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 certification procedure for 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 for performance and compliance with the requirements for specific 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.

Main characteristics

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:

• Evaluate the professionalism of the employee, namely: the level vocational training(knowledge, skills), level of psychological preparation (orientation of the personality, motives of behavior, adaptability, character traits, temperament), labor efficiency (productivity, quality of labor), striving for rationalization and inventions.
• Develop recommendations for the development of personal and professional qualities workers.
• 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.

Overseas 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.

The giant General Electric concern found that criticism is 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.

Periodic performance appraisal of personnel allows the manager not only to find out the training and mood of employees, but also to assess how their personal and business qualities correspond to the position they hold.

Contrary to popular belief, the main task of certification is not to control employees, but to search for a reserve and unlock potential opportunities to increase the level of performance of each employee.

The concept of personnel certification

Employee evaluation involves a series of tests, interviews or interviews.

At the same time, the goals of personnel certification are not limited directly to assessment. Their main value is to identify employees who could work more efficiently in other positions. Based on the results of certification activities, the manager decides on the transfer, promotion, direction for training or retraining of individual employees.

The Importance of Objectivity for Reliable Results

The most important component of the certification procedure is its meaning that when evaluating employees, specific criteria and methods are used to avoid the influence of subjective factors.

It cannot be said that personal impressions only interfere with the work of the manager during the certification, but they can significantly distort the results of the procedure. One-sided perception of employees develops into wrong personnel decisions and management errors.

Appointment of certification of employees of the enterprise

Often, personnel appraisal is a great chance to prove themselves for those employees who "rest their heads on the ceiling." Having mastered their field of activity and not seeing opportunities for further growth, employees lose motivation. They become inefficient and inactive, their productivity declines.

Making personnel changes based on the results of attestation allows you to make optimal use of the organization.

The purpose of certification activities can be:

• Drawing up new Such changes affect the material interest of the staff (wages change, the system of punishments and rewards, motivation increases).
• concerning the development of the organization, optimization of personnel policy (feedback is being established, potential is being shown, the employee has the opportunity for personal and professional development, he receives information about what the organization expects from him). The company, having received and analyzed the data, can adjust its plans and manage human resources more efficiently.
• Reflection of the actual state of the enterprise at the current moment, detection of possible problems in the labor sphere. Given this goal, personnel certification is the study and evaluation of the employee's past activities, his results, the need for training, as well as the identification of existing work problems and the search for ways to eliminate them.

The main components of the certification process

Taking into account the goals for which the certification procedure is carried out, the manager plans:

1. Staff appraisal.
2. Evaluation of the work of employees.

Personnel certification is the study of the degree of preparedness of an employee to perform specific labor tasks (those that he does at his workplace). In addition, this type of assessment involves identifying the level of the employee's potential abilities, which is necessary to predict his professional growth.

The essence of labor assessment measures is to compare the actual results with those that were predicted (they check the content, quality, volume of the work done). The study of planned indicators for technological maps, plans and work programs of the organization allows you to form an objective concept of the actual quantity, quality and intensity of labor.

In the process of certification activities, managers evaluate the work of not only employees, but also their entire department. To do this, there is a special procedure in which information from other (related) divisions is involved and used, as well as data provided by external partners and clients of the company.

As a rule, the company can obtain the most reliable, objective and useful data when using both directions in carrying out certification activities (assessment of labor, as well as the qualities and abilities that influenced the result).

Evaluation of employees and the results of their activities

Certification of personnel at the enterprise includes a whole range of different procedures: it can be written tests or an interview.

To summarize the results and facilitate their analysis, the manager fills out an evaluation form with two sections (a description of the qualities of the employee and the results of his work). At the same time, he uses both a scoring and written explanations, comments, justifications.

The objectives of personnel appraisal are to optimize the use of labor resources, which is why it is so important to discuss the results of procedures and final assessments with the employees themselves. Being familiarized with how they passed the certification, they must sign the appropriate document. The advantage of such a system is the ability for employees to indicate whether they agree with the assessment given to them. If there are special circumstances that prevented the full performance of their duties, the employee can bring them.

How often is the certification

Most successful companies choose to hold an attestation event every year. Some of them perform such checks more frequently - once every six months, often in combination with a simplified assessment procedure.

Also, the certification of the organization's personnel may include the periodic organization of informal interviews. Such actions are accompanied by a discussion of the results of labor, and also contribute to the ongoing monitoring of the labor process. With a good formalization of labor assessment procedures, the manager can introduce assessment activities even more often: weekly, monthly or quarterly. Of course, such procedures cannot be called attestation procedures, but they can be used to monitor the dynamics of the labor efficiency of the staff and the entire unit.

