home Ideas Evaluation of personnel performance. How to determine the effectiveness of staff performance Indicators of staff performance

Evaluation of personnel performance. How to determine the effectiveness of staff performance Indicators of staff performance

Recently, the scope of application for the procedure for assessing the productivity of employees has been expanded - it has become used not only for top managers. Grade key indicators effectiveness (KPI of employees) has ceased to be a hallmark of foreign companies, case studies can be found in different industries and for a wide variety of categories of employees from marketers and business analysts to financiers and economists.

Managers are assessed by competencies by Aleksey Shirokopoyas, Expert in the development and assessment of managerial competencies. Developer of educational and game programs. Project founder. 8-926-210-84-19. [email protected]

Typically, KPI-based motivation systems measure key performance indicators (KPIs of employees) because they are based on SMART criteria. Therefore, such motivation systems are convenient for applying to employees employed in profit centers, where there are objective, and most importantly, measurable criteria: sales volumes, financial key performance indicators (KPI employees), deadlines, etc., and work based on SMART -goals and objectives, has a specific result. However, not all types of work can have such goals and objectives. For example, how to evaluate process activities (which do not imply the achievement of a specific result), where there are no SMART tasks and those who are "remote" from the economic and operational processes of the company - "clerks": a secretary, a call center operator, system administrator support services, inspector personnel office work, accountant, personnel officer, etc.? These workers (back office) perform routine functions, and, unlike the work of managers, the work of "clerks" is difficult to evaluate. How to assess the quality side of the work of this category of personnel?

Key performance indicators (KPI employees) - what should I pay attention to?

In this case, it is necessary to evaluate the performance of functions. To a large extent, this is only a qualitative assessment, and, as you know, a qualitative assessment is an expert assessment. The method proposed in the article helps to evaluate the work from this side.

Each leader appreciates in his employees the ability to perform work quickly and efficiently. And laments when these requirements are not met. Often he has to put up with this and hope that he will someday find a better employee, but everything repeats with a new employee. Why is this happening? To answer this question, let's delve into the nature of the parameters under consideration and their relationship.

What is "working speed"? From physics, we know that speed is the ratio of the amount of work to the time it takes to complete it. This means that the manager evaluates his employee according to three parameters: the amount of work, the time it takes to complete it, and the quality of the work.

Thus, any activity can be evaluated by three key performance indicators (KPI employees), let's call them the "efficiency triad" (see Appendix):

Number of work- production rate, share of excess production, additional assignments in excess of the job description, etc.
Quality of work– technology compliance, error-free, no customer complaints, defects, etc.
Work completion time- compliance with the set deadline, early implementation, exceeding deadlines, etc.

Moreover, each leader can decide for himself what kind of work he evaluates:

the number of operations per job function (for example, the function of a lawyer is the preparation of contracts, and the number of contracts is the number of operations in this function);
the scope of functions in excess of the standard, which is determined by the job description (for example, a lawyer according to the standard must process at least 100 contracts monthly);
solution of additional tasks, instructions of the head in excess official functions(projects, one-time tasks, etc.).

However, it is not so easy to "reconcile" the speed of work and quality. Indeed, one can be convinced that it is easy to implement only any two parameters of the “triad” and it is difficult to make sure that all tasks are completed on time, efficiently and in the right amount. It is difficult to balance such a system - and this is the responsibility of the leader.

Most often, the work is done efficiently and on time, but perhaps this will not be the entire amount of work. Often an employee manages to complete all tasks, but either with a decrease in the quality of some of them, or with violation of deadlines.

And you can completely forget about the expectations of early completion of all tasks while maintaining excellent quality to the authorities. Not only that, managers are accustomed to seeing an employee's ability to complete an increased volume of tasks ahead of schedule and with superior quality as signs of underutilization rather than talent. Isn't this the reason for the modern personnel trend of "talent search"? The employers' dream of so-called talent is the dream of employees who are able to sustainably fulfill these three criteria to the fullest. Agree, there are not so many of them.

In itself, accounting for tasks and functions is a creative matter. They have different significance, which means they should be with different weights. In addition, all key performance indicators (KPIs of employees) can have their own weight in the system (see Table 1), which is determined by the manager based on current tasks, work characteristics, etc., thereby highlighting what is most important. For example, timing is important for the recruitment department, and quality is important for the accounting department.

The final grade is calculated as a weighted average of grades. This is the sum of the products of the assessment for each of the key performance indicators (KPI employees) and its weight:

35% x 3 + 40% x 4 + 25% x 1 = 1.05 +1.6 + 0.25 = 2.9 (with a maximum of 4 points)
or
35% x 75% + 40% x 100% + 25% x 25% = 26.25% + 40% + 6.25% = 72.5%

The second option for calculating the final score of this technique is given in the Appendix.

It is worth repeating: naturally, such assessments are subjective. If the scope of work can be determined and the time frame is measurable, then the quality (in the absence of specialized measurements, for example, the number of customer complaints or the results of a mystery shopping assessment) is assessed subjectively.

Key performance indicators (KPI employees) - what increases the objectivity of the methodology?

First of all, evaluation criteria are formulated in a special way. This was not done by chance: after a month, the manager cannot always remember in detail which deadlines were violated and how many cases the employee completed with proper quality. However, he developed a general, holistic picture of the work of a subordinate, written in “large strokes”. With the same "large strokes" he is invited to draw a "portrait of efficiency" of the employee.

