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

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

Personnel assessment criteria

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

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

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

Types of personnel assessment

There are two main types of personnel assessment:

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

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

Evaluation of the results of personnel work

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

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

Assessment of personal qualities and skills of personnel

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

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

Personnel assessment methods

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

Individual methods of personnel assessment

The most well-known individual assessment methods are:

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

Personnel Assessment Interview

The interview is probably the most commonly used assessment method.

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

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

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

Testing in personnel assessment

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

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

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

However, there are major limitations of the test methods:

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

Observation as a method of personnel assessment

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

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

Group methods of personnel assessment

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

Group - variations on the theme of business games:

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

Assessment center in personnel assessment

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

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

The effectiveness of an organization largely depends on the effectiveness of the people who work. Currently, there are a huge number of different methods that help to form in employees the devotion to their organization, motivation for results, as well as educate highly qualified professionals who can create competition in the market. In this article, we will consider modern methods of personnel assessment to create and maintain an effective talent pool. Read also the article ⇒ ““

Necessary criteria for assessing personnel to determine effectiveness

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

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

A qualitative method for assessing personnel in an organization

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

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

Quantitative method for assessing personnel in an organization

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

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

Combined personnel assessment method

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

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

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

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

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

Why is personnel assessment needed, and how HR departments most effectively conduct personnel policy. The article talks about systems, methods and criteria for assessing personnel. An algorithm for constructing an employee evaluation system is described. What methods of personnel assessment exist, in what cases they are used. This article will help to understand the rather complex structure of the personnel assessment system, and will allow you to understand how you can get valuable information about a person for making decisions aimed at increasing the performance of subordinates.

Structure of the assessment system

Many companies sooner or later face the problem of personnel assessment. Indeed, for the successful development of any structure, it is necessary to constantly improve, know its prospects and correct mistakes.

Personnel assessment enables managers or personnel departments to more effectively conduct personnel policy, improve, attract new employees instead of those who do not cope with their duties and, thereby, do better work.

Personnel assessment is a system for identifying certain characteristics of employees, which then help the manager in making management decisions aimed at increasing the performance of subordinates.

Typically, personnel assessment is carried out in three areas:

• employee qualification assessment - when the characteristics of the standard are identified and compared with a specific person;
• analysis of the results of the work - here they evaluate the quality of the work performed;
• assessment of an employee as a person - personal characteristics are identified and compared with ideal ones for a given place.

If we talk about building an assessment system in a company in general, then it is very important to remember three main features, isolation from which will not give the desired result.

First, evaluation should be carried out regularly.

Secondly, it must have a clearly defined purpose.

And, thirdly, the assessment system should be transparent to everyone and based on generally understood criteria.

The personnel assessment system itself is a whole series of actions and activities aimed at assessing employees and of a permanent nature.

This system, in order to be effective, should be based on the main and universal scheme for conducting this assessment.

The first thing to do is to identify the company's need for personnel assessment and, on their basis, form clear goals that will be pursued when assessing employees. Among the main goals, monitoring of the social climate in the team, assessment of the quality of work and the degree to which a person’s qualifications fit the position are usually singled out.

The second step is to determine the subject of evaluation, that is, who to evaluate. Depending on the goals, the target audience is determined, the information about which the enterprise needs in the first place.

This is followed by the definition of the criteria by which the evaluation will be carried out.

This requires professionals in the industry who can identify the most appropriate characteristics for each specific position.

After choosing the criteria, it is necessary to choose an assessment method based on them. The choice of the method itself is also carried out depending on some criteria, including compliance with the goals set at the beginning, the degree of foreignness of one or another suitable method, objectivity, which is best expressed in quantitative characteristics, understandability for those being evaluated, and relevance, that is, the results really should be necessary.

The next stage of the personnel assessment system is called the preparatory stage. Here you need to perform a number of actions that will help in conducting the assessment itself.

• creation of an internal regulatory framework for evaluation - development of provisions, regulations;
• training of those personnel who will directly carry out the assessment;
• informing staff about the upcoming assessment and its positives.

After that, the assessment system enters its main stage - the actual conduct of the assessment itself, the implementation of the entire project.

All the information gathered from the assessment should then be reviewed for its relevance and the quality of the system itself.

The final stage in the implementation of the evaluation system is the action - the adoption of managerial decisions in relation to those people who were evaluated - promotion, demotion, training.