Who is assessed and assessed

Supervision by the manager is necessary for employees who have just been hired or have received a new appointment (transfer, promotion).

For example, McDonald's, famous for its management strategies, provides for mandatory certification of all managers and specialists who have received an increase (decrease).

In addition, six months after the employee joined the organization or was transferred to a new place, he also undergoes an assessment.

Psychological aspect of assessment

In addition to monitoring labor activity and identifying potential opportunities, the essence of personnel certification is to get into new conditions. Careful and regular monitoring helps the manager to see how quickly the employee got involved in the work, how effectively he copes with his duties and what kind of behavioral adjustment he needs.

For many corporations, "human resource" is a rather expensive investment, so they are interested in getting a quick return on its use. For this purpose, personnel changes and experiments are used. These actions are inevitably accompanied by strict control, an assessment of the strengths and weaknesses of the employee, as well as the provision of necessary assistance in correcting shortcomings. At the same time, the relevance of the appointment is checked.

Assessment results

If a we are talking about checking the correctness of the appointment of an ordinary performer or a lower-level manager, then the conclusion is made already after a few months. To evaluate the middle and top managers, analyze the data for the year.

In the event that an employee does not cope with the duties assigned to him, and his activities cannot be adjusted, the manager is forced to resort to demotion or even dismissal.

Why companies are interested in reducing the attestation period

Most large corporations have their own code, a set of standards, the so-called "corporate rules". The administration cannot allow a new employee to independently and uncontrollably master these standards. As you know, few American or domestic companies can boast of the same stable "group norms" of labor behavior as, for example, Japanese ones.

In this context, the essence of personnel certification (especially its regularity and high frequency) is to instill in the employee the norms of behavior and the basics of work activity. The standards laid down in the first months are consolidated and maintained in the process of regular annual assessment procedures.

How is the certification of employees in the enterprise

Despite the fact that most companies have their own procedures for preparing and conducting certification events, there are several universal steps that are applicable in almost any production area:

• Preparation: at this stage, they prepare an order for the assessment, approve the certification commission, prepare documentation and forms, inform the workforce about when and how the certification procedure will take place.
• Form the composition of the commission and approve it. As a rule, it consists of the Director of Human Resources (Chairman), the Head of Human Resources (Deputy Chairman), the Head of the Department under evaluation (Member), the Legal Counsel (Member), the Social Psychologist (Member).
• The main activities, that is, directly attestation of personnel: this is work to assess the individual contribution of each employee, entering data into questionnaires, as well as computer analysis of the information received.

• Completion of the appraisal: specialists sum up the results, make personal decisions about whether to promote the employee, send them to study, relocate or fire (if the employee did not cope with the appraisal).

Those managers and specialists who have worked in their place for less than a year, pregnant women, mothers with children under one year old and other employees belonging to privileged categories are not subject to the assessment.

graduate work

1.5 Certification of workers

Certification of personnel is a significant stage in the work of an employee, after which his status in the company can change significantly. Changes may include a change in position, an increase or decrease in authority, an increase or decrease in wages, etc.

Successful certification for certain categories of employees is the basis for expanding access to the company's material assets, financial resources, information arrays and, most importantly, to strengthen power and increase the authority to make crucial decisions. The company is ready to take these steps only if it checks the professional level of the responsible employee.

From the point of view of personnel security, certification is also an important event. In the process of evaluating an employee, it is necessary not only to take into account his professional merits, but also to subject his behavior to a comprehensive analysis.

Security chiefs are often annoyed that their unit is not involved in the performance appraisal. This is explained by the fact that management does not always understand or does not want to understand who is entrusted with the values ​​and the right to conduct transactions with them.

Certification of employees of an organization can be carried out both on the basis of a tariff system and on a tariff-free basis.

Conducting certification based on testing, as one of its options, is a relatively objective, convenient and uncomplicated procedure that allows you to:

determine the suitability of the employee for the position;

Evaluate opportunities for employee promotion up the career ladder;

identify a list of knowledge and skills that an employee needs to master, outline the directions in which his further training or retraining should go;

· form a personnel reserve;

Obtain objective grounds for the dismissal of employees who do not meet the necessary requirements.

The conducted professional certification allows us to conditionally distribute the organization's personnel into several groups:

workers characterized by a high level of professionally important qualities, including knowledge and skills; their work is highly efficient; they actively use their potential and are personally motivated to maximize the results of their work;

workers are characterized by a high level of professionally important qualities and an average level of knowledge of skills; their additional training, as well as the manifestation of personal motivation, will allow them to be transferred to the first group;

employees are characterized by an average level of professionally important qualities, an average and high level of knowledge and skills, and an average performance;

· employees of this group have reduced and average efficiency, average level of professionally important qualities, knowledge and skills.