Secondly, the objectivity of the methodology increases the practice of its application. More than ten years of experience in using the methodology shows that the effectiveness is high when it is filled out by both the manager and the employee himself. They then discuss their results, and this makes a lot of sense:

the employee remembers his tasks better, and the manager can forget something, confuse, because he has several subordinates;
the manager has his own view on quality issues, while the employee tends to forgive himself for minor “sins”;
the manager is often inclined to consider the violation of deadlines as low quality of work, confusing these concepts, and the employee can be proud quality performance work, while neglecting the value of meeting deadlines or scope.

Thirdly, by virtue of these effects, both sides strive to reach an agreement, which, as the satirists have formulated, is "the product of non-resistance of the parties." Since the main practical use of this method lies in the ability to regulate the monthly or quarterly premium (see Table 2), it is this circumstance that makes the technique valuable, because agreement leads to justice, and this is more important than the accuracy of measurements, and motivates more than mathematically accurate and sometimes impersonal scores.

Fourth, the objectivity of the methodology increases due to the “scale effect” if it is applied in all divisions of the company. This effect makes it possible to compare the result with objective data, and this is another powerful verification criterion and a source for correcting results. So, a senior manager, having received a complete picture of the assessments for the company (a set of performance assessments of managers employed in profit centers, and assessments of the effectiveness of employees of the company's cost centers), can compare it with financial and other objective key performance indicators of an employee (KPI of employees) of the organization's efficiency in in general. It may turn out that the overall assessment of all employees according to the Efficiency Triad methodology will be overestimated compared to the objective key performance indicators (KPIs of employees) of the organization. Then the employer has the right to introduce a correction in the payment of bonuses by his authority.

Table 2 shows that employee Danilin had a vacation in February, and in accordance with the company's policy, no bonus was accrued during this time. Shirokova has a tendency to increase efficiency. For other workers, efficiency has declined.

Please note: the implementation of even 50% of the plan can be rewarded, especially since at the same time three key performance indicators (KPIs of employees) of the “triad” are difficult to achieve, and two out of three can be high due to the resource of the third. In this regard, any number less than 50% is also a definite achievement.

Key performance indicators (KPI employees) - systematic application of the method

The method can be applied in a cascade (when higher-ranking employees evaluate downstream ones), across the entire organization and regardless of whether employees have “objective key performance indicators (KPIs))” or not. The cascading application of the method gives the assessment a systematic and additional objectivity, especially when we are talking about awards.

And if, moreover, the method is applied for a long time, then it acquires a number of useful properties. Let's consider them.

The higher manager, evaluating the lower one, at the same time evaluates the activities of his unit: after all, the results of the work of the manager are made up of both his personal efforts and the efforts of his subordinates. The advantage of this method is that the superior gets the opportunity to compare data and draw conclusions about the effectiveness of the manager and his subordinates, the unit as a whole, and even the management style.

So, the figure shows that the subordinates of the head of department 1 have different skills (this is clearly shown by the “mini-diagrams”): the engineer works slowly, but with high quality, the specialist works quickly, but not with high quality. The superior manager evaluates the work of the chief, and hence the entire department 1 as follows: the department solves a large amount of tasks with average quality and with some violation of deadlines. BUT general analysis the work of the entire department shows that the manager has an additional amount of tasks - in addition to those that his subordinates solve, and this may indicate problems with delegation. In addition, the activities of the boss somehow "worsen" the quality of the engineer's work and "slow down" the work of the specialist. As a result, the terms and quality of the work of the department are not above average. The head of the head of department 1, perhaps, should think about his effectiveness as a manager.

The head of department 2 works quickly, but gives out fewer cases than his subordinate. Leading specialist slowly performs a large amount of work. This means that this boss takes on those tasks that can be solved quickly, while the quality of his work cannot be called low. Obviously, everything is in order here with delegation, quality of work and meeting deadlines, and hence with responsibility.

Analysis of performance dynamics over time. You can see if the efficiency of the worker grows during probationary period or decrease over the years. The most illustrative picture is created by comparing the dynamics of efficiency assessments with other factors. So, in addition to the comparison of the level of efficiency with the vacation period shown in Table 2, one can see signs of an upcoming “burnout”, which are especially noticeable against the background of unchanged motivation, a drop or increase in efficiency associated with a change in leadership, the impact of corporate news on the productivity of employees or departments, and etc.
Analysis of the work style of an individual employee: a comparison of different parameters of the "triad" will show the zones of its effectiveness and inefficiency. For example, one always works quickly, but not with sufficient quality, while the other solves only part of the tasks quickly and efficiently. From this, recommendations are born on the use of workers: the first one should be put in the area where speed is needed, and in relation to the second, one should also understand his motivation and interests in solving specific problems.
Comparison of the ratings of employees allows you to judge their usefulness for the organization, and comparing the ratings of the heads of departments makes it possible to rank departments and managers. So, at the end of the year, you can calculate the average or total annual estimates and determine who is more efficient and who is less and due to what factors: who is the “fastest” worker, who is the most “thorough”, who at the same time performs more tasks. At the same time, the content of labor and the employee's belonging to one or another unit do not play a role.

So, despite the obvious subjectivity of the Efficiency Triad method, its beneficial features obvious:

the method is applicable to all positions, regardless of whether they are managerial or executive;
employee performance evaluations can be accumulated and compared;
accumulating estimates, you can track the dynamics of the work of individual employees and even departments, monitor the onset of "burnout", draw conclusions about their strengths and weaknesses;
comparing the assessments of subordinates with the assessments of the manager, one can draw conclusions about the management style, identify areas of inefficiency in departments;
due to the standard approach, the methodology is easily implemented in document management systems (Lotus Notes, MS Outlook, etc.) and ERP (based on Oracle, SAP, Microsoft, etc.), which are widely used in the corporate world;
method can become an addition or a common format for existing systems assessing the effectiveness and efficiency of MVO, key performance indicators (KPI employees), bring their data to a single view.

