STAFF EFFICIENCY ASSESSMENT
In order to provide information that is necessary to solve the problems of the organization and does not conflict with the law, the performance appraisal system should provide accurate
and reliable data. To create an effective system for assessing the performance of employees, it is necessary to:
1) establish labor productivity standards for each workplace and criteria for its evaluation;
2) develop a policy for conducting performance appraisals, i.e. Decide when, how often, and by whom to evaluate;
3) to oblige certain persons (or the employees themselves) to assess the effectiveness of labor;
4) oblige the persons making the assessment 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 employees is evaluated are called evaluation criteria. This includes, in particular, the quality of the work performed, its quantity and the effectiveness of the results. The important thing here is that it is not individuals who should be judged,
and the effectiveness of their work.
The following are the requirements for the performance appraisal process:
a) the criteria used should be clear;
b) the information used for the assessment should be available;
c) evaluation results should be linked to a reward system;
d) the scoring system should be appropriate to the situational context.
Evaluation of labor can be daily, periodic
and capacity assessment (Table 6.1).
Table 6.1
Types of assessment and their features
Among the factors influencing the assessment of labor productivity include:
1. The nature of the tasks performed by this worker. Thus, the tasks of an employee or manager are likely to be more highly valued than those of a handyman.
2. State requirements, restrictions and laws. Control by the state in the field of promotion of workers, their wages and other indirectly pushes enterprises to create better evaluation systems.
3. The personal relationship of the appraiser to the employee. If the appraiser's moral values match the work ethic, his appraisal can mean a lot. If this process is in bad hands, then the number of dismissals and refusals increases, it may decrease
and labor productivity: for a manager with a formal attitude to work, the evaluation of the effectiveness of someone else's work is also not of great importance.
4. Leader's work style. The manager can use the assessment received in various ways: honestly or dishonestly, in support or punishment, positively or negatively, and the assessment of labor productivity can lead to
to completely different conclusions than it was supposed by its organizers.
5. Union actions. They also influence the assessment of labor productivity: they can both support and oppose this system.
There are the following main approaches to labor assessment:
1) score by result(for example, profit received). However, for complex, complex activities that affect many people, this approach is inadequate, since the problem arises of assessing the contribution of each to obtaining a result;
2) behavior assessment(according to the criteria related to the performed activity). However, it should be borne in mind that it is not so much behavior that is assessed as traits, therefore, special argumentation is required in the language of behavioral manifestations;
3) success ratings(according to indicators of scales reflecting behavioral measurements or measurements of traits). However, there is a danger of errors in generalization and generalization, when the estimates of some scales are unreasonably transferred to others. Examples of modified ratings are: a) behavior-oriented rating scales; b) behavior observation scales;
4) ranking procedures, making it possible to establish differences between a number of persons (according to one or a number of indicators). This approach can give reasonably reliable results for pairwise comparisons.
Evaluation of labor productivity is the function of the personnel manager. However, in some cases, other persons or bodies are involved in the assessment:
- Committee of several controllers. This approach has the advantage that it eliminates the bias that can result from one-manager evaluations.
- Colleagues of the assessed. Here it is required that they know the level of performance of their colleague, trust each other and do not seek to win each other the opportunity to increase salaries and promotions.
- Subordinates of the appraised. This system was used by Exxon (for example, students evaluated the work of the dean's office).
- Someone not directly related
to the work situation. This approach is more costly than others and is used to evaluate a worker in some very important position, as well as to likely deal with allegations.
in prejudice.
- The worker himself using methods used by other evaluators. This approach is applied in more
for the purpose of developing skills of introspection among employees, rather than for evaluating the effectiveness of work.
Possible combination listed approaches : the controller's assessment can be confirmed by self-assessment, and the results of the assessment by the boss can be compared with the assessment of subordinates or colleagues.
which are accepted by the company. They can be recorded in the appropriate position, which also governs the evaluation procedure. Each organization develops its own criteria, and therefore even the same positions in different institutions may have different requirements.
Evaluation of personnel performance
Evaluation of 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, as well as the cost of maintaining an employee or department.