It is desirable that the organization is dominated by the first two groups of workers, the most highly qualified and motivated, whose work is more efficient. At the same time, employees of the last two groups, subject to systematic activities in the field of personnel management, should be considered as a personnel reserve of the organization.

Compliance of the duties actually performed and the qualifications of employees with the requirements of job characteristics is determined by the attestation commission in accordance with the current regulation on the procedure for attestation. At the same time, special attention is paid to the quality and efficient performance of work.

Certification of employees in order to establish the compliance of employees with their positions and determine the category of remuneration in accordance with the tariff scale of the organization of the agro-industrial complex is designed to ensure the maintenance of ratios in wage levels depending on the complexity of work and the qualifications of employees. Compliance with the ratios envisaged by the tariff scale of the organization in the remuneration of employees is achieved through their tariffing.

Qualification of employees - the degree of professional training, expressed by the level of training, experience, knowledge and skills necessary to perform a particular type of work. The qualification of an employee is established in the form of a rank or category.

Certification is carried out through an objective assessment of the employee's activities based on the specific conditions and requirements for him in his position.

Managers, specialists and other employees (technical performers) are subject to certification.

Competence is the unity of knowledge, professional experience, abilities to act and behavioral skills of an individual, determined by the goal, the given situation and the position.

For each employee subject to certification, no later than two weeks before the start of the certification, his immediate supervisor prepares a submission containing a comprehensive assessment of: the employee’s compliance with the qualification requirements for the position and pay category; assessment of his professional competence; attitude to work; quality of execution official duties; performance indicators of the certified person for the past period.

Based on the results of the certification, the commission makes recommendations on the compliance of the employee with a certain position and the assignment of one or another category of remuneration to him.

For each indicator used to assess the qualifications and professional competence of an employee, it is necessary to provide specific criteria in the Certification Regulations being developed to characterize the employee’s compliance with the requirements so that the certification commissions have the opportunity, based on the materials submitted for each certified person, and direct acquaintance with certified to give an objective assessment of his activities and express a judgment on the assignment to the employee of one or another category of payment.

Consider the indicators characterizing the qualifications and professional competence of an employee in Table 3.

"right">Table 3

Indicators for assessing the performance of an employee when establishing the category of wages provided for by a single tariff scale

Indicators characterizing the qualifications and professional competence of an employee	The level of compliance of the indicator with the requirements
	below the requirements	Compliant	above the requirements
1. Education
2. Scope of special knowledge
3. Ability to rationally organize the work performed
4. Ability to analyze problems arising in the work, make the right decisions or draw the necessary conclusions
5. Ability to adapt to a new situation and apply new approaches to solving emerging problems
6. Willingness to perform tasks that are not included in job duties, the degree of independence in their implementation
7. The quality of the assigned work, the level of responsibility for the assigned work
8. Intensity of work (ability and willingness to cope with heavy loads)
Additional requirements for leaders:
9. Ability to organize the work of subordinates
10. Communication style: with subordinates; with senior leaders
11. Ability to express one's thoughts: in writing; orally
12. Realistic scope of leadership

Based on the results of an expert analysis of the assessment of the performance of a particular employee using the above system of indicators, the attestation commission makes a decision on assigning a particular category to the employee within the range of categories for the corresponding position. With the predominance of assessments of the first, second or third level in the above scale of indicators, the employee is assigned, respectively, the initial, average or highest salary category within the range of categories provided for by the position.

The results of the attestation of employees are indicated in the attestation sheet, the form of which is developed or specified in each organization. It can contain a wide variety of options.

See Appendix 1 for an example of an attestation sheet.

With the development of the organization, organizational and staff changes, there is a need to change the certification procedure used in the company. The need to revise the rules for assessing employees may also be caused by a change in the professional composition of the staff. In particular, with an increase in the number of highly qualified employees, a change in the personnel appraisal system becomes necessary not only in order to establish adequate assessment schemes, but also to reduce time, human and material costs.

We are talking about changing the procedure for assessing personnel and introducing electronic certification.

Since the certification process is an integral part of the human resource management strategy, in order to avoid contradictions and possible conflicts when choosing a personnel assessment (certification) system, special attention was paid to its compliance with other existing personnel management processes in the company - internal training, base preparation job descriptions and competencies, employee development.

When implementing electronic certification, the following goals are pursued:

a) encourage employees to purposefully and plannedly improve their daily work activities to increase company profits and further development your career;

b) set tasks, priorities and resources to improve the performance of the employee;

c) identify obstacles and problem areas in the work of the employee;

d) agree on the necessary training and a plan for the further development of the employee;

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The use of modern methods of objective assessment of the work of managerial employees, and especially managers, in a market economy and the democratization of management is of particular importance. Carrying out such assessments on the eve of certification, in the process of electing a leader, in the formation of a reserve of personnel for promotion, as well as in the current reshuffles in personnel - these are the main practical directions evaluation activities of organizations.