And most importantly, this is not just another “precise tool”, but a way to mediate a dialogue between a manager and a subordinate on the issue of remuneration. After all, nothing reduces employee motivation as much as the lack of recognition and understanding of development paths. In such a dialogue, the employee can understand what his boss is dissatisfied with and what he pays attention to. In other words, the method gives motivation a very important managerial effect - feedback subordinate about his work.

should be calculated to diagnose corporate problems. Key performance indicators of an employee allow you to take timely measures to improve the efficiency of his work.

Publication author

The education, qualifications and work experience of an employee are not as important for the head of an organization as a specific result. Therefore, the main criterion for evaluating the effectiveness of work is the effectiveness of the work of personnel. The remaining indicators - personal data, qualifications, experience - are taken into account as an auxiliary, and not a primary criterion.

Performance evaluation: concept and meaning

The manager has the right to assess the effectiveness of the performance of duties by the personnel of the organization. personnel work, immediate supervisor or employer. An analysis of the productivity of the professional activity of an individual employee, an assessment of the fulfillment of his tasks, allows us to note the effectiveness of the functioning of the entire company.

When assessing the effectiveness of the work of personnel, the following are taken into account:

amount of work performed;
the complexity of the tasks;
features assigned functional duties;
labor results.

A person can cope with his duties, but never invest in deadlines, constantly distract colleagues to help with work, while efficiency consists of two indicators:

The time spent to achieve the result.
Resources spent.

An experienced HR specialist is well aware that it will be possible to increase the efficiency of personnel activities if three conditions are met. And all three conditions are aimed at the interaction of the leader and the subordinate:

1. The desire to work must be mutual. In order to get "return" from an ordinary employee, the boss should talk about "bonuses" in the form of a bonus or career development. Thus, both parties benefit: the employee improves his financial situation or acquires a new status, and the organization increases profits due to the efficiency of the use of personnel.

2. Exploiting the subordinate's "personal"/"selfish" needs to increase its performance. Everyone has their own interest. If you manage to find out what is important for a person, this can be used as motivation.

3. The interest of management in the team of employees. If subordinates feel their “need”, they understand that the company is interested in each of them, they try not to disappoint the management, and the results of work will serve as a reward for both the subordinate and the manager.

Assessment Goals

How did the idea of performance appraisal come about? Every employer wants to know what they are spending their money on. It is important for him to understand that the benefits of the employee's activities correspond to the funds invested in him. Performance evaluation is carried out to find out:

the level of work of the management system, as well as the organization of the distribution of functional responsibilities among the staff;
whether an individual employee copes with the tasks assigned to him, and to what extent;
"Necessity" of the employee for the company: the ratio of the company's expenses for the maintenance of the employee with his personal contribution to the profit of the enterprise;
compliance of the amount of work performed with the income received;
what methods of motivation will be effective for staff;
how promising the employee is, and whether it is worth investing in his training to increase the efficiency and productivity of his work, based on the interests of the organization.

The introduction of KPI (key performance indicators) assessment of personnel is a popular technique for modern managers.

In practice, it looks like this: the boss sets certain goals and objectives for the staff. Some employees get the job done, others don't. By evaluation and reward: those who completed the plan - a bonus (cash reward), the rest - thanks for the work (or trying to cope with it). The purpose of such assessments is fair wages.

Who needs an assessment?

The employer is primarily interested in evaluating the effectiveness. Based on the performance indicators, he appoints the payment for the staff. For example, a sales manager can be interested in the percentage of deals made. The higher his personal efficiency, the higher the average monthly income. Salaries are important for office workers. And the amount of salary will depend on the assessment of the effectiveness of their work. But with creative staff - designers or programmers - everything is much more complicated. Russian companies are just beginning to use the KPI indicator in assessing the productivity of creative work. The remuneration of employees of companies is based on the subjective assessment of the manager or employer. Only a part of the leaders confess their method of evaluation, while the rest assiduously hide it.

Problems in the implementation of the assessment system

Not all managers manage to successfully implement a performance appraisal system for their subordinates. And the reason lies both in the unsuccessful method and in the lack of efficiency of the leader himself. What are the problems of performance analysis labor activity may occur and why?

The first barrier to the successful implementation of a system for assessing the level of performance of staff performance of their duties is the resistance of the team. Why is this happening? There are a number of reasons:

concerns about innovation. The staff is afraid of change, believing that the volume of work will increase, and the size of the salary will decrease;
complex scheme . A multi-level system for evaluating the effectiveness of the use of personnel confuses and demotivates the employee. If an employee cannot understand what he did wrong and why he was paid less, this negatively affects his performance and attitude to work;
incomprehensible wage system . If the bonus is paid based on the results of work for the past or even the month before last, the employee is disoriented: he worked worse, but earned more;
the difference in the assessment of completed tasks and the overall effectiveness of the employee and his manager. And such estimates rarely coincide;
Achievement of the set goal does not always depend entirely on the activity of the employee.. What he considers correct, aesthetic, may not please the customer at all. And the work will have to be redone, making edits again and again. Therefore, evaluating the activities of "creative" workers, the manager should apply a special method or an individual approach;
the need to spend time on reports . Who will like to write a detailed report after completing the work, indicating the time spent, meeting deadlines and analyzing their own mistakes.