To evaluate the effectiveness of work, 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 the results of personnel work
The main criteria for evaluating employees are the following aspects:
- professional qualification— Possession of the necessary skills, knowledge and experience that are required for this position;
- competence- personal characteristics that are used to apply existing knowledge in practice;
- psychological and moral characteristics - skills that help to adapt to changes and stressful situations, to take root and work in a team;
- additional specific indicators - these may include job requirements related to personality, such as health or attitude to work.
In assessing the performance of personnel, it is customary to allocate indicators in accordance with the methodology used. For example, the matrix method involves the creation of an ideal profile with a set of relevant characteristics. According to these values, the employee is compared.
Methods for assessing the performance of employees
Improvement of the methods used is carried out on the basis of existing experience. To improve performance, joint seminars and trainings are held with similar institutions. When exchanging experience, it is important to pay attention to its adaptation to own organization. Not all techniques can be equally effective and show the best results.
The effectiveness of the system of incentives and evaluation of personnel work
Evaluation of the effectiveness of the organization of labor of personnel is based on those indicators that are found as a result of evaluation 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 a team as a whole. After their completion, after a certain period of time, an additional assessment is carried out. Based on its results, conclusions are drawn about the effectiveness of the overall system.
An important aspect of this is the encouragement to labor activity and motivation of employees. 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 the effectiveness of personnel work
To assess the effectiveness of labor, the following approaches can be distinguished:
- evaluation of performance at the level of the company as a whole, structural unit and an individual specialist;
- striving for the effective use of the potential of personnel as a resource for the successful development of the organization;
- identification of those employees who show the greatest success; encouraging and including them in the personnel reserves;
- the use of levers of motivation and the establishment of 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 to reveal the potential of each individual employee for the benefit of the organization.
Indicators for assessing the effectiveness of personnel work
Labor efficiency is a separate component of the organization's success. Its indicators can be distinguished in the following list:
- productivity of labor activity and its fluctuations;
- quality values of the work;
- professional qualifications of employees;
- the ratio of the cost of maintaining an employee and its effectiveness;
- rationality in the organization of working conditions, as well as optimization of existing processes.
At general analysis It can be concluded that the effectiveness of labor activity consists in higher rates at lower costs. It is by this criterion that the effectiveness of the staff is evaluated.
FEDERAL AGENCY FOR EDUCATION OF THE RUSSIAN FEDERATION
State educational institution of higher professional education
"TYUMEN STATE OIL AND GAS UNIVERSITY"
INSTITUTE OF OIL AND GAS
Department of Economics, Organizations
and production management
COURSE PROJECT
discipline: "Management"
on the topic: Staff performance
Made by a student of the EUM-06 group
Musikhina Ya.V.
Scientific adviser: Cheimetova V.A.
Tyumen, 2009
Lead 3
1. Labor productivity as a regulator of personnel competence management 5
2. Measuring the performance of management personnel 9
2.1 Factors of managerial performance
and specialists 9
2.2 Criteria for evaluating performance 11
2.3 Methods for assessing labor productivity
management employees 13
3. Evaluation of labor productivity of management personnel at 18
Conclusion 29
References 30
INTRODUCTION
Organizations exist to achieve their goals. The degree of implementation of these goals shows how effectively the organization operates, i.e. how effectively organizational resources are being used.
Currently, human resources are given increasing attention. If earlier the personnel service was represented by the personnel department, the main functions of which were personnel accounting, control over compliance with labor laws and document management, at present, personnel work is aimed at forming efficient and effectively functioning personnel.
To achieve this goal, various methods and procedures specific to different stages of the development of the organization can be used. But almost no direction personnel work in one way or another, it cannot do without assessing the effectiveness of the work of personnel. Personnel assessment procedures are the basis for many specific aspects of personnel work. In particular: when applying for a job - it is necessary to assess the degree of readiness of the candidate to work in the position, to 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, to identify a list of knowledge, 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 compensations; in case of reduction or dismissal - it is necessary to assess the prospects and give the dismissed employee guidelines and recommendations where he could be more successful, perhaps help him choose a retraining program, etc.
