performance assessments, mainly due to fears of their bias.
Many performance appraisals fail because they are poorly designed, particularly because they are based on inappropriate assessment criteria or cumbersome methods. Evaluation becomes a matter of form and content in the case when the criteria are focused on activity or personal qualities, and not on the employee’s output performance. Some scoring systems require a large investment of time or extensive written analysis.
Inadequate (insufficient or not relevant) training of those conducting the assessment. This problem can lead to a number of issues related to assessment standards - the so-called "halo effect" - excessive leniency or demandingness; "averaging" ratings; excessive emphasis on “fresh” impressions and, finally, personal bias.
Many evaluators avoid giving high or low ratings. They hold the view that all employees are approximately average and, say, give their subordinates a rating of 4 on a rating scale from 1 to 7. Giving such “average” ratings does not bring any results. Persons making assessments should be notified that it is necessary to differentiate employees according to their results and for this purpose use the proposed rating scales in their entirety.
One of the problems of assessment systems is the temporal dispersion of the assessed qualities. Persons making assessments forget about the qualities assessed earlier and are under the fresh impression of the qualities assessed in this moment. Thus, many appraised workers are assessed on performance over the last few weeks rather than on average performance over six months or a year. This is called the freshness of impressions bias.
If performance evaluations are made by incompetent or biased evaluators, employees will resist or ignore them.
Performance appraisal will be less effective if a person is not interested in his work and views it only as a means to earn money. And if the evaluation is not so negative that the employee is afraid of its consequences, then it may be considered simply as paper-throwing.
For a qualitative assessment of labor productivity by an appraiser, there are short retraining programs for appraisers, which usually sharply reduce the number of errors made, which have such a detrimental effect on labor performance assessment programs.
KAZAN FINANCIAL AND ECONOMIC INSTITUTE
Test on personnel management
Assessment of personnel performance.
1. Goals and principles of business assessment of personnel.
Organizations exist to achieve their goals. The degree to which these goals are achieved shows how effectively the organization operates, i.e. How effectively organizational resources are used.
The profit indicator allows you to evaluate the efficiency of the organization as a whole, which consists of the efficiency of using all organizational resources, including each employee. Naturally, employees perform their tasks differently production duties- in any organization or division there are leaders, outsiders and middle peasants. However, in order to make this differentiation, it is necessary to have unified system assessing the effectiveness of each employee in fulfilling his or her job functions. This system increases management efficiency by human resourses organizations through:
· positive impact on employee motivation. Feedback has a beneficial effect on employee motivation, allows them to adjust their behavior in the workplace and achieve increased productivity.
· planning of vocational training. Personnel assessment makes it possible to identify gaps in the competencies of each employee and provide measures to eliminate them.
· planning professional development and career. Employee assessment reveals their strengths and weaknesses professional quality, which allows you to carefully prepare individual development plans and effectively plan your career.
· making decisions on remuneration, promotion, dismissal. Regular and systematic evaluation of employees provides the organization's management with the information necessary to make informed decisions about salary increases (rewarding the best employees has a motivating effect on them and their colleagues), promotion or dismissal. Upon dismissal, the presence of documented data on the systematic unsatisfactory performance of the dismissed employee’s duties job responsibilities significantly simplifies the organization’s position in the event of litigation.
The benefits mentioned above do not automatically come to the organization at the time of implementation of the assessment system. They are realized when the series is executed additional conditions. First, the evaluation system and, most importantly, the actual evaluation of employee performance must be as objective as possible and perceived by employees as objective. To impart objectivity to the evaluation system, its criteria must be open and understandable to employees. Secondly, the assessment results must be confidential, i.e. known only to the employee, his manager, and the human resources department. Disclosure of results creates tension in the organization, promotes antagonism between managers and subordinates, and distracts employees from preparing and implementing a plan to correct deficiencies. The acceptance of the evaluation system by employees and their active participation in the evaluation process are also a condition for its effective functioning.
It is very difficult to create an assessment system that is equally balanced in terms of accuracy, objectivity, simplicity and understandability, therefore today there are several personnel assessment systems, each of which has its own advantages and disadvantages. However, the most common is by far the system of periodic personnel certification.
