Ministry of Education and Science of the Russian Federation

NIZHNEKAMSK MUNICIPAL INSTITUTE

Department of Economics and Management

COURSE PROJECT

in the discipline "Personnel Management"

Level of education: specialist

Type of course work: theoretical and practical

Topic: Evaluation of the results of personnel work. Assessment levels and main approaches

Head _A.F. Sungatullina

Standard controller A.S. Lopukhov

StudentT.S. Melnikova

Nizhnekamsk 2010

Introduction

2.2 The specifics of assessing the results of the work of specialists and managers in the PFR Department

Conclusion

Bibliography

Applications

Introduction

Relevance of the topic. In the conditions of the formation of a market economy in the field of labor management, there is a shift in emphasis from state regulation to collective bargaining. The role of social dialogue and partnership is growing.

The decline in production volumes in many industries, the abolition of the planned-centralized economy, the reorientation to the contractual basis of management, along with other circumstances, led to the release of a significant part of the workforce. Under these conditions, on the one hand, an unclaimed labor force appeared, and on the other hand, an additional reserve of candidates for vacant jobs appeared to the employer, which led to an increase in its requirements for job applicants.

At the same time, the processes of international integration, the priority of indicators of the quality of labor and production, the increasing competition of goods (services) in the markets have changed the requirements for the employee, increased the importance of high professionalism and a creative attitude to work. As a result, the main recruitment tool has become more in demand - the assessment of the candidate and his work. This, in turn, led to adequate changes in the principles, approaches, methods, criteria, forms and socio-psychological aspects of personnel performance evaluation. The scientific search for the most acceptable theoretical and methodological developments on this topic has intensified.

Evaluation of the work of personnel is one of the most important functions of labor management. The diversity and breadth of the spectrum of professions, as well as the difference in qualification levels, make up a huge system of areas human activity. And each component of this huge system, each type of activity, each profession and specialty requires that the personal data of the employee correspond to the specific functions of the labor process itself, its specifics and features. This determines the importance of assessing the employee at different stages of his participation in labor.

The degree of development of the problem. Scientists, economists, sociologists, philosophers pay attention to the consideration of issues of methodology and methodological support for the assessment of personnel work (OTP). The problems of scientific-theoretical, methodological and practical research and monitoring of the labor market, personnel labor assessment (PTO) are devoted to the works of many domestic and foreign scientists, including: V.N. Andreeva, I.V. Bizyukova, Z.F. Bondarenko, V.R. Vesnin, N.A. Volgin, E.V. Galaeva, V.V. Goncharov, M.V. Dorosheva, V.A. Dyatlov, E.S. Zotova, A.Ya. Kibanov, Yu.P. Kokin, L.A. Kostin, A.S. Lifshits, Yu.G. Odegov, G. Santalainen, V.A. Stolyarova, A.I. Turchinov, S.V. Shekshnya, V.I. Shkatulla, G. Schmidt, M. Birkenbill, E. Grove and others. However, a comprehensive, multi-purpose assessment of personnel, its principles, criteria, methods, as well as algorithms for using the results, in our opinion, require further scientific and methodological research and justification.

The issues of evaluating the results of labor activity have been widely studied. The works of A.L. Zhukova, P.V. Zhurav-leva, A.D. Zaikina, A.Ya. Kibanova, I.A. Polyakova, K.S. Remizova, V.A. Stolyarova, N.V. Yasakova, R.A. Yakovleva and others. To a lesser extent, the issues of assessing the work of personnel in the process of implementing labor functions have been studied. The activities of workers are investigated by N.P. Belyatsky, B.G. Litvak, SV. Shekshnya, V.N. Khlynov and others.

aim writing this course work is the study of theoretical foundations, analysis of the state and development of directions for improving the assessment of the work of the organization's personnel in modern conditions.