The profit indicator allows you to evaluate the effectiveness of the organization as a whole, which consists of the efficiency of using all organizational resources, including each employee. Naturally, employees do not perform their production duties in the same way. However, in order to carry out this differentiation, it is necessary to have a unified system for evaluating the effectiveness of each employee's performance of their job functions.
thus, the assessment of the effectiveness of the work 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 the personnel reserve, career development, training), motivation of activity. Evaluation of personnel performance is necessary during reorganization, it allows you to identify how each employee is able to adapt to new working conditions, select the most suitable candidates and leave them in the new organization. Evaluation is needed to make an informed decision on the reduction and dismissal of an employee. Thus, the evaluation of the effectiveness of the work of personnel permeates the entire system of personnel work.
1. Labor productivity as a regulator of personnel competence management
In market conditions, the efficiency of economic activity to a large extent depends on the quality of the work of the personnel management service, the effectiveness of their decisions. 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. 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 at minimal cost and with high quality. Therefore, effective management of the organization is possible only if there is an effective management system. In order to assess the level of efficiency, a thorough analysis of the system is necessary.
Evaluation of labor productivity- 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 link (organization).
Of course, the evaluation system and, most importantly, the actual evaluation of the work of employees should be as objective as possible and perceived by employees as objective. To impart objectivity to the assessment system, its criteria should be open and understandable to employees. Further, the results of the assessment must be kept confidential, i.e. known only to the employee, his manager, the human resources department. Publicizing the results creates tension in the organization, promotes antagonism between managers and subordinates, and distracts employees from preparing and implementing a corrective action plan. The acceptance by staff of the evaluation system and their active participation in the evaluation process is also a condition for its effective functioning.
Evaluation of the performance of each employee is aimed at determining the level of efficiency 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 affect the achievement of the goal of a unit or organization as a whole. Evaluation of personnel performance has the following objectives:
improving the efficiency of personnel work;
appointment of adequate remuneration for the work of staff;
making a decision * related to the employee's career.
In the practice of domestic enterprises, the problem of an adequate and accurate assessment of the work of an individual employee still remains unresolved. This means that the models labor relations and management of the human factor should be seriously reformed in the direction of a significantly better (by an order of magnitude) use of human creativity.
The creative abilities of a person 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 the time interval (Fig. 1).
Assessing the competence of personnel, we evaluate in the very general view:
personnel abilities (level of education, amount of knowledge, professional skills, work experience in a certain field, etc.);
personal properties (initiativity, sociability, reliability, etc.);
motivation (a range of professional and personal interests, the desire to make a career, etc.).
Personnel competence is a very dynamic and developing category. It can be significantly increased through continuous training, self-education, hiring workers from outside, and especially motivation. Therefore, the tasks of personnel management are to optimize the effectiveness of its actions, which depends on competence and motivation.
This leads to the conclusion that in order to increase the efficiency of the 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 firms and through self-education of the employee. In this regard, the desire of many firms to invest huge amounts of money in vocational training, quality circles, staff rotation, foreign internships, etc., becomes understandable.
Competence management can take place both at the firm level and at the individual level. At the level of the individual, competence management carried out in the following sequence:
the employee evaluates his competence in comparison with the requirements of the position held;
activates the knowledge and skills acquired by him in case of non-compliance with their 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 is carried out by special workers and provides for:
assessment of the company's needs for personnel in accordance with the goals and objectives of the company;
assessment of the level of competence of employees;
comparison of available and required resources according to the level of competence;
making decisions to ensure the matching of available and required resources (through training employees or attracting workers from the labor market).
2. Measuring the performance of management personnel
2.1 Factors of labor productivity of managers and specialists
The indicators of the final results of labor of employees of the administrative apparatus, as well as its content, are influenced by a combination of various factors(Table 1). Accounting for 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 labor, the goal of labor activity or the degree of approximation to it.
Labor productivity is determined by the values of indicators that reflect the achieved end result of labor.
The result of labor is the result of the purposeful labor activity of an individual worker.
Evaluation of labor productivity is one of the types of personnel management activities aimed at determining the level of efficiency of work performed by the assessed employee.