So, the main problem of introducing assessments of productivity and labor productivity is the subjectivity and opacity of assessment methods.

Automated profiling will help eliminate subjectivity in assessments. The algorithm, which is embedded in, impartially compiles the psychological profiles of employees, determining their strengths and weak sides. The collected information allows you to take a fair management relationship.

Features of assessing the quality of labor

The main criteria for assessing the productivity of the performance of staff duties are:

the total profit of the organization;
involved personnel.

By itself, the level of profit does not guarantee the same efficiency of each employee. The assessment of the work of the entire team may not correspond to the assessment of an employee who “hides” behind colleagues and only “looks” like an effective employee.

Specially developed assessment methods help to determine the level of personnel work, aimed at determining the amount of effort made by an employee, his potential and external factors affecting his activities.

Assessment Methods

The assessment of the professional level of the staff is based on the analysis of:

the amount of theoretical knowledge of the employees of the organization;
the ability of staff to apply knowledge in practice.

Methods for evaluating a particular employee allow the manager to determine the ability of a subordinate to create a “product” that is necessary for the organization, at the lowest cost to the latter.

The most popular methods of personnel assessment are:

Certification.
Tests.
Target management (Management By Objectives).
Performance Management (Performance Management.)

Certification

The certification method makes it possible to check the level of professionalism of the company's personnel. Certification is carried out collectively, the assessment of the knowledge of employees is given by a commission, which includes specialists from certain areas. Grades during certification are given for:

theoretical knowledge of personnel;
the ability to apply them at work;
whether the employee is suitable for his position.

Certification is the only method for assessing the professional level of personnel provided for by labor legislation Russian Federation. If an employee received a low or unsatisfactory grade, the employer has the right to terminate the contract with him.

Tests

Test methods for assessing personnel help to form an objective opinion about a candidate for a position when hiring.

The practical application of test assessment methods has earned the trust of HR managers due to the ease of implementation and the reliability of the results.

Biography

A formal way that gives an idea of the employee's subjective assessment of himself. Provides the employer with the opportunity to analyze the qualifications and experience of the job applicant based on the facts and documents provided.

Questionnaire

The survey is divided into two categories. Qualifying - the job applicant is offered to pass specialized tests to assess the level of his knowledge. The most objective analysis of knowledge is carried out with the help of specially designed computer programs. For example, the free program Airen, based on the method of testing knowledge locally or via the Internet. Such tests consist of a set of tasks:

with a suggested answer
with a detailed answer;
the ability to classify concepts;
to establish compliance.

Psychological gives an assessment of stress resistance, efficiency, emotionality, moral principles person. Such tests are popular in law enforcement agencies, as well as in companies where personnel are faced daily with the processing of a large amount of information or working with clients. Psychological testing makes it possible to identify such a problem among staff as professional “burnout”, and to weed out candidates “unsuitable” for productive work.

Observation

Installation of special hardware, such as Yaware, TimeTracker or TimeInformer. They provide the employer or manager with the opportunity to observe the staff all day long. This method allows you to track the activities of each employee, evaluate communication skills, the level of professionalism, efficiency, and competence. The main disadvantage of such an assessment is its subjectivity. The observer's opinion does not always reflect reality.

Interview

This technique is used in the recruitment process. During the interview, the manager analyzes the applicant's communication skills, his experience previous work, conflict, adaptation in a new team.

Regular interviews with existing employees help identify problems among staff, avoid or resolve conflicts that arise among colleagues during work, and identify potential leaders and outsiders. Of course, the disadvantage of such assessments is their subjectivity. After all, interviews are often conducted by one specialist.

A game

The business game provides the manager with the opportunity to evaluate the staff according to the following criteria:

activity;
initiative;
quick mind;
creativity;
forethought.

The analysis of the game allows you to identify the most promising employees, from which a reserve of applicants for career growth is formed.

It will not be possible to objectively assess the activities of personnel on the basis of test methods alone. They serve as an auxiliary element for evaluating the productivity of individual employees and the entire staff of the company as a whole. Most of the test methods are used for preliminary assessment of a candidate when applying for a job.

Target management (Management by Objectives)

An objective method for evaluating the effectiveness of an employee and his work, as well as the suitability of a person for a position.

How does it work? The manager sets several tasks for the staff and specifies the deadlines for their implementation. It could be a week of intensive work, or it could be several months. A prerequisite setting goals is their clarity, accuracy, feasibility.

Be sure to listen to the opinion of the staff on the strategic and tactical areas of work, agreed on the digital indicators of the plan.

One of the areas of assessment for MVO is the formation of a personnel motivation scheme by creating a remuneration system based on performance indicators. The ratio of performance and salary is set by the manager.

Assessment according to the MVO methodology is carried out according to two schemes:

Payment is made for each performance indicator achieved. Overfulfillment of standards by personnel in such a scheme does not matter. But the underperformance of the plan entails a decrease in wages. There are acceptable performance indicators at the level of 80-85%.
In order for the staff to understand the tasks assigned to them and organize their activities in accordance with them, as well as to simplify the analysis of the performance indicators of individual employees, an MBO matrix is being developed. It contains information about tasks and their numerical coefficients.

Performance Management

Another objective method for evaluating the work of company employees, which involves setting goals and monitoring their effective execution by company personnel. Performance management is an improved MVO methodology that allows assessing the professionalism and competence of personnel. In turn, the employee is interested in the rapid achievement of goals.