The goal led to the formulation and solution of the following tasks :

to study the theoretical and methodological foundations for assessing the results of labor;

to investigate the state and specifics of the evaluation of the work of workers and specialists, including managers;

develop directions for improving the assessment of personnel work.

object research is the Office of the Pension Fund for the Nizhnekamsk region and the city of Nizhnekamsk. Thing research - the process of evaluating the results of the work of personnel in the UPFR.

Theoretical and methodological basis research served federal laws and other regulatory legal acts of the Russian Federation, including local regulatory legal acts, the main provisions of leading domestic and foreign economists in the field of labor economics, labor and production management, as well as theoretical developments in the field of labor force reproduction, research on social and labor relations at enterprises, assessment of personal, business qualities and labor efficiency of employees.

empirical base The research was based on official statistics, materials from the Ministry of Labor and Social Development of the Russian Federation, the State Statistics Committee of the Russian Federation, the legal framework for regulating social and labor relations in the Russian Federation (laws and by-laws), as well as reporting data and materials from the study conducted by the author on the UPFR.

Work structure. The work consists of an introduction, 2 chapters, a conclusion, a list of references and applications.

Chapter 1. Theoretical and methodological foundations for assessing the work of personnel

1.1 The concept and essence of personnel performance appraisal

In the theory of labor economics in the pre-perestroika period, the concept of "staff" was used extremely rarely. This term could most often be heard as a designation for the team of a medical institution (hospital staff), in some cases this term was used to designate the permanently working part of the organization's staff (staff, non-staff). The limited use of the term "personnel" at that time was a consequence of the lack of demand in those socio-economic conditions, as well as the justified use of the category " labor collective". The activities of labor collectives were regulated by the relevant law.

In the context of reform Russian economy due to changes in property relations, the development of a multi-structural economy, many terms related to labor economics, labor and production management were introduced from scientific and scientific-practical sources of foreign economists who study the theory and practice of developing a market economy. Among them are such terms as "manager", "marketing", "staff" and others. Thus, the term "personnel" as an economic category entered into last years into domestic economic science and practice, and denotes in general terms the totality of employees of a given organization. Other terms are also used, such as "cadres", "workers".

Let us consider the most common concepts of the categories of personnel and personnel, and also determine their common and distinctive characteristics (Appendix 1 table).

In our opinion, the most successful of the given interpretations of the term "personnel" is the version of the authors B.L. Eremina and T.Yu. Bazarov.

Acquaintance with the economic literature of domestic authors, as well as scientific research by foreign authors on the subject under consideration, shows that insufficient attention is paid to the interpretation of the economic category "personnel work assessment". Therefore, we will consider the interpretation of the concept of "personnel performance appraisal" in more detail.

"Evaluation of labor", - T.Yu. Bazarov and B.L. Eremin is considered as - "measures to determine the compliance of the quantity and quality of labor with the requirements of production technology" .

R. Marr and G. Schmidt cite the concept of the economic category "work evaluation" as: "comparative evaluation of jobs in an organization in terms of the types and height of requirements imposed on them, carried out primarily to take into account differences in the degree of difficulty of work and their reflection in relative value wages. This assessment is made on the basis of the so-called "normal result of work", and therefore it is not related either to the subjective individual perception of the degree of difficulty of the work, or to the labor productivity of a particular employee occupying this workplace " .

Yu.A. Tsypkin understands "work evaluation" as: " formal process, which is used to determine the relative complexity various kinds work for the purpose of establishing pay". This approach to the evaluation of work seems to be quite sufficient if it is used for the purpose of establishing wages.

In addition to the above interpretations in the economic literature, the concepts of "personnel assessment" are given. SOUTH. Odegov and P.V. Zhuravlev believe that "personnel assessment" is the most important component of management, since only the knowledge and skills of people, their coordinated actions can ensure the achievement of the organization's goals. Personnel assessment is a kind of "cross-cutting" type of personnel work, since it accompanies the solution of many problems.

personnel assessment labor result

Niyazmamedov R.T. interprets "personnel assessment" as: "the process of effective performance by employees of the enterprise of their job duties and the implementation of organizational goals" .