Evaluation is an integral and essential element in the structure of labor management of managerial personnel. It is a certain system that has a rather complex structure that allows it to perform a regulatory function in relation to the activities of the assessed managers and managers.

There are a lot of pros and cons official assessment managerial workers. The argument in its favor is that it contributes to the solution of a number of managerial tasks. For example, it helps management determine who should get a raise, who should be promoted, and who should be fired. Evaluation, especially objective evaluation, encourages employees to work more efficiently. The presence of an appropriate program and the publicity of the results of its implementation develop the initiative and evoke a sense of responsibility, stimulate the desire to work better. Such an assessment serves as a legal basis for transfers, promotions, awards and dismissals, provides material for the development of employment issues, and provides the necessary information to determine the size of salaries and remuneration of employees.

Today, in some organizations, one of essential principles work with personnel is the requirement to objectively evaluate a managerial worker on business and personal qualities. It is clear that for this it is necessary to form appropriate qualitative criteria.

Admittedly by management professionals any manager must have required business qualities. These usually include:

knowledge of production - its technical and technological features, modern directions of development;

knowledge of economics - planning methods, economic analysis etc.

the ability to choose methods and means to achieve the best results of production and economic activities at the lowest financial, energy and labor costs;

availability of special knowledge in the field of organization and management of production (theoretical foundations, advanced methods and forms, recommendations of modern domestic and foreign management science), as well as the ability to apply them in their practical activities;

the ability to rationally select and arrange personnel;

the ability to mobilize the team to solve problems;

ability and ability to maintain discipline and defend the interests of the case;

the ability to plan the work of the administrative apparatus expediently;

distribute rights, powers and responsibilities among subordinates;

coordinate the activities of all services and divisions as a single system of organization management;

the ability to plan and organize personal activities, to combine the basic principles of management in it, to apply, depending on the situation, the most appropriate and effective style and methods of work;

the ability to be highly demanding of oneself and subordinates;

concreteness and clarity in solving operational issues and everyday affairs;

take into account and control the results of their work and the work of the team;

encourage employees to take responsibility for the implementation of their decisions;

eliminate and prevent any manifestations of bureaucracy in their work and the work of subordinates.

In a market economy, there are increased requirements for personal qualities managerial employee . In the personnel work of a number of organizations, methodological materials contain a list of such qualities of managerial employees as:

honesty, fairness,

the ability of the employee to establish friendly relations with subordinates,

restraint and tact under any circumstances,

purposefulness,

integrity,

decisiveness in making managerial decisions,

as well as perseverance and vigor in their implementation,

ability to defend one's opinion

self-criticism in assessing one's actions and deeds,

the ability to listen to the advice of subordinates,

correct perception of criticism with the ability to draw appropriate conclusions,

the ability to keep one's word and not promise what will not be fulfilled,

the ability to use their rights and powers, especially in cases of administrative and organizational influence,

as well as the ability to positively influence subordinates by personal example and behavior in everyday life.

The performance appraisal system should provide accurate and reliable data. The stricter and more definite it is, the higher the probability of obtaining reliable and accurate data. Experts recommend creating the basis for such a system in six stages:

• 1. Establish performance standards for each workplace and criteria for its evaluation;
• 2. Establish a policy for conducting performance appraisals, that is, decide when, how often, and by whom to evaluate performance;
• 3. To oblige certain persons to assess the effectiveness of labor;
• 4. Oblige assessors to collect data on employee performance;
• 5. Discuss the assessment with the employee;
• 6. Make a decision and document the assessment.

Evaluation of labor results is an important stage of personnel management, solving a number of tasks that can be characterized as administrative, informational and motivational.

1. The solution of administrative tasks means that the results of the assessment provide information about employees, on the basis of which they can be promoted or demoted, transferred to another job, dismissed from the organization, they can change the level or system of remuneration.

Promotion serves two purposes: it allows the enterprise to fill existing vacancies; allows employees to satisfy the desire for success, self-expression, recognition.

The demotion of employees occurs when the indicators of labor assessment do not meet the requirements and the possibilities of achieving the set indicators have been exhausted.

Transfer from one job to another occurs when an enterprise wants to use employees more effectively in other positions or expand its experience. Sometimes a transfer is used when an employee does not perform satisfactorily, but due to his seniority, merits, the organization considers it unethical and inhumane to dismiss him from work.

Termination of the employment contract (dismissal) occurs in cases where the employee was informed of the assessment of his work and provided opportunities for its improvement, but he does not want or cannot work according to the standards of the organization.