Personnel assessment methods

Let us now consider the methods themselves, which can be used in the evaluation of personnel.

According to their orientation, they are classified into three main groups: qualitative, quantitative and combined.

Qualitative methods are methods that determine employees without the use of quantitative indicators. They are also called descriptive methods.

• matrix method - the most common method, involves comparing the qualities of a particular person with ideal characteristics for the position held;
• the method of the system of arbitrary characteristics - the management or personnel service simply highlights the brightest achievements and the worst mistakes in a person’s work, and comparing them draws conclusions;
• assessment of the performance of tasks - an elementary method when the work of an employee as a whole is evaluated;
• method "360 degrees" - involves the assessment of the employee from all sides - managers, colleagues, subordinates, clients and self-assessment;
• group discussion - a descriptive method - which provides for a discussion of the employee with his managers or experts in the industry about the results of his work and prospects.

Combined methods are a set of descriptive methods using quantitative aspects.

• testing is an assessment based on the results of solving pre-set tasks;
• method of the sum of estimates. Each characteristic of a person is evaluated on a certain scale, and then an average indicator comparable to the ideal is displayed;
• a grouping system in which all employees are divided into several groups - from those who work perfectly well to those whose work is unsatisfactory compared to the rest;

Quantitative methods are the most objective, since all results are recorded in numbers;

• rank method - several managers rank employees, then all ratings are compared, and usually the lowest ones are reduced;
• scoring method - for each achievement, the staff receives a certain number of points in advance, which are summed up at the end of the period;
• free scoring - each quality of an employee is evaluated by experts for a certain number of points, which are summed up and the overall rating is displayed.

All of the above methods are able to effectively assess only a certain aspect of a person's work or his socio-psychological characteristics.

Therefore, it is not surprising that in recent years a universal integrated method has been increasingly used - the method of assessment centers, which has incorporated elements of many methods in order to achieve the most objective analysis of personnel.

This method has as many as 25 criteria by which a person is assessed.

Among them: the ability to study, the ability to make oral and written generalizations, contact, perception of the opinions of others, flexibility in behavior, internal standards, creative characteristics, self-esteem, the need for approval from superiors and colleagues, careerist motives, the reality of thoughts, reliability, diversity of interests, stability to stressful situations, vigor, organization, organizational and managerial abilities.

Main evaluation criteria

All criteria in the evaluation of personnel are usually divided into two main categories - performance criteria and competence criteria.

When evaluating performance, the achieved performance of a particular person is compared with the planned performance for a given period of work. To do this, clearly measurable tasks are set before the start of the reporting period. The effectiveness of the work is expressed in specific indicators: sales volume, the number of completed projects, the amount of profit, the number of transactions.

When assessing the competence of an employee, his knowledge and ability to apply them in practice, personal qualities, and behavior are evaluated.

One of the most effective methods of such an assessment is the solution of situational problems, taking into account the position occupied by the employee or for which he applies.

These tasks are of two types - descriptive and practical, and differ in the nature of actions in solving a specific problem.

Thus, the personnel assessment system is quite complex and has many nuances and aspects that need to be given maximum attention. Otherwise, all the work invested in the evaluation may result in a complete lack of information required at the output.

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 activities 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 in the evaluation of top managers, the emphasis is on behavioral interviews, and for the promotion of employees to the personnel reserve - on business games.
• Self-report (performance) consists in making oral presentations by the head 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 combination.

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 training (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 to increase wages or, conversely, to reduce it, to promote career growth or to dismiss a person.

Evaluation of the work of subordinates allows the leader to solve a wide range of tasks. On the one hand, these are ensuring the normal functioning of departments and the entire organization, solving production problems, fulfilling plans, achieving goals, servicing production processes, and on the other hand, these are tasks related to more efficient use of the potential of employees due to the fact that the assessment system allows to increase their level of motivation, determining the direction of their development and stimulating the need for training and professional development. To have freedom of maneuver, the manager must have at his disposal a fairly wide arsenal of work evaluation methods that allow him to best solve both current and future tasks in the field of personnel management.

Consider the following methods for assessing the work of personnel:

• setting standards and norms;
• assessment based on written characteristics;
• assessment scales;
• ranking methods;
• a given distribution;
• Evaluation of work behavior;
• · Goal management as a method of performance evaluation.