Nechaeva I.I. considers "assessment" as a process and result of measurement, comparison of a cognizable object (personnel) with what can serve as a standard.

The foregoing testifies to the ambiguity of the interpretation of the concept of "assessment". In our opinion, Yu.G. Odegov and P.V. Zhuravleva considers "personnel assessment" as a type of personnel work. R.T. Niyazmamedov, the emphasis is on the assessment of the employee's activities, and I.I. Nechaeva presents the assessment in two qualities: as a process for determining the assessment, and also as the indicator itself, that is, the result of this process. There are other approaches to the definition of the concept and essence of evaluation.

A.I. Turchynov considers personnel assessment as "the result and process of commensuration, comparison of the subject of assessment (cognizable - the characteristics of a person, the result and the labor process) with what can act as a standard, i.e. known, known or represented by a person.

The above various interpretations of the concepts of "personnel evaluation", "work evaluation" and others are given in Table 1.

Table 1

The concepts of socio-economic categories "work evaluation", "staff evaluation", "labor results evaluation", "labor evaluation"

No. p / p	Source, author, p.	Interpretation
1.	Niyazmamedov R.T. Labor market and personnel assessment as a factor in its development (С.8)	Personnel assessment is the process of determining the effectiveness of the performance by employees of the enterprise of their job duties and the implementation of organizational goals.
2.	Tsypkin Yu.A. Personnel management (p.432)	Job appraisal is a formal process by which the relative difficulty of various jobs is determined for the purpose of establishing pay.
3.	Nechaeva I.I. Evaluation of professional knowledge and experience of staff (C.70)	Personnel assessment is the process and result of measurement, comparison of a cognizable object (personnel) with what can serve as a standard.
Table 1 continued
4.	Marr R., Schmidt G. Personnel management in a social market economy (p.454)	Evaluation of work - a comparative assessment of jobs in an organization in terms of the types and heights of requirements for them, carried out primarily with the aim of taking into account as much as possible differences in the degree of difficulty of work and their reflection in the relative amount of wages.
5.	Zhuravlev P.V., Kartashov S.A., Mausov N.K., Odegov YuG. Technology of personnel management (P.288)	Personnel assessment is a targeted process of establishing compliance quality characteristics personnel (abilities, motivations and properties) to the requirements of the position or workplace.
6.	Kibanov A.Ya. Organizational personnel management (p.476)	Evaluation of labor productivity is one of the functions of personnel management, aimed at determining the level of efficiency of work performed by a manager or specialist.
7.	Kibanov A.Ya. Organizational personnel management (p.257)	Business assessment of personnel is a purposeful process of establishing the compliance of the qualitative characteristics of personnel (abilities, motivations and properties) with the requirements of a position or workplace.
8.	Bazarov T.Yu., Eremin B.L. Personnel management (p.252)	Evaluation of labor - measures to determine the compliance of the quantity and quality of labor with the requirements of production technology.
9.	Turchinov A.I. professionalization and personnel policy: problems of development of theory and practice (p.230)	Personnel assessment is the result and process of commensuration, comparison of the subject of assessment (cognizable - the characteristics of a person, the result and the labor process) with what can act as a standard, i.e. known, known or imagined by a person.

They indicate: the absence of a unified approach to the definition of the object and purpose of the assessment; the need to define clear evaluation criteria and a unified methodology; complexity (complexity) of its definition in real practice. The existing variety of interpretations of the concepts of "personnel evaluation", "work evaluation" and others is caused by the difference in approaches to the study of evaluation.

1.2 Criteria and indicators for evaluating the results of personnel work

The indicators of the final results of the work of employees, as well as its content, are influenced by a combination of various factors, the classification of which is given in the table of Appendix 2.

Accounting for these factors is mandatory when assessing the performance of specific officials in specific conditions of place and time, as it increases the degree of validity, objectivity and reliability of the evaluation conclusions.