• 2. The solution of information problems means that the assessment serves as a source of information about the performance of employees, both for managers and for the employees themselves. Having such information, managers can make decisions or exercise certain influences on subordinates. For example, an employee who has a lack of knowledge can be sent to study, advanced training; an employee who has identified abilities that were previously in the "shadow" can be transferred to another area of ​​\u200b\u200bwork so that he can realize them.
• 3. The solution of motivational tasks is ensured due to the fact that positive assessment results, as a rule, cause a person to feel satisfaction, pride, self-confidence. In addition, on the part of the manager, based on the results of the assessment, the employee can receive remuneration or gratitude, and recognition and respect from colleagues. Negative results of the assessment may encourage the employee to improve the result of his work.

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

The improvement of personnel management systems in companies operating in Russia is characterized by increased interest in the development of effective procedures for assessing and attesting personnel.

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

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

So, let's move on to discussing the most common methods of personnel assessment.

The tables below show the most common personnel assessment methods and the characteristics of their application.

Table 1. Personnel assessment methods

Method name	Brief description of the method	Result
Source study (biographical)	Analysis of personnel data, personnel record sheet, personal statements, autobiography, education documents, characteristics.	Logical conclusions about family, education, career, character traits.
Interviewing (interview)	A conversation with an employee in the "question-answer" mode according to a pre-compiled or arbitrary scheme to obtain additional data about a person.	Questionnaire with answers.
Questionnaire (self-assessment)	Questioning a person using a special questionnaire for self-assessment of personality traits and their subsequent analysis. The evaluation questionnaire is a specific set of questions and descriptions. The evaluator analyzes the presence or absence of the indicated features in the assessed person and notes the appropriate option.	Questionnaire "vacancy"
Sociological survey	Questionnaire survey of employees of different categories who know the assessed employee well (managers, colleagues, subordinates) and build a diagram of personality traits	Questionnaire for sociological assessment, quality chart
Observation	Observation of the assessed employee in an informal setting and in a working environment using the methods of momentary observations and photographs of the working day	Observation report
Testing	Determination of professional knowledge and skills, abilities, motives, personality psychology with the help of special tests with their subsequent decoding with the help of "keys". Various tests can be used to evaluate an employee. According to their content, they are divided into three groups: - qualification, allowing to determine the degree of qualification of the employee; - psychological, giving the opportunity to assess the personal qualities of the employee; - physiological, revealing the physiological characteristics of a person. The positive side of the test assessment is that it allows you to obtain a quantitative characteristic for most assessment criteria, and computer processing of the results is possible. However, when evaluating the potential capabilities of an employee, the tests do not take into account how these abilities manifest themselves in practice.	Psychological picture
Expert assessments	Formation of a group of experts, determination of a set of qualities and obtaining expert assessments of an ideal and real employee	workplace model
Critical Incident	Creating a critical situation and observing human behavior in the process of resolving it (conflict, making a difficult decision, etc.)	Incident and Behavior Report
business game	Conducting an organizational and activity game, analyzing knowledge and skills, ranking players according to their roles ("idea generator", "organizer", "critic", "expert", "observer", etc.) and assessing the ability to work in a small group. Personnel assessment is carried out within the framework of specially designed simulation and developing business games. Both participants of business games and expert observers are involved in the assessment. Attestation business games are held, as a rule, for the result, which allows assessing the readiness of staff to solve current and future problems, as well as the individual contribution of each participant in the game. This evaluation method can be used to determine the effectiveness of staff teamwork.	Game report. Ratings of players and their roles
Case Study	Transfer to the employee of a specific production situation with the task of analyzing and preparing proposals for its resolution in the form of a report	Report with alternative solutions to the situation
Ranging	Comparison of assessed employees among themselves by other methods and arrangement according to the selected criterion in descending or ascending order of ranks (places in the group)	Ranked list of employees (candidates)
Programmed control	Assessment of professional knowledge and skills, level of intelligence, experience and performance using control questions	Programmed control card, assessment of knowledge and skills

Table 2. Application characteristics

Method characteristic	Certifying commission	Ranging	Rating scales	Performance-Based Evaluation (MBE)	Sociometry	Assessment Center
Quantitative certainty		Partially		Partially		Partially
Labor intensity
Eligibility for employees
Eligibility for the manager
Usefulness to justify rewards
Usefulness for discussion with employees				Very high
Useful for identifying growth potential						Very high

Perhaps the most difficult thing in carrying out certification is to develop evaluation criteria. The subjects of assessment can be:

• · Fulfillment of official duties;
• Features of behavior;
• the effectiveness of the activity;
• The level of achievement of goals;
• level of competence;
• personality traits, etc.