The advantages of the methodology in the possibility of evaluating the work of employees:

Encouraging staff to improve their professional level.
Increasing labor productivity.
An objective assessment of the suitability of a person for the position held.

Stages of RM:

Preparation of labor productivity indicators (KRI).
Setting tasks for personnel based on KPI indicators.
Evaluation of the work of employees based on the results of the implementation of KPI.
Modeling of personnel competencies based on assessment results.

Criteria and results

There is no single mechanism capable of objectively evaluating the work of an individual employee or the entire staff of the company. This is due to the variety of methods for calculating the effectiveness, the specifics of the functioning of individual enterprises, the characteristics of the distribution professional duties assigned to staff, as well as "portraits" ideal employee in a specific organization.

The use of the above grading systems makes it possible to calculate the level of productivity of an individual employee by adding the marks given for various parameters, based on the tasks set.

A little madness, or the main thing is not to overdo it

The head of a small but stable working studio "Siberiks" in Moscow, studied a mountain of methods for evaluating the productivity of employees and decided to implement fair wages in his business. By the way, it was decided to introduce such "fairness" to employees involved in the development of sites, creative ideas and other areas of IT technologies. For this, a detailed plan was developed. Employee performance was assessed in terms of:

Correspondence of the production hours of working time to the planned one.
Monthly standards for the "sale" of services.
Number of subordinates and their salary.
Number of thanks from customers.
The number of repeat orders from "regular" customers.
Awards for participation in specialized competitions.
The number of negative customer reviews.
Amount of accounts receivable.
The number of books read and so on.

It's a very detailed list. Thus, a unified evaluation scheme was created. And in order to work it out in practice, it was decided to train not with real money, but with virtual “forfeits”. The office has a large board with a picture of all the employees. On it, with the help of badges - "forfeits" - the successes and failures of each employee were noted, which were taken into account when calculating salaries.

Striking changes in the team occurred within the first hour after the launch of the "project". Faces became gloomy. After a couple of days of “work in a new way”, a fierce struggle for “forfeits” began. The friendly atmosphere in the team was replaced by a wary one. After seven days, project evaluation was taking five times as long as before. And between the developers and the project manager, whole battles flared up.

A month passed, and there was no question of helping a colleague. Everyone had their own job. Endless conflicts began. Fanta has become the subjective opinion of the management. Everyone refused to work without a fanta. The tension in the team grew, but the efficiency of work, on the contrary, fell. In the third month of testing, the "fair pay project" was quietly wound down. And after a month and a half, anxiety disappeared. Everyone became friends again, stopped competing. number of satisfied customers and implemented projects increased.

Summing up

There are many assessment methods. And each has its pros and cons. To what extent, which method and how to apply - the head decides. The main thing is not to transfer theoretical knowledge directly to your subordinates. It is necessary to take into account the specifics of the work, and the peculiarity of the personnel, and the relations that have developed in the team.

And one more thing: the employee treats his duties as the management treats him. If an employee is sure that he is valued, his work is respected, he is valued, he strives not only not to let down the team and the company as a whole, but also to bring as much benefit as possible. He knows that his efforts will be noticed, appreciated and fairly rewarded.

Why do you need a performance appraisal?

Personnel performance assessment allows you to understand how effective employees are in their workplaces, whether they use their full potential, and also how they affect labor productivity management decisions, external factors and market situation.

There are two groups of indicators that are used in assessing the effectiveness of personnel: qualitative and quantitative.

How to evaluate the effectiveness of personnel with quantitative indicators

Turnover per employee

One of the quantitative indicators for evaluating the effectiveness of personnel is the turnover per employee (O bs). To calculate, use the formula: About bs \u003d About bp: C rch, where: О bs - turnover per employee, rub.; About bp - the turnover of the organization for the period, or the gross income received from the sale of works, services, goods, rubles; Срч - the average number of employees for the same period, people. Turnover per person is an indicator that characterizes labor productivity. So, if the turnover of the organization for the quarter amounted to 150,000,000 rubles. with an average payroll of 500 people, one employee will have an average of: 150,000,000 rubles: 500 people. = 300,000 rubles.

The volume of production or services rendered per 1 rub.

Another indicator of staff efficiency is the volume of production or services rendered per 1 ruble spent from the wage fund. To calculate, use the formula: About pr \u003d About square: Z square,

О pr - the volume of production or services rendered per 1 ruble;

About sq - the volume of production or services rendered for the quarter;

Z quarter - the salary of employees for the quarter.

So, if the salary of employees for the quarter amounted to 30,000,000 rubles, for 1 rub. had to manufactured products:

RUB 150,000,000: RUB 30,000,000 = 5 rub.

Thus, for every ruble that the company spent on salaries of employees, it received 5 rubles, and its net income was 4 rubles.

These two indicators can also be used to evaluate the performance of individual employees. In this case, to analyze the effectiveness of the personnel, compare the individual indicators with the average values calculated for the individual structural unit or positions. In addition, industry averages can be used for comparison if such statistics are kept and databases are regularly updated.

How to calculate staff efficiency based on the cost of human resources

A company's human resource is both an expense item and its asset. Therefore, it should be evaluated in two ways.