Evaluation of the results of work of different categories of workers (managers, specialists, other employees, workers) differs in their tasks, significance, indicators or characteristics, and the complexity of identifying results.

Quite simply, this problem is solved for the category of workers, especially pieceworkers, since the quantitative and qualitative results of their labor are expressed in the quantity of products produced and their quality. By comparing with the planned task, the result of their work is evaluated.

Evaluation of the results of the work of managers and specialists is much more difficult, since it characterizes their ability to directly influence the activities of any production or management link. In the most general form, the result of the work of an employee of the management apparatus is characterized by the level, or degree of achievement of the management goal at the lowest cost. At the same time, important practical value It has correct definition quantitative or qualitative indicators reflecting the ultimate goals of the organization or unit.

The indicators by which employees are evaluated are varied. These include the quality of the work performed, its quantity, the value assessment of the results. To evaluate labor productivity, a fairly large number of indicators are required that would cover both the amount of work (for example, the number of visits made by the sales agent) and its results (for example, the amount of revenue).

It is also necessary to single out such a key concept as an evaluation criterion - a kind of threshold beyond which the state of the indicator will satisfy or not satisfy the established (planned, normalized) requirements.

Therefore, when choosing evaluation criteria, one should take into account, firstly, for which specific tasks the results of the evaluation are used (increase in wages, career growth, dismissal, etc.), and, secondly, for which category and position of employees the criteria are set , given that they will be differentiated depending on the complexity, responsibility and nature of the employee's activities. When distinguishing three categories of managerial employees, it should be borne in mind that employees of each of these categories contribute to management process: specialists develop and prepare a solution, other employees draw up them, and managers make decisions, evaluate their quality, and control deadlines.

In connection with the division of managerial labor, the result of the manager’s work, as a rule, is expressed through the results of the production, economic and other activities of the organization or divisions (for example, the implementation of the profit plan, the growth in the number of customers, etc.), as well as through socio-economic conditions labor of employees subordinate to him (for example, the level of remuneration, staff motivation, etc.).

The result of the work of specialists is determined based on the volume, completeness, quality, timeliness of the performance of their assigned duties. When choosing indicators that characterize the key, main results of the work of managers and specialists, it should be taken into account that they have a direct and decisive influence on the result of the entire activity of the organization; occupy a significant part of the working time of the staff; there are relatively few of them (4-6); account for at least 80 percent of all results; lead to the achievement of the goals of the organization or unit.

Table 2 provides an approximate list of quantitative indicators for evaluating the results of work for some positions of managers and specialists.

table 2

Positions	List of indicators for evaluating the results of labor
Head of the organization	Profit Profit growth rate Capital turnover Company share in the market
Line managers	Fulfillment of planned tasks in terms of volume and nomenclature Dynamics of production volume Dynamics of labor productivity Reducing production costs The proportion of defective products and their dynamics Downtime Downtime losses Staff turnover rate
Head of Financial Department	Profit Turnover working capital Excess working capital level
Head of Human Resources	Labor productivity and its dynamics Reducing the standard labor intensity of manufactured products Share of technically sound norms The level of wages per unit of output and its dynamics Staff turnover rate Number of vacancies Indicators for training and advanced training of personnel Personnel costs in production costs
HR manager	Number of vacancies in the organization Number of applicants for one vacancy

In practice, when evaluating the performance of managers and specialists, along with quantitative indicators, i.e. direct, indirect ones are used, characterizing the factors influencing the achievement of results. Such performance factors include: efficiency of work, tension, intensity of labor, complexity of labor, quality of labor, etc. In contrast to direct indicators of labor results, indirect assessments characterize the employee's activities according to criteria corresponding to "ideal" ideas about how to perform job duties and functions that form the basis of this position, and about what qualities should be shown in connection with this. The scoring method is most often used to evaluate performance factors.

Thus, the assessment of the results of labor of different categories of workers differs in their tasks, significance, indicators or characteristics, and the complexity of identifying the results. The indicators by which employees are evaluated are varied.