When choosing the subject of assessment, one should understand the extent to which the organization is able to define standards. For example, in the absence of clearly defined job responsibilities, it is possible to evaluate the performance of job duties by a particular employee only approximately, while it is possible that the result will be superficial and subjective.

On the preparatory stage you need to answer the following questions:

• What exactly are we evaluating?
• What are the evaluation criteria?
• What information do we have?

The main objects of assessment in the certification of personnel can be:

• 1. The results of labor for a certain period of time.
• 2. Certain aspects of activity or attitude to their duties.
• 3. Personality traits associated with the performance of work or service functions.
• 4. Potential abilities for the corresponding work.

It must be borne in mind that, due to the difference in functions, these moments have different meanings and forms of manifestation for different categories of personnel. In accordance with this, the main factors and indicators of the assessment itself should objectively differ.

Evaluation factors here mean a set of characteristics of the person being assessed, which makes it possible to obtain an adequate idea of ​​it, and indicators - the degree of severity of these characteristics. In addition, it is necessary to highlight such a key concept as the evaluation criterion. This is a kind of threshold beyond which the state of the evaluation factor will satisfy or not satisfy certain requirements.

Evaluation factors are divided into main and additional. The main ones are those without which it is impossible to form an idea about the subject and decipher the content of his assessment. Additional factors help to reveal and clarify this content more deeply. They are both independent, i.e. "filling gaps" between the main and auxiliary, clarifying the latter.

The establishment of evaluation factors does not mean that all of them must necessarily correspond to the qualities of the employee, since they are guidelines for her. At the same time, the lack of clarity and specificity in the criteria and evaluation factors leads to the fact that in practice, different managers, when evaluating the same qualities, subordinates, approach from different, and sometimes from opposite positions. As a result, employees lose their orientation, which reduces the efficiency of their activities.

Consider the main assessment factors applicable to most employees. These include: professional (knowledge, experience, skills); moral (hard work, adherence to principles, honesty, commitment, self-criticism); strong-willed (energy, perseverance, efficiency); business and organizational (initiative, purposefulness, independence, composure, diligence, discipline, leadership inclinations, efficiency, creative approach to business); potential abilities, i.e. qualities that are not disclosed, but are likely to be disclosed in the future (currently determined based on testing). At the same time, people are assessed only in terms of the content of the work. The personality of a person as such is not subject to assessment, in other words, one cannot draw conclusions whether he is good or bad in general.

If we consider the issue more specifically, moral and volitional qualities, erudition, organizational skills, and the overall results of the work of an organization or unit can be called as the main factors in evaluating leaders. Moreover, when evaluating the heads of functional services, we are talking about managerial results, and linear ones - about production ones, taking into account the "price" of these results.

For specialists, the assessment factors will be competence, creative activity, potential, the ability to express their thoughts. The results of their work can be assessed by the degree of achievement of the set goals, timeliness, efficiency, completeness and quality of assignments. The main factor in assessing the qualifications of an employee is work experience; business qualities are not quantifiable.

The main factor in evaluating the work of support staff is the amount of information being processed.

In the specialized literature, for example, such recommendations are given on the factors for assessing employees of industrial enterprises:

for the director - the volume of production, cost, labor productivity, profit, profitability;

for the deputy director for personnel - staff turnover (the main factor), discipline (number of absenteeism), sales volume, turnover of funds, which are affected by the state of personnel;

for the chief engineer - capacity utilization (the main factor), shift ratio, product quality, reduction of material and labor costs, productivity growth;

for the head of the personnel department - their turnover, staffing (the main factor), the number of absenteeism, the state of training and advanced training of personnel;

for the master - the fulfillment of the task in terms of production volume, productivity growth, product quality, labor discipline.

The activities of people are evaluated according to such factors as completeness, scale. Management and technological complexity.

The complexity of the work of a management employee is assessed by such factors as the content of the work, diversity, independence, scope and complexity of management, the nature and degree of responsibility, the ratio of creative and standard procedures.

When evaluating standard work, you can use the time spent on performing the main duties, so it is important to divide work into inherent and unusual positions, planned and not planned, standardized and non-standardized.

The very assessment of the time spent can be carried out, taking into account the list and proportion of the following works: characteristic of this position, repetitive, planned, standardized, non-standard and creative.

The following methods can be used to measure the complexity of work and the qualities of an employee:

• - A descriptive description of the job or employee.
• - A characteristic based on ideal criteria (real employees are compared with them and differences are recorded), but in this case it is difficult to determine the ideal.
• - Comparison with real criteria - other types of labor or employees (individual, pair, group comparisons).