Performance appraisal serves a number of important organizational purposes:
Evaluation helps to determine which workers require more training and the results of training programs. It helps to establish and strengthen business relationships between subordinates and managers through the discussion of the results of the evaluation and, in addition, it encourages managers to provide the necessary assistance;
Evaluation of the administration helps to decide who should get a raise, who should be promoted, and who should be fired;
Evaluation motivates employees to work more productively. The presence of an appropriate program and the publicity of the results of its implementation develop initiative, develop a sense of responsibility and stimulate the desire to work better;
Evaluation serves as the legal basis for transfers, promotions, awards and dismissals. It provides material for the development of employment questionnaires. Evaluation provides the necessary information to determine an employee's salary and benefits. It is a natural occasion for a lengthy conversation between a manager and a subordinate about work problems, during which both parties get to know each other better;
Evaluation can be used in the development of personnel selection tools, such as tests.
Indicators of the results of an employee's work 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 that characterize the quantity, quality, completeness and timeliness of fulfilling the duties assigned to him, and for managers - also taking into account the final results of the work of the labor collective.
The performance indicators of the employee must meet the following requirements:
Be easy to calculate
Be understandable and accessible to employees
Be differentiated, i.e. reflect the specifics of the work of various categories of workers and positions
Reflect the completeness and reliability of the duties, functions, tasks performed by employees
Reflect the results of the employee's work both in quantitative and qualitative characteristics
Reliably and accurately characterize the results of the employee's labor activity
To be evaluated by one of the known methods.
The variety of types of labor activity - with a predominantly physical or mental nature of labor, managerial, creative, entrepreneurial, etc. - is characterized by a wide variety of performance indicators certain types labor, or, more specifically, the labor of employees of certain professional groups and positions.
Despite the variety of indicators of labor results, there are a number of factors that affect labor productivity. They can be reduced to several homogeneous groups.
Factors are the reasons (or conditions) for achieving a particular result of labor. Factors have an impact on the ability of an employee to carry out expedient activities through the use of their psycho-physiological, professional, moral, motivational qualities and attitudes.
There are three main groups of factors affecting the results of labor:
The first group - represents a single structure of traditional macrofactors that objectively exist in the conditions of a certain socio-economic policy of the state and the natural climatic environment
The second group - shows that the results of the work of employees are influenced by that production, internal environment that directly surrounds the people in the organization
The third group - it includes those conditions of productive work that are inseparable from each employee, as they are given to him by nature from birth, or acquired by him in the process of upbringing, education, communications.
When choosing performance indicators, the following should be taken into account:
The nature of the employee's activity - that is, for which category and position of the employee indicators are set, since they must be differentiated depending on the complexity, responsibility and nature of the employee's activity
For the solution of what specific tasks are performance indicators used - for example, increasing wages, establishing the employee's contribution to achieving the results of the organization's work, 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 of piecework workers, since the determination of the quantitative and qualitative results of their labor (quantity, volume of output, product quality) for this category of workers is simple and is based on production program for the manufacture of specific products, on a portfolio of orders, etc. At the same time, the assessment of the results of the work of workers is carried out by comparison with the planned or normalized task.
That is, the productivity of the labor of production workers is determined by their productivity.
Labor productivity is an indicator of the efficiency of the use of labor resources ( labor factor). Labor productivity is measured: either by the number of products in kind or monetary terms produced by one employee for a certain, fixed time (hour, day, month, year); or the amount of time spent on the production of a unit of marketable output.
It is much more difficult to establish the performance indicators of managers and specialists, since they must characterize their ability to have a direct impact on the activities of any production or management link. In the most general form, the result of the work of an employee of the management apparatus is characterized by the level or degree of achievement of the management goal.
Evaluation of the results of work of different categories of workers differs in their tasks, significance, indicators and characteristics, the complexity of identifying the results. In this regard, it is necessary to single out such a concept as “evaluation criterion”, these are the key parameters by which the effectiveness of an employee’s performance is evaluated.
Let's present in table 1.1 some criteria for evaluating the results of the work of employees.