2. Methods for assessing personnel performance.
Certification methods (in which employees are assessed by their immediate supervisor) are traditional for most modern companies. They are effective in large hierarchical organizations operating in conditions of fairly stable external environment. At the same time, these methods have a number of disadvantages that make them inadequate for modern dynamic companies that operate in global competition. Traditional methods:
· focused on the individual employee, assessing him outside the organizational context. An employee of a unit that failed strategically important project, can receive the highest certification mark.
· based solely on the manager’s assessment of the employee. In fact, the manager is in the position of “king and god” in relation to the subordinate - he determines his tasks, controls and evaluates him at the end of the year. The opinion of other counterparties of the person being certified is completely ignored - colleagues in the organization, subordinates, higher-level managers, clients, suppliers.
· focused on the past (on achieved results) and do not take into account the long-term prospects for the development of the organization and the employee.
The dissatisfaction of many organizations with traditional certification methods prompted them to begin an active search for new approaches to personnel assessment that are more consistent with the realities of today. There are several directions in the development of non-traditional methods. Firstly, new certification methods consider the work group (unit, brigade, temporary team) as the main unit of the organization, and focus on the assessment of the employee by his colleagues and the ability to work in a group. For example, some companies that widely use the method of project temporary teams conduct certification of its members upon completion of the project, and not regularly after certain periods of time (once a year). Secondly, the assessment of the individual employee and the work group is made taking into account the results of the entire organization. Thirdly, not only (and in many cases not so much) the successful performance of today’s functions is taken into account, but the ability to develop professionally and master new professions and skills. An American aerospace company certifies (and promotes) its employees wages) based on an assessment of the degree of mastery of new specialties and work methods.
Not traditional methods certifications began to spread quite recently - 10-15 years ago, so they are still often called experimental. However, some of them have already found widespread use and are firmly established as “standard” methods for assessing personnel in many companies. These methods, of course, include "360° CERTIFICATION".
With “360° appraisal” an employee is assessed by his manager, his colleagues and his subordinates. The specific mechanisms of certification may vary (all assessors fill out the same assessment form, each category fills out a special form, certification by colleagues and subordinates is carried out using a computer, etc.), but the essence of this method is clearly reflected in its name, namely - obtaining a comprehensive assessment of the employee.
Non-traditional certification methods make it possible to overcome the inherent disadvantages of the traditional system, but their use can also create certain problems for the organization. First of all, expanding the number of employees evaluating the person being certified can cause a number of conflicts between him and his colleagues or subordinates related to the objectivity of the assessment and the perception of this assessment as objective by the person being certified. Shifting the emphasis towards potential, which is quite difficult to assess and, most importantly, explain to the person being assessed, can also become a source of resentment and conflict. Therefore, new certification methods must be carefully thought out by specialists and well understood by all other employees of the organization.
Psychological assessment methods are a unique type of non-traditional certification methods. Professional psychologists, using special tests, interviews, and exercises, assess the presence and degree of development certain characteristics from an employee. Unlike traditional certification, it is not the results (performance in the position held) that are assessed, but the employee’s potential. Psychological methods make it possible to achieve a high degree of accuracy and detail in the assessment, but the significant costs associated with the need to attract professional psychologists limit the scope of their application. IN modern organizations These methods are used mainly to identify employees with leadership potential - future leaders. Large companies create special programs to assess the potential of their employees using psychological methods, called Capacity Assessment Centers
Organizations periodically evaluate their employees to improve their performance and identify professional development needs. Regular and systematic personnel assessment has a positive effect on employee motivation, their professional development and growth. At the same time, the assessment results are important element human resource management, since they provide the opportunity to accept informed decisions in relation to remuneration, promotion, dismissal and development of employees.
The choice of personnel assessment methods for each specific organization is a unique task that can only be solved by the management of the organization itself, possibly with the help of professional consultants. Just like the compensation system, the performance appraisal system must take into account and reflect a number of factors - strategic goals organizations, the state of the external environment, organizational culture and structure, characteristics of those employed in it work force. In stable organizations with a stable hierarchical structure, traditional assessment methods can usually be used effectively; For dynamic organizations operating in a changing external environment, non-traditional methods are more suitable. When choosing a Certification system, you must pay attention Special attention for its compliance with other personnel management systems - compensation, career planning, professional training, in order to achieve a synergistic effect and avoid conflicts and contradictions.
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