In some organizations, certification takes place in three areas:

• 1. Performance evaluation includes the performance of official duties, the implementation of the work plan (terms, quality), the achievement of the tasks set. Job responsibilities are clearly defined in the organization (it is clear what to compare with), there is a work schedule (tasks are fixed), employees have clear tasks. Certification is fast and objective. It must be remembered that the weaker the organizational basis for performance evaluation, the more difficult it is to obtain an objective result.
• 2. Qualification assessment consists in an "exam" - employees answer questions in their specialty in writing. (An oral form is also possible - it is only necessary to standardize it.) The questionnaire was prepared in advance and agreed with leading specialists, it was determined which result of the "exam" is acceptable for specialists of various qualifications.
• 3. Personality assessment. The organization uses the Thomas system. The Thomas system allows you to evaluate the main behavioral characteristics of a person, compare them with the behavioral requirements for a given position, and evaluate relationships in a team. As a result, you can:
  • a) by comparing the personal requirements for the position with the actual personal characteristics of the employee holding this position, develop a training and development program for the employee;
  • b) in the presence of stressful or conflict situations, determine the causes and ways to eliminate conflicts;
  • c) if there are significant claims to the employee's activities, assess whether the employee and his manager equally understand the behavioral requirements for this position;
  • d) avoiding subjectivity, build a structured attestation interview.

Such certification allows obtaining and formalizing comprehensive information about the employee. However, for many companies, this option is not very applicable, especially at first, when the implementation of the certification process is just beginning. For example, if the company does not have a clear work plan (brought to each employee) or cases of deviation from the plan are not recorded, performance evaluation may be incomprehensible to both the manager and the subordinate. The development of a mini-exam in a specialty is also a laborious process, requiring a high level of qualification of the examiner.

The above, of course, does not mean that attestation should be abandoned altogether. It is only necessary to abandon the common approach: we will develop a regulation on attestation, several forms to create the appearance of formalization, we will gather managers and call subordinates in turn for an interview. As soon as the organization has reached the level of development when certification is put on the agenda, it is necessary, in accordance with the goals set, to determine its capabilities and proceed to the choice of method.

The practice and theory of personnel management considers the certification of the personnel reserve and staff assessment as a mechanism to increase labor productivity and personal effectiveness of employees. It also allows you to form a strong team and improve work organization. Effective assessment and certification of personnel, as a rule, is carried out in a comprehensive manner and takes into account all the nuances of employees' activities to the maximum.

The concept and objectives of the assessment and certification of personnel

The specialist of the personnel department must clearly distinguish between the concepts of assessment and certification of personnel. The first procedure is informal and is determined by the company's policies and procedures, and the second is regulated by labor laws.

In the process of evaluation, the manager sees how the employee meets professional expectations and has the potential for development. Many companies use the personnel assessment procedure as a method of employee development, a mechanism for forming a personnel reserve and providing an employee with feedback regarding his career advancement. At some enterprises, the results of personnel assessment can be directly related to the system of material motivation.

Business assessment of personnel reveals qualifications, knowledge, competence and performance. Evaluation is performed at all stages of team management for various purposes:

• selection of a candidate for a vacant position;
• additional verification of the employee's compliance with the position, the degree of adaptation in the team during the probationary period;
• establishing the current knowledge of the employee about the company's product, the need for further training, bonuses for the results of work;
• readiness of the employee to transfer and perform other job duties;
• personal potential of personnel in the creation of a reserve of personnel;
• dismissal - the procedure determines the incompetence of the employee.

A balanced result of personnel assessment is largely achieved through the integrated use of qualitative and quantitative assessment methods in the certification procedure.

Free catalog of policies and procedures for the assessment and certification of personnel

Appraisal as a method of personnel assessment

Personnel certification is a structured personnel event, during which management assesses the level of development of labor, personal and job compliance of employees. Formal employee appraisal procedures have the following objectives:

• administrative - for raising, transferring, lowering or terminating an employment contract;
• informational - determining the qualitative composition of the company, the workload of employees, assessing the quality of management methods of management;
• motivational - economic incentives and social guarantees are used, the dynamics of the development of the enterprise is stimulated.

The main criterion by which attestation procedures are carried out is the objectivity of the employee's assessment. This allows you to bring labor resources in line with the staffing table and the system of grades and categories that exist in the enterprise.

Goals of certification

Personnel certification determines the readiness of employees to fulfill job requirements in accordance with the employment contract, instructions, qualification handbook, tariff categories industries. The main goals of certification actions:

• assessment of the employee's compliance with the current position, distribution by grades for revising wages;
• control of the level of goals achieved by the personnel according to the last certification;
• choice of methods aimed at employee development;
• the need for personnel changes - salary, transfer, reduction or increase.

The frequency of attestation is established by law in accordance with the field of activity of the person. The procedure is regular and extraordinary. Regular attestation and evaluation of personnel is carried out once every 3-5 years, and extraordinary - as a measure of quality control of civil servants.