Table 1.1 - Criteria used in evaluating the results of work of employees
|
Indicators |
Criteria |
|
Quantitative indicators |
Labor productivity Sales volume in pieces Sales volume in rubles Number of processed documents Number of concluded contracts |
|
Quality of work |
The number of errors (when printing papers, filling out forms, statements and other documents) Marriage rate Number of complaints or claims from customers The cost of poor-quality work performed or not accepted |
|
Loss of working time |
Number of absenteeism and absenteeism Number and frequency of being late for work Number and frequency of unauthorized interruptions |
The procedure for evaluating the results of labor will be effective if the following prerequisites are met:
Establishing clear "standards" of labor results for each position (workplace) and criteria for its evaluation;
Development of a procedure for evaluating the results of work (when, how often and who evaluates, evaluation methods);
Providing complete and reliable information to the appraiser on the results of the work of the employee;
Discussing the results of the assessment with the employee;
Making a decision on the results of the assessment and documenting the assessment.
In order to provide information that is necessary for the objectives of the organization and does not conflict with the law, the performance appraisal 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 foundation for such a systemic process:
Establish performance standards for each workplace and criteria for its evaluation;
Establish a policy for conducting performance appraisals, i.e. Decide when, how often, and by whom to evaluate;
To oblige certain persons (or the employees themselves) to assess the effectiveness of labor;
Oblige assessors to collect data on employee performance;
Discuss the assessment with the employee;
Make a decision and document the assessment.
Problems can arise in the process of evaluating the performance of employees. We list the main ones:
Many employees are distrustful and cautious about performance appraisals, mainly due to concerns about their bias.
Many performance appraisals are not viable because they are poorly designed, in particular based on incorrect evaluation criteria or cumbersome methods. Evaluation becomes a tribute to the form, content in the case when the criteria are focused on the activity or on personal qualities, and not on the output performance of the employee. Some scoring systems require a large investment of time or extensive written analysis.
Inadequate (insufficient or not according to the profile) training of persons making the assessment. This problem can lead to a number of issues related to valuation standards - the so-called "halo effect" - being too lenient or demanding; "averaging" estimates; excessive emphasis on "fresh" impressions and, finally, personal bias.
Many raters avoid giving high or low marks. They take the view that all employees are about average and, say, give their subordinates a rating of 4 on a rating scale of 1 to 7. Putting down such "average" ratings does not bring any results. Evaluators should be advised that it is necessary to differentiate employees according to their results and to do this, use the proposed rating scales in their entirety.
One of the problems of assessment systems is the temporal spread of the qualities being assessed. Evaluators forget about the qualities that were evaluated earlier and are under a fresh impression of the qualities that are evaluated in the future. this moment. Thus, many assessed workers are assessed on performance in the last few weeks, rather than on average performance over the past six months or a year. This is called the freshness estimation error.
If performance evaluations are made by incompetent or biased evaluators, then employees will resist or ignore them.
Evaluation of labor productivity will be less effective if a person is not interested in his work and considers it only as a means to earn money. And if the assessment is not so negative that the employee is afraid of its consequences, then it can be considered simply as a paper transfer.
For quality appraisal performance assessments, there are brief appraisal retraining programs that usually drastically reduce the number of errors that are so detrimental to performance appraisal programs.
KAZAN FINANCIAL AND ECONOMIC INSTITUTE
Test for personnel management
Evaluation of the effectiveness of the work of personnel.
1. Goals and principles of business assessment of personnel.
Organizations exist to achieve their goals. The degree of implementation of these goals shows how effectively the organization operates, i.e. how effectively organizational resources are being used.
The profit indicator allows you to evaluate the effectiveness of the organization as a whole, which consists of the efficiency of using all organizational resources, including each employee. It is natural that 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 distinction, it is necessary to have single system evaluating the effectiveness of each employee's fulfillment of their official functions. Such a system improves the efficiency of management by human resourses organizations through:
positive impact on employee motivation. Feedback It has a beneficial effect on the motivation of employees, 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 for measures to eliminate them.
professional development and career planning. Employee evaluation reveals their strengths and weaknesses professional quality, which allows you to carefully prepare individual development plans and effectively plan your career.
Making decisions about remuneration, promotion, dismissal. Regular and systematic evaluation of employees provides the management of the organization 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 availability of documented data on the systematic unsatisfactory performance by the dismissed employee of his official duties greatly facilitates the position of the organization in the event of litigation.