Using method of setting standards and norms performance appraisal consists in the subsequent comparison of the performance of each employee with certain standards. This method is most often used in production conditions. In general, performance standards should be set to those that can be achieved by the average worker. Working standards are designed to determine what should be the normal result of work per unit of time (working day, week, month). Table 1 provides examples of working standards.

The advantage of the performance standards approach is that in this case, the evaluation of staff performance is based on objective indicators. For performance standards to be successfully used, they must not only be well founded, but also be perceived as fair by workers.

Table 1

Sample Working Standards

Working standards	Application conditions
Average productivity (daily production rate) of the working group)	When the tasks performed by all individuals are the same or nearly the same
Average labor productivity (production rate) of one worker	When employees perform the same tasks, and the evaluation and averaging of the results of the entire group is cumbersome and time-consuming
The amount of work performed per unit of time	Jobs involving repetitive tasks
Working standards for each type of work	Non-cyclic job types where many different tasks are performed

Evaluation based on written characteristics. In some cases, the manager is required to prepare a detailed description of the subordinate. This is usually done in preparation for certification, when deciding on the preparation of a reserve for filling managerial positions, and when making appointments and moving to other departments.

An important component of the assessment, which is carried out during the certification, is the writing of a written description of the employee by his immediate supervisor. The need to standardize the characteristics provided by the certification committee requires that managers prepare them in accordance with an established form that defines the issues that should be covered in this case (for example, job achievements, professional training level, assessment of the employee’s professional potential, need for training and improvement qualifications).

The main difficulties in evaluating work on the basis of written characteristics are as follows:

The scope and content of the characteristics presented can vary greatly. depending on the experience, attitudes and characteristics of the personality of the evaluator. For example, one leader may write a lot about the potential and strengths of a subordinate and keep silent about his shortcomings. Another leader can direct all attention mainly to the shortcomings of the employee. The third can consider the issues of training and advanced training in particular detail. It is sometimes very difficult to evaluate employees and compare their work performance on the basis of such characteristics.

Grading can also be influenced by writing skills. , possessed by the assessor. A leader who knows how to “submit” his subordinate well, if desired, can ensure that the average worker looks better on paper than he really is.

A serious problem for many organizations is the lack of work with the information contained in the written references.

To a certain extent, the above difficulties can be overcome by using standard forms, which not only clearly indicate that the work or work behavior of subordinates should be assessed, but also offer specific guidelines (tips) that facilitate the preparation of a written testimonial.

When filling out the evaluation form, it is proposed, on the basis of the proposed scale, to evaluate the business qualities of employees or their readiness for certain types of work behavior. Let's give an example of a five-point scale (see Table 2).

By and large, universal assessment forms do not exist. Specialists who develop methods for assessing the work of personnel are faced with the task of designing their own assessment scales that would take into account the specifics of the organization or the features of the work performed as much as possible.

table 2

Development of work behavior assessment scales

It is important to consider that the rating scales should have the following characteristics:

• · The assessed characteristics and features of work behavior should be correlated with the content and effectiveness of the professional activities of employees;
• · The scales should be aimed at assessing such characteristics of employees, behind which there are specific behavioral manifestations that can be observed by the assessor;
• · Each item (gradation) of the scale should be brief, unambiguous and correspond to the estimated indicator.

At the same time, overly general characteristics should be avoided. For example, if the initiative of employees is assessed, then it is better to use the following gradations: (1) “high activity and independence in decisions and actions made”; (2) “not inclined to display independence and activity in work”; (3) "avoids independent decisions and actions at work"; than (1) - high, (2) - medium and (3) - low initiative.

A well-designed assessment tool features:

• use of a standard evaluation procedure, which facilitates the comparison of employees;
• Relative ease of filling out the assessment form.

It should be noted that the development of scales for assessing the working behavior of personnel requires close cooperation between developers and those who will use these rating scales.

Typically, development goes through 3 stages.