Personnel assessment and certification procedure

Personnel certification is mandatory for state, industrial enterprises, educational institutions. The procedure is carried out in stages and includes the following steps:

1. Training. A project and evaluation criteria are being developed for personnel certification. An employee of the personnel department prepares a presentation to the manager with a detailed justification for the need for attestation actions.
2. Bringing methods and rules into a single format. A package of supporting documentation is being prepared. It allows the manager to use effective methods evaluation of employees.
3. Localization of regulations. Each company develops internal corporate certification regulations. They indicate the frequency, technology, order and divisions. Formalization allows you to take into account all the nuances of certification.
4. Testing of the proposed procedure. Sections of the selected methods are checked and finalized.
5. Consulting work. It is performed by competent specialists of the management department 14 days before the procedure. Employees are voiced the assessment criteria, the necessary questions for preparation.
6. Certification. The certification process involves the use of selected rules and assessment methods.
7. Final work. The head of the company submits for discussion the results provided by the certification committee.
8. At the end of the appraisal, the assessment results are communicated to employees.

The effectiveness of the certification organization depends on the awareness of employees, the orderliness of the procedure, the qualifications of the certification commission, the principles involved in it and personnel policies.

Evaluation of the results of personnel certification

The result of the evaluation is a certification sheet, which is given to the employee upon completion of the procedure. The document indicates by what criteria the assessment of labor was carried out, the results of the certification and the steps following the event.

Evaluation criteria

The choice of criteria is left to the discretion of the company or determined by the regulations developed for the industry. Most often, the HR department focuses on the following factors:

• quantity of labor - volume, intensity, effectiveness, use of working time;
• quality of work - the number of errors in this area is determined, the compliance of products and services with accepted international and state quality standards is checked;
• attitude to work - an employee is evaluated in terms of initiative, resistance to stressful situations and speed of adaptation;
• thoroughness of the organization of the labor process - checked workplace, consumption of materials, the level of material costs is controlled;
• readiness for labor interaction - considers the employee's participation in joint activities, his place in the team and reaction to comments regarding the labor process.

The assessment provides for the local compilation of a scale according to the criteria of the quantity, quality of work, attitude to official duties.

Assessment principles

Methods for assessing the quality of personnel work are not effective without following 6 key principles.

1. Objectivity. The personnel service takes into account reliable information and documentary indicators of the employee's activities. Focus on work experience, position, dynamics of results.
2. Publicity. Personnel are required to familiarize themselves with the methods of assessment and the results of certification.
3. Efficiency. Certification works are carried out in a timely manner, within the stipulated time frame.
4. Democracy. The certification committee should include representatives of various departments of the company. Decisions on the results of certification should be taken collectively, taking into account all positions and opinions.
5. Unity of evaluation criteria for the same groups of personnel.
6. Efficiency. Correlation measures based on the results of certification should be taken promptly.

Possibilities of assessment results

The results of professional certification allow the manager to assess the level of competence of his human resources. Certification results can help management:

• improve the placement of staff by selecting employees suitable for a particular position;
• improve the service and qualification movement of personnel;
• to determine the directions of professional development of employees;
• stimulate the organization of work by ensuring that wages are tied to results;
• to form a system of labor motivation.

Evaluation of the effectiveness of personnel certification

The effectiveness of appraisal as a method of personnel assessment can be monitored by several indicators:

• percentage of employees who meet qualification requirements
• the number of job movements that were initiated as a result of the staff assessment
• percentage of employees with poor appraisal results who are subject to corrective action
• feedback from employees on how the appraisal process and communication of assessment results was organized
• the number of complaints and complaints from employees about violations of the law or objectivity during the organization of certification.

Grading levels

The attestation assessment of an employee, provided by the scope of the study, has several levels.

1. Professional assessment of personnel performance. The main method of conducting is a survey once every 7 days or a discussion with the supervisor of the results of work. A decision is made about strong and weak professional qualities.
2. Periodic performance appraisal. Evaluation by the method of questioning, discussion, interview is carried out 1 time in 6 months or 1 time per year. The result is a choice of business prospects and joint planning of corporate goals.
3. Evaluation of the employee's potential. One-time or permanent testing is necessary for personnel forecasting, career management.

Comprehensive certification and evaluation of employees should primarily serve the tasks of developing personnel in accordance with the goals of the company.

Improving the assessment and certification of personnel

Improving the management of assessment and attestation processes is to use new methods of assessment:

• automation of the certification process, when an employee, manager and certification committee can do most of the work online, without filling out a huge number of forms and documents;
• widespread introduction of self-assessment methods and assessment of employees at the level of colleagues;
• using the capabilities of artificial intelligence and Big Data to improve the accuracy and objectivity of the assessment results.