Evaluation of avg as an expense item

О срР \u003d (PHOTO + I n + O az: С rh) × P, where: About cp – the estimated cost of an employee as an expense item;

FOT - employee's salary;

Oaz - general administrative costs;

Срч - the average number of employees for the billing period;

P - billing period. If we consider the cost human resource as an asset of the company, it should be calculated according to the formula:

Estimated AvA as an asset of the company

About cfA \u003d (PHOT × G kpr + I n) × P,

О срА - the estimated value of the employee as an asset of the company;

FOT - employee's salary;

I n - the organization's investment in an employee, that is, additional costs for training, development, employee retention;

P - billing period;

Г cpr - goodwill of the employee's human resources - a coefficient that reflects the real, market, individual value of the employee not as a staff unit, but as a specific person who knows how to perform certain functions, solve certain tasks.

To calculate this ratio, use the formula:

G cpr \u003d I prib + I st + K pp,

And prib - the profit index of the employee's personnel potential, is determined by the formula:

I inc \u003d Profit: E prv;

And st - the index of the cost of the employee's personnel potential, is determined by the formula:

I st \u003d Total staff costs: E prv. Take data on profits and general staff costs from the balance sheet of the organization; E prv - the equivalent of the full working time of an employee, is determined by the formula:

E prv \u003d (number of working days per year × 8 hours per day) - vacation (in hours) - holidays(number of hours) - absence for personal reasons (illness) (in hours);

K pp - the coefficient of personal prospects - is calculated based on the data on the employee's education, his length of service and age according to the formula:

To pp \u003d O u.obr. × (1 + S: 4 + W t: 18),

About w.arr. - assessment of the level of education, which is usually accepted: 0.15 - for persons with incomplete secondary education;

0.60 - for persons with secondary education;

0.75 - for persons with secondary technical and incomplete higher education;

1.00 - for persons with higher education in the specialty;

C - work experience in the specialty.

In t - age. In accordance with the recommendations of the Research Institute of Labor, it is divided by 18, since it has been established that the influence of age on labor productivity is 18 times less than the influence of education. At the same time, for upper limit age for men is 55 years, and for women - 50.

An example of calculating the estimated value of an employee as an asset of a company:

In 2016, the Alpha organization employed 290 people. Of these, 17 employees have higher professional education, 1 - incomplete higher education, 93 - secondary specialized education and 179 - general secondary education.

The average work experience in the specialty is 9.5 years, the average age is 48 years.

annual fund wages organizations in 2016 amounted to 14,618,200 rubles.

Profit recorded in the accounting records amounted to:

in 2016 - 1,246,300 rubles;

in 2017 - 1,231,760 rubles.

General personnel costs:

in 2016 - 15,988,040 rubles;

in 2015 - 5,302,500 rubles.

Investments in personnel in 2016 amounted to 16,200 rubles.

The employee's full-time equivalent was:

in 2016 - 1824 hours;

in 2015 - 1870 hours.

Then for all employees of the organization this indicator is:

in 2016 - 1824 hours × 290 people. = 528 960 h;

in 2017 - 1870 hours × 99 people. = 185 130 h.

Since the indicators used for analysis are heterogeneous (profit, the equivalent of the employee’s full working time), then, having reduced them to a common measure, we get:

And prib \u003d (1246.3 thousand rubles × 528 960 hours): (1231.76 thousand rubles × 185 130 hours) \u003d 2.89.

Similarly, East = (15,988.04 thousand rubles × 528,960 hours): (5302.5 thousand rubles × 185,130 hours) = 8.62.

Professional prospects coefficient: K pp \u003d (17 × 1 + 94 × 0.75 + 179 × 0.6): 290 × (1 + 9.5: 4 + 48: 18) \u003d 4.06.

G kpr \u003d I inc + I st + K pp \u003d 2.89 + 8.62 + 4.06 \u003d 15.57.

Thus, the estimated value of an employee as an asset of Alfa was:

avA = (14,618.2 thousand rubles × 15.57 + 16.2 thousand rubles) × 1 = 227,612.57 thousand rubles

See the table for other quantitative indicators of the effectiveness of personnel management processes.

How to calculate the effectiveness of personnel by qualitative characteristics

Qualitative assessment of personnel - obtaining characteristics of the physical and psychological potential of employees; the amount of professional knowledge and skills they have; personal qualities that determine their ability to creative and productive work. When evaluating the effectiveness of personnel in terms of quality characteristics indicators are taken into account:

professional qualification and competence;
general intellectual and creative level, ability to learn and perceive innovations;
ability to adapt to changing conditions;
possession of related professions and specialties;
degree of responsibility;
personal qualities;
current achievements in work;
initiative;
job satisfaction;
focus on results.

The set of these characteristics in each company is different, their choice is influenced by the objectives of the assessment, the specifics of production, corporate culture, and the features of the position held.

Example of personnel performance evaluation

Criteria for evaluation Alfa conducts an annual assessment of all employees. To reflect on a single panel all the skills, talents and development plans of employees, a special matrix was created in Excel. This matrix made it possible to combine and structure employee assessments in nine competencies:

knowledge of basic corporate standards;
adherence to the principles of kaizen;
successful business communications;
technical literacy;
management culture;
process development;
marketing and customer relations;
project management;
knowledge of accounting principles, legal issues and basic documentation.