1.3 Forms and methods for assessing the results of personnel work

The performance appraisal procedure will be effective subject to the following mandatory conditions: establishing clear "standards" of labor results for each position (workplace) and criteria for its evaluation; development of a procedure for evaluating the results of work (when, how often and who evaluates, evaluation methods); providing complete and reliable information to the appraiser on the results of the work of the employee; discussing the results of the assessment with the employee; making a decision on the results of the assessment and documenting the assessment.

To evaluate the results of labor, various methods are used, the classification of which and a brief description of presented in Appendix 3.

The most widely used in organizations around the world is the method of management by goals (tasks) to evaluate performance. The greatest difficulty in evaluating the results of the work of managerial employees through goals lies in determining the system of individual target indicators.

Along with the above estimates, estimates of the "level of contribution" made by the employee to the organization's activities are applied: the results of labor are not correlated with individual planned indicators (the latter are not defined in this case), but with more general formal requirements. The description of the "level of contribution" is carried out not by individual performers, but by job groups of employees.

The "professional maturity matrix" reflects both the results of work and the general professional and qualification level. It is the basis not only for the current assessment, but also for the certification of employees. For example, for the "commercial line of business" description allows you to determine the degree of participation of the employee in the preparation of proposals for the center, on the basis of which contracts are concluded with customers and funding is provided. Thus, an employee will be certified for the second assessment category ("second level of contribution") if he participates directly in the preparation of the center's proposals for research, including independently writing any of their sections. "Third level of contribution" implies that the specialist independently prepares such applications. If an employee, in addition to the above, developed applications for complex problems (with the involvement of specialists from various fields and departments of the center) and applications for his own scientific ideas to increase funding by customers for ongoing research, then he must be certified for the "fourth level" .

When choosing an assessment category, the manager takes into account not individual best achievements, and the job of a specialist for most of the year. Unlike “fitness-of-purpose assessments”, there are no private, predetermined standards of performance, so justification is given a particularly important place in the procedure for assessing a superior manager. In this case, it is imperative to take the actual material as a basis. The correctness of the employee's actions is confirmed by the listing of specific applications accepted for financing by the customer, and the amount of funding for the applications made.

Assessment methods in which employees are assessed by their immediate supervisor are traditional for most modern companies. They are effective in large hierarchical organizations operating in a fairly stable external environment.

At the same time, these methods have a number of shortcomings that make them inadequate for today's dynamic companies that operate in a globally competitive environment. Traditional methods:

focused on an individual employee, evaluating him outside the organizational context;

are based solely on the assessment of the employee by the manager. In fact, the leader is in the position of "king and god" in relation to the subordinate - he determines his tasks, controls and evaluates at the end of the year. The opinion of other contractors of the certified person - colleagues in the organization, subordinates, higher-level managers, customers, suppliers is completely ignored.

are oriented to the past and do not take into account the long-term prospects for the development of the organization and the employee.

The dissatisfaction of many organizations with traditional methods of appraisal prompted them to start an active search for new approaches to personnel assessment that are more in line with the realities of today. There are several directions in the development of non-traditional methods:

new assessment methods consider the working group (division, team, temporary team) as the main unit of the organization, focus on the assessment of the employee by his colleagues and the ability to work in a group;

the assessment of an individual employee and a working group is carried out taking into account the results of the work of the entire organization;

not only (and in many cases not so much) the successful performance of today's functions is taken into account, but the ability for professional development and the development of new professions and skills.