The benefits mentioned above do not automatically come to the organization at the time of the implementation of the assessment system. They are realized when the series is executed additional conditions. Firstly, the evaluation system and, most importantly, the actual evaluation of the work of employees should be as objective as possible and perceived by employees as objective. To impart objectivity to the assessment system, its criteria should be open and understandable to employees. Second, the evaluation results must be kept confidential, i.e. known only to the employee, his manager, the human resources department. Publicizing the results creates tension in the organization, promotes antagonism between managers and subordinates, and distracts employees from preparing and implementing a corrective action plan. The acceptance by staff of the evaluation system and their active participation in the evaluation process is 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 clarity, therefore today there are several personnel assessment systems, each of which has its own advantages and disadvantages. However, the system of periodic personnel appraisal is by far the most common.
2. Methods for assessing the effectiveness of personnel work.
Certification methods (in which employees are evaluated by the immediate supervisor) are traditional for most modern companies. They are effective in large hierarchical organizations operating in a fairly stable environment. external environment. At the same time, these methods have a number of shortcomings that make them inadequate for today's dynamic companies that operate in a globally competitive environment. Traditional methods:
· focused on the individual employee, evaluating him outside the organizational context. An employee of a unit that failed strategically important project, can get the highest certification mark.
are based solely on the assessment of the employee by the manager. In fact, the leader is in the position of "king and god" in relation to the subordinate - he determines his tasks, controls and evaluates at the end of the year. The opinion of other contractors of the certified person - colleagues in the organization, subordinates, higher-level managers, customers, suppliers is completely ignored.
· focused on the past (on the results achieved) 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 methods of appraisal prompted them to start an active search for new approaches to personnel assessment that are more in line with the realities of today. There are several directions in the development of non-traditional methods. Firstly, new assessment methods consider the working group (division, team, temporary team) as the main unit of the organization, 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 at the end of the project, and not regularly after certain periods of time (once a year). Secondly, the assessment of the individual employee and the working group is made taking into account the results of the entire organization. Thirdly, it is not only (and in many cases not so much) the successful performance of today's functions that is taken into account, but the ability to develop professionally and master new professions and skills. An American aerospace company evaluates (and promotes) its employees wages) based on an assessment of the degree of mastery of new specialties and methods of work.
Not traditional methods Certifications began to spread quite recently - 10-15 years ago, so they are still often called experimental. Nevertheless, some of them have already found wide application and have firmly established themselves as the "standard" methods for assessing the personnel of many companies. These methods certainly include "360° CERTIFICATION".
In "360° appraisal" an employee is evaluated by his manager, his colleagues and his subordinates. Specific evaluation mechanisms may be different (all assessors fill out the same assessment form, each category fills out a special form, assessment 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 methods of certification allow to overcome the disadvantages inherent in the traditional system, but their use can also create certain problems for the organization. First of all, the expansion of the composition 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. A shift in emphasis towards potential, which is quite difficult to assess and, most importantly, explain to the person being evaluated, can also become a source of resentment and conflict. Therefore, new methods of certification should be carefully thought out by specialists and well understood by all other employees of the organization.
psychological assessment methods are a kind of non-traditional assessment methods. Professional psychologists, using special tests, interviews, exercises, assess the presence and degree of development certain characteristics at the employee. Unlike traditional certification, it is not the results (performance in the position held) that are evaluated, but the potential of the employee. 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 involve professional psychologists limit the scope of their application. IN modern organizations these methods are mainly used to identify employees with leadership potential - future leaders. Large companies create special programs for assessing the potential of their employees with the help of psychological methods called the Capacity Assessment Centers
Organizations periodically evaluate their employees to improve their performance and identify professional development needs. Regular and systematic assessment of personnel has a positive effect on the motivation of employees, their professional development and growth. At the same time, the evaluation results are important element human resource management, as they provide the opportunity to take 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. As well as the compensation system, the certification 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 employed in it work force. In stable organizations with a stable hierarchical structure, as a rule, traditional methods of evaluation can be used effectively; for dynamic organizations operating in a changing environment, non-traditional methods are more suitable. When choosing a certification system, it is necessary to pay attention Special attention on 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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