At the same time, each competence is divided into main functions, which allows for a deeper analysis. For example, the Marketing and Customer Relations dimension includes:

research of customers and competitors, justification of the economic feasibility of the product, a plan for its launch, building a regional network;
GR - holding meetings in ministries, involving authorities and unions, speaking at conferences and forums, analyzing and identifying customer needs;
sales – selection of clients, compilation of dossiers and letters, selection of addressees, preparation commercial offer and his promotion to the decision maker;
promotion in the media - preparation of press releases, texts for the website, articles for the target media, establishing contacts with journalists of the target media, etc.;
advertising and presentation products - placement of non-commercial materials in the media, the creation of films and multimedia products;
Internet promotion - organization of direct advertising, analysis of statistics, SEO, mailing lists.

Thus, Excel matrix combines assessments of nine competencies, which are divided into five to seven functions each. Evaluation procedure Each employee once a year analyzes his work and social life for the past year and enters scores for each competency in points from 0 to 5 in the certification form in Excel. In doing so, he uses the scale:

0 - don't know;
1 - I know the theoretical part;
2 - I have initial experience, I perform simple operations;
3 - I confidently perform operations, including complex ones;
4 – I confidently perform all operations, train colleagues, develop new competencies;
5 – all listed in the 4 score, plus I teach to clients.

Then the manager evaluates the results of the work of subordinates: the percentage and timeliness of the implementation of weekly, quarterly and annual plans for individual performance parameters of employees and each competency. To do this, he also evaluates in the range from 0 to 5 points each function of each competence, which are presented in the matrix. After the employee and the manager have filled in the matrix, the program builds a graph that reflects all the competencies of the employee. This allows you to visually get the results of the assessment, which simplifies the overall assessment of the employee's performance and the choice of the direction of his development.

The article tells how the performance of personnel is assessed, explains important nuances.

Evaluation of staff performance is needed in order to understand how well employees work, whether they achieve their goals. An employee of the company can come to work on time, comply with the requirements listed in the job description, but still fail to complete the task.

Consider an example. Petrova A.S. Works as a sales manager for the Printing Yard company. The girl arrives at work on time, regularly makes calls to the company's clients, constantly looking for new clients, but sales are falling. The firm is not making the profit it could have made if the sales manager had been more efficient.

Therefore, an analysis of the effectiveness of personnel is required. It is necessary to understand whether it makes sense to leave such a manager in the company and continue to pay wages.

So, performance appraisal is a set of measures that will help you understand how effectively an employee performs his duties. Evaluation can be carried out at any stage.

An employee can be evaluated at an interview, a probationary period, and throughout his career.

analysis of personal qualities;
assessment of professional abilities;
finding out whether the specialist is able to work for the result.

Before you promote a working employee, it does not hurt to find out if he is actually doing well.

Purposes of application

Job analysis is carried out in order to find out:

whether responsibilities are properly distributed among employees;
whether employees achieve their goals;
Are production costs paid off?
what contribution does each employee make to the work of the company;
what costs go to each subordinate;
how to make staff work more efficiently;
how much profit each employee can bring to the company;
is it worth investing in training and professional development of specialists.

Competent check of the personnel of the organization will help the firm to work more efficiently. The director will know what his employees are capable of, whether it makes sense to keep or change the team.

Who is being evaluated

The indicators for all employees are different. It is impossible to evaluate the work of an administrator and a sales manager in the same way. Each employee is responsible for his area, and the head of the department is responsible for the efficiency of the unit.

Heads of departments

The work of the enterprise depends on whether the heads of departments can competently organize their work. A person who occupies a leading position in a company must have a good understanding of people. Leadership also requires good communication skills and the ability to communicate with different people.

The boss must know the specifics well production activities otherwise he will not be able to competently manage the staff. Without knowledge of the laws, it will not be possible to conduct business. If the law is violated, the controlling structures will be “tortured” with checks, fines will be issued, so the manager must know his norms well.

An important component of personnel management is the evaluation of its effective performance. In practice, when assessing labor productivity, quantitative (direct) and qualitative (indirect) indicators are used. Direct evaluation indicators include: labor intensity or wage intensity, productivity, productivity and labor efficiency. Efficiency characterizes the ratio of the effect obtained with the cost of its implementation. Serbinovsky B.Yu. Personnel Management: Textbook. - M.: Dashkov and Co., 2008. - P. 333 The efficiency indicator expresses the amount of income per unit of costs. Productivity is one of the indicators of the efficiency of the use of various resources, and in this case labor resources. It is determined by the ratio of the volume of production to the cost of the resource.

Labor productivity in domestic enterprises is measured in two ways. The first (production) allows you to determine the amount of products produced per unit of working time, the second (labor intensity) - the amount of working time spent on manufacturing a unit of output. In practice, it is customary to count absolute indicator labor productivity, which characterizes the total annual volume of output, work performed and services rendered per one average employee: Fri \u003d Vp / Rppp, where Fri is the annual labor productivity; Вп - the total annual volume of manufactured products, works and services; Рppp - the average annual number of production and industrial personnel. Evaluation of the work of personnel is carried out periodically, including daily. Serbinovsky B.Yu. Personnel Management: Textbook. - M.: Dashkov and Co., 2008. - S. 331

Indirect indicators for assessing the effectiveness of personnel are characterized by factors influencing the achievement of results. These factors of labor productivity include: efficiency of work, intensity of labor intensity, quality of labor and much more. Kovalev O.P. Responsibility as an important characteristic of modern management // Personnel management, - 2008.-№24.-p. 15-16.

The following methods are used to evaluate personnel:

- Questionnaire method. The evaluation questionnaire is a specific set of questions and descriptions. The evaluator analyzes the presence or absence of the indicated features in the assessed person and notes the appropriate option.
-Descriptive evaluation method. The assessor must identify and describe the positive and negative features of the behavior of the assessed. This method does not provide for a clear fixation of the results and therefore is often used as an addition to other methods.