• 1st stage. Drawing up a list of the most significant characteristics of an employee that affect the efficiency of his work. At the first stage of the process, developers discuss the most important components of effective work (professional knowledge and skills, personal characteristics, etc.) and make a list of them.
• 2nd stage. Identification of patterns of effective and ineffective types of work behavior. Developers observe, describe and categorize patterns, examples of effective and ineffective behavior, ways and methods of doing work or work skills. For each evaluated component of effective work, it is necessary to write as many relevant behavioral manifestations (characteristics) as possible. These behaviors are then correlated with the corresponding performance measures. When working on the questionnaire, fuzzy formulations that can lead to differences in their understanding on the part of the evaluators should be avoided.
• 3rd stage. Assignment of scale values ​​to each behavioral characteristic within each assessed component . The main requirement in this case is that the assessments should cover the entire spectrum of efficiency, and not be shifted to any one pole of the scale. At the same time, different characteristics of behavior given in the evaluation forms can be assigned different weights (significance factors) depending on the contribution that this or that type of behavior makes to the overall performance. When summing up the final result, the estimates for each assessed indicator are multiplied by the corresponding coefficient.

Rating scales that provide descriptive characteristics of the behaviors associated with each item on the scale can have a number of advantages. before simple scales. These scales are developed with the active participation of managers and specialists who will participate in the assessment. This increases the likelihood that this method will be adopted.

Behavioral characteristics corresponding to certain performance indicators are determined on the basis of everyday observation of the work and behavior of performers. The use of work behavior rating scales can face a number of serious problems.

One of the main disadvantages of using such scales is that they require a lot of time and high interest of the performers (developers, experts and managers who make the assessment) to develop them.

For different categories of workers, it is necessary to develop their own scales. Different people making an assessment, depending on education, experience and personal characteristics, may understand the content of assessment scales in different ways.

A serious problem is the choice of assessed aspects of work behavior. The assessment form often includes such characteristics (patterns of labor behavior, professional knowledge, work skills) that are weakly related to the content of the professional activity of the assessed employees.

When using rating scales, common psychological errors that arise in the evaluation process can also make a negative contribution: the halo effect, errors of the central tendency, condescension and severity. These errors will be discussed in more detail below.

In the work of a manager, such methods of evaluating the work of subordinates are of particular importance, which make it possible to compare employees with each other, and not just with the established standard or norm. Such a comparison can be made using ranking methods. These methods are characterized by the fact that they:

• easy to use;
• allow you to separate good and bad workers;
• provide enough information to make administrative decisions (increase in salaries, layoffs, promotion or demotion, etc.).

There are several types of rankings:

• 2. direct ranking;
• 3. alternating ranking;
• 4. pairwise comparison.

Direct ranking requires the person who makes the assessment to rank the employees in the group being assessed according to some specific indicator (for example, professional competence, independence, leadership development level, etc.) from the worst to the best or from least efficient to most efficient. In this case, the best worker gets the highest rank, and the worst worker the lowest.

Direct ranking can also be used when employees are evaluated simultaneously by several indicators. In this case, the ranking for each of the indicators is carried out separately, and the ranking results can be summarized in a table. Table 3 gives an example of such a multi-factor ranking.

The sum of ranks for the indicators used determines the "value" of this employee for the organization. Let's consider the alternating ranking method using a specific example.

Table 3

Example of direct ranking by several indicators

Suppose a manager needs to evaluate his subordinates according to an integral criterion - the value of an employee for an organization (department). The names of the employees to be ranked are listed on the left side of the sheet. The manager must select the most valuable employee from the list, cross out his last name on the left side and write it first in order on the right side of the sheet. Then you need to choose the least valuable employee, cross out his last name and write it last on the right side. This process is then repeated for the entire list. Any other criterion can also be used to evaluate employees using rotating rankings: ability to mentor, productivity, quality of work, etc. The method of paired comparisons is also best illustrated by an example. Assume that the evaluator needs to evaluate six employees. The names of these workers are listed on the left side of the sheet. The evaluator then compares the first worker with the second according to a certain criterion of labor efficiency.

If the evaluator believes that the first worker has a higher productivity than the second, then he puts a “+” sign in front of the name of the first worker. Then the first employee is compared with the third, fourth, fifth and sixth according to the same performance criterion. . The "+" sign is placed against the name of the employee who has a higher labor productivity or does more work in each of the compared pairs. The process is repeated until each worker is compared with each according to all selected criteria. The employee who scored the largest number of pluses can be considered the most efficient according to the selected criterion, and the one who has the fewest of them can be considered the least efficient.

For pairwise comparisons, it is convenient to use specially prepared matrices Table 4.

The main disadvantage of the paired comparison method is that it becomes very cumbersome when a large number of employees are evaluated. The number of comparisons can be determined by the formula:

Number of comparisons = N (N - 1)/2, where N is the number of employees.

So, for 10 employees, 45 comparisons must be made, and estimates using this method 15 - already 105 comparisons.

Table 4

Pairwise Comparison Matrix

For example, when evaluating subordinates, it can be assumed that, in accordance with the law of normal distribution, 10% of the staff have the highest level of productivity, 20% - above average productivity, 40% - average level, 20% - below average and 10% - the lowest level of productivity. . Thus, in a group of 20 people using the given distribution method, the evaluator would need to rate two employees as excellent, four as good, eight employees as having an average level of performance, four as below average, and two people as having very poor performance. . The specified distribution is used to eliminate estimation errors such as central tendency error and indulgence error.

When evaluating according to the given distribution method, the evaluator needs to determine the characteristics and parameters of the distribution and enter in the appropriate cells of the table the names of employees who, in his opinion, correspond to the given parameters (see Table 5).

It should not be forgotten that the given distribution method itself can be a source of estimation errors. So, if all employees of the unit do their job well, then the requirement to divide employees into “good” and “bad” will be clearly unfair and far-fetched, which will inevitably cause resistance both on the part of those who make the assessment and on the part of those being evaluated. For many managers, assessing the performance and labor behavior of subordinates using ranking methods is associated with certain difficulties.

Table 5

An example of using the specified distribution method

These difficulties are mainly due to the fact that evaluators find it difficult to distinguish between a good and a very good worker, between an average and a bad worker. Evaluation of work behavior using special forms (questionnaires) allows you to overcome these difficulties, as it makes it possible to evaluate specific patterns of employee work behavior.

Evaluation (or self-assessment) of work behavior uses evaluation forms containing statements or statements that describe effective and ineffective types of work behavior. At the same time, the assessment is carried out according to a number of parameters related to the performance of work or the achievement of the intended goals. When completing the questionnaire, the assessor answers “yes” or “no” to a series of questions about work behavior or marks the appropriate answer with a “+” sign.

The use of standard forms for assessing the work behavior of subordinates allows not only to better solve a set of tasks related to increasing the efficiency of personnel work, but also to simultaneously develop the skills of managers to analyze and establish cause-and-effect relationships between work behavior and work results of subordinates.

Personnel assessment through management by objectives based on the setting of goals that must be achieved over a certain period of time (month, quarter, year). (Table 6).

Table 6

Key Goal Controls

Main elements
Goal setting	Formulation of long-term strategic goals Formulation of specific tasks facing the entire organization Determining the goals of the unit Defining the tasks of each employee
Work planning	Establishment of the main stages of the work Development of a plan of specific measures to achieve the set goals Identification of training needs Resource support
current control	Development and implementation of control procedures Development of mechanisms for correcting undesirable deviations in work Establishing a feedback mechanism
Evaluation of the achieved results and summing up	Determining the procedure for debriefing at the end of work Evaluation of overall effectiveness

Goal Management as a method of assessing employees, it involves the widespread use of objective indicators, such as sales volume, profit in rubles, the number of claims, etc.

The use of management by objectives in performance appraisal is beneficial in that it allows both assessors and evaluators to better understand the objectives, criteria and standards against which their performance is measured and against which indicators progress will be measured.

The main elements of management by goals are:

• setting goals;
• work planning;
• current control;
• Evaluation of the achieved results and summing up.

The main thing in the process of managing by goals is that setting goals, planning work and summing up the results are carried out in the course of joint discussions (consultations) between the manager and subordinates. The use of management by objectives as an evaluation procedure allows you to increase the level of motivation and personal responsibility of performers.

Of all the stages of the management process by objectives, the stage of setting goals and the stage of debriefing are of the greatest importance, since it is these stages that provide the manager with the basic information that allows him to evaluate the work of his subordinates (Table 7).

At the stage of debriefing, the manager, together with subordinates, evaluates not only the progress made, but also, if necessary, the revision of goals or the setting of new goals.

The tasks of this stage are best solved through an assessment interview that the manager conducts with the employee.

For most managers, interviewing is the most difficult task, as it requires a good command of not only the method of management by objectives, but also interpersonal skills.

Table 7

An example of a working form used in the practice of management by objectives

Competently conducting an assessment interview requires the leader to be able to listen, the ability to overcome the resistance of subordinates, openness in communication and the ability to create a trusting atmosphere during the interview.