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

Rating or comparison method. It is based on an assessment of the employee's suitability for the position held. This is a method of scaling the personal qualities of an employee. The most important component of this type of assessment is the list of tasks that the assessed employee must perform. After compiling this list (it can also be taken from job descriptions) there is a study of activities, taking into account the time spent by the employee on decision-making, ways to complete the tasks. It also takes into account how economically the employee uses material resources. Then there is an assessment of the qualities of the certified employee listed in the list on a 7-point scale: 7 - very high degree, 1 - very low degree. The analysis of the results can be carried out either by matching the identified estimates with the benchmark, or by comparing the results obtained from employees of the same position.

Specified distribution method. With this method, the person conducting the assessment is rewritten to give employees assessments within a predetermined (fixed) distribution of assessments. For example: 10% - unsatisfactory; 20% - satisfactory; 40% - quite satisfactory; 20% - good; 10% - excellent; total - 100%. The only thing that requires the employee is to write down the name of the employee on a separate card and distribute them into groups in accordance with the specified quota. Distribution can be carried out on various grounds (assessment criteria).

Evaluation method according to the decisive situation. To use this method, evaluators prepare a list of descriptions of the "right" and "wrong" behavior of employees in typical situations- "decisive situations". These descriptions are divided into headings according to the nature of the work. Next, the person conducting the assessment prepares a journal for records for each employee being assessed, in which he enters examples of behavior for each rubric. Later this journal is used by the evaluation business qualities employee. Usually this method used in assessments made by the manager, and not by colleagues and subordinates.

-Method of rating behavioral attitudes. It is based on the use of "decisive situations", from which the business and personal qualities required from the employee are derived, which become the evaluation criteria. The evaluator reads the description of any evaluation criterion (for example, engineering competence) in the rating questionnaire and puts a mark in the scale in accordance with the qualification of the assessed. Expensive and time-consuming method, but accessible and understandable to workers.
- Behavior observation scale method. Similar to the previous one, but instead of determining the behavior of the employee in the decisive situation of the current time, the appraiser fixes on the scale the number of cases when the employee behaved in one or another specific way earlier. The method is laborious and requires significant material costs.

Method of questionnaires and comparative questionnaires. Includes a set of questions or descriptions of employee behavior. The appraiser puts a mark next to the description of the character trait that, in his opinion, is inherent in the employee, otherwise leaves empty place. The sum of the marks gives the overall rating of the profile of this employee. Used for evaluation by management, colleagues and subordinates.

Interview. This technique is borrowed by human resources departments from sociology. Here is an example of an interview plan for a personality assessment. In an interview, it is important to obtain information about the following components and characteristics of a person: intellectual sphere; motivational sphere; temperament, character; professional and life experience; health; attitude to professional activity; early years; Kindergarten; school; professional education(primary, secondary, higher, professional); Military service; attitude towards work in the company; hobbies; self-assessment of opportunities, health; marital status, family relationships; forms of leisure activities.

Method "360 degrees evaluation". An employee is evaluated by his supervisor, his colleagues and his subordinates. The specific assessment forms may vary, but all assessors fill out the same forms and the results are processed by computers to ensure anonymity. The purpose of the method is to obtain a comprehensive assessment of the person being certified. Belenko P. how to evaluate a top manager // Personnel Management, - 2006. - No. 19. - P. 32 - 33.

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

Currently, domestic and foreign enterprises are assessing the business qualities of personnel. Business evaluation is understood as a procedure carried out in order to identify the degree of compliance with certain requirements for the personal qualities of an employee, the qualitative and quantitative results of his activities. Personnel Management: Tutorial/ V.N. Fedoseev, S.N. Kapustin. - M.: Exam, 2004 - S. 96 The task of an employee's business assessment is to identify: his labor potential, the degree of its use, the employee's compliance with the position held, his readiness to take another specific position. Business valuation is directly linked to efficiency gains economic activity organization, as the results provide an opportunity to: identify the direction of staff development; improving the placement of personnel through the implementation of plans personnel reserve; improving the forms and methods of work of managers and specialists; stimulation of labor activity of personnel due to a more complete account of the results of labor in the system of material remuneration; formation of a positive attitude to work; increasing job satisfaction.

Business assessment is aimed at solving such managerial problems as: recruitment (assessment of qualifications and personal qualities of applicants); determination of the degree of compliance with the position held (analysis of the rational placement of personnel, certification of employees, assessment of the clarity and completeness of the performance of official duties, assessment of employees after an internship or probationary period); improving the use of personnel (determining the degree of workload of employees and the use of their qualifications, improving the organization of managerial work); identification of the employee's contribution to the results of work; promoting employees and identifying the need for advanced training; improvement of the structure of the administrative apparatus; management improvement. Alexandrova N. Peculiarities of assessing the effective performance of personnel operating in the conditions competitive market// Personnel management, - 2008. - No. 15 - P. 43 - 45.

In the practice of domestic and Western countries There are three groups of personnel assessment methods: qualitative, quantitative and combined. Personnel management: Textbook / V.N. Fedoseev, S.N. Kapustin-M: Exam, 2004 - p. 101 Qualitative methods include the method of biographical description, business profile, standard, assessment based on discussion. To quantitative methods include all methods with a numerical assessment of the level of qualities of an employee. These methods include the coefficient method and the score method. To combined methods include methods expert assessments, special tests and other combinations of qualitative and quantitative methods.