Any goal facing the employee should contribute to the achievement of the goals of the unit or organization. At the same time, it should be ensured that the goals set meet the following requirements:

Performance goals should be clearly quantifiable or qualitative. Targets that cannot be verified (either through measurements or qualitative expert judgment) should be discarded as far as possible.

It is necessary to set rather complex, intense, promising goals. Setting goals that are too simple does not motivate employees and develops a formal attitude towards work.

Goals must be specific. Goals should not be formulated in general terms, such as: "improve reporting", "improve communication", "work more attentively", "pay more attention to customers". These goals can be translated into specific work goals.

The deadline must be clearly defined.

Goals should be realistic, that is, those that can be achieved by the performer.

The employee must see that the achievement of the set goals is related to his career growth or development.

It is important that the implementers are actively involved in both the goal setting process and the development of the action plan. A high level of cooperation from subordinates is required.

The goals and action plan should form the basis for regular stocktaking. Regular meetings specifically dedicated to debriefing provide an opportunity for the manager and employee to discuss the progress made and, if necessary, to adjust the goals.

One of the difficulties that many managers face when using management by objectives to evaluate the performance of subordinates is that they have to act as consultants or assistants, which may conflict with their ideas about how a leader should behave.

The use of management by objectives in the evaluation of work, despite the complexity and high requirements for the qualifications of managers who carry out the evaluation, when used correctly, helps to create an atmosphere of cooperation between the manager and subordinates, stimulating the manifestation of responsibility and independence, increases the level of satisfaction of employees with the work performed and their commitment to their organization and your division.

Selecting the assessment method that best suits the goals, operating conditions, and needs of the organization and its current organizational culture is a formidable task.

Most organizations are in dire need of employees (both managers and HR specialists) capable of successfully solving this problem. Unfortunately, not all Russian organizations today have realized the urgent need to introduce a system for evaluating performance indicators that meets modern requirements.

When using any assessment methods and no matter how well defined the criteria used in assessing the performance of personnel, the decision of the manager can be influenced by errors related to the peculiarities of interpersonal perception, such as:

Central tendency error occurs when most of the candidates are assessed with an average score (although one can expect that some of the candidates are better and some are worse).

Indulgence fallacy - most candidates are highly rated, which can lead to decisions that will negatively affect the motivation of employees, their desire to work with full dedication.

High demand error - most candidates get low marks. This mistake can negatively affect the attitude of the staff to their work and undermines the confidence of employees in the fairness of decisions made by management.

halo effect arises when a manager evaluates a subordinate as a good or bad employee, focusing on one characteristic, which in his eyes outweighs all the others.

contrast error occurs when the average worker gets a high score if he is rated after several fairly weak workers, or a low score if he goes after several strong ones.

Stereotyping - it is the tendency to compare the subordinate to the stereotype of the "ideal worker". This stereotype can vary greatly among different evaluation managers and bear little relation to the actual requirements of the job.

Evaluation errors, to which every evaluator is subject to some degree, make it difficult, and sometimes impossible, to separate employees into successful and unsuccessful. In addition, these errors make it difficult to compare estimates obtained from different experts. For example, it is possible that a good worker rated by a leader subject to the central tendency error will receive a lower score than a bad worker who was rated by a manager subject to the condescension fallacy.

A higher quality of personnel assessment can be achieved if one understands not only the sources of assessment errors, but also knows the ways to overcome them.

One approach to overcoming valuation errors is to improve the valuation process itself. For example, the use of rating scales with comments that accurately describe relevant work behaviors or work skills can reduce the impact of the halo effect, the errors of high demands, indulgence and central tendency, because when using these scales, managers are provided with specific examples and patterns of behavior in accordance with which they must evaluate the work of subordinates.

The objectivity of the assessment results can be increased by involving other employees of the organization in this procedure as experts along with the immediate supervisor of the assessed contractor. These can be senior managers, personnel service specialists, employees from other departments and services with whom the assessed employee has to regularly cooperate. They must learn the correct application of evaluation methods, learn how to use the information obtained as a result of staff performance evaluation. Special education and training offered by some training centers can be of great help in this.

Performance appraisal can serve as a tool that can help the manager achieve the goals of the organization and unit. However, at the same time, the manager must not only be well versed in existing assessment methods, but also be able to choose the right methods that are best suited both for making administrative decisions and for making decisions related to the development of employees.