In target and planned assessments, as well as in current assessments, three groups of methods are conventionally distinguished:

quantitative - these are all methods with a numerical assessment of the level of qualities of an employee. Among them, the method of coefficients and point method are considered the most simple and effective. These methods are not only quite simple, but also of an open nature, since they allow everyone to independently calculate "their coefficients" or "points" according to a fairly strict methodology, to evaluate the effectiveness of their work;

qualitative - these are methods of biographical description, business description, special oral feedback, standard, and evaluation based on discussion. These ratings correspond to a specific set of qualities. The methods of biographical description, oral feedback and characteristics in economic practice are most often used when hiring and moving workers, and the methods of the standard (assessment of the actual qualities of the employee in comparison with the model) and discussions are mainly used when appointing managers;

combined - widespread and diverse methods peer review the degree of manifestation of certain qualities, special tests and some other combinations of qualitative and quantitative methods. All of them are based on a preliminary description and assessment of certain features, with which the actual qualities of the assessed employee are compared.

One of the most important methodological problems is who should evaluate the employee. In the practice of most firms, this is done by a manager - a manager. In addition to him, in some cases they do this:

a committee of several controllers. This approach has the advantage that it eliminates the bias that can occur when an assessment is carried out by a single supervisor;

colleagues of the assessed. For this system to bear fruit, it is necessary that they know the level of productivity of his work, trust each other and do not seek to win each other the opportunity to raise salaries and promotions;

subordinates of the assessed;

someone not directly related to working situation. This option is more expensive than the others and is mainly used to evaluate a worker in some very important position. It is possible to use this option also in cases where it is necessary to fight accusations of bias and prejudice. It should be taken into account that when using this approach, the person making the assessment will not have such a volume of information as in the previous four options;

self-esteem. In this case, the employee evaluates himself using the methods used by other appraisers. This approach is used to develop the skills of introspection in employees rather than to evaluate performance;

the use of a combination of the above forms of assessment: the assessment of the controller can be confirmed by self-assessment, and the results of the assessment by the boss can be compared with the assessment of subordinates or colleagues. A two-way (appraiser-assessed) discussion of the assessment results provides good suggestions for senior management.

The choice of personnel assessment methods for each specific organization is a unique task that can only be solved by the management of the organization itself, possibly with the help of professional consultants. As well as the compensation system, the certification system should take into account and reflect a number of factors - the strategic goals of the organization, the state of the external environment, organizational culture and structure, the characteristics of the workforce employed in it. In stable organizations with a stable hierarchical structure, as a rule, traditional methods of evaluation can be used effectively; for dynamic organizations operating in a changing environment, non-traditional methods are more suitable. When choosing an Attestation system, it is necessary to pay special attention to its compliance with other personnel management systems - compensation, career planning, vocational training to achieve synergies and avoid conflicts and contradictions.

Chapter 2

2.1 Features of the assessment of the work of employees in the PFR Department

The Pension Fund of the Russian Federation carries out its activities in accordance with the legislation of the Russian Federation and the Regulations on the Pension Fund of the Russian Federation (Russia), approved by the Resolution of the Supreme Council of the Russian Federation dated December 27, 1991 No. 2122-1.

The Department is part of the Pension Fund of the Russian Federation and is directly subordinate to the Branch of the Pension Fund of the Russian Federation in the Republic of Tatarstan.

The management of the Department is carried out by the head, who is appointed to the position and dismissed from his position by order of the head of the Department.

The Department is a legal entity, has federal property in operational management, an independent balance sheet, current and other bank accounts, can acquire and exercise property and non-property rights and incur obligations, be a plaintiff and defendant in court.

The staff has a complex interconnected structure. The number of employees in Pension Fund is 139 people. Staff turnover is below average, mostly specialists, workers with higher education, and people under 45 terminate the employment contract.

For performance appraisal of employees in the UPFR, individual development plans, personal goals and the method of standard assessments are used. The first makes it possible to plan and evaluate the professional development and growth of an employee, the second sets specific professional tasks and provides a tool for assessing their implementation.

Certification is a process of evaluating the effectiveness of an employee's performance of his duties, carried out by his immediate supervisor. Certification includes several stages: determining the date of certification, training the employee and manager, certification interview and filling out the form.

One of the results of the certification interview is the approval of the employee's personal plan for the next certification period. The main purpose of the plan is to develop a "recipe" for improving the efficiency of the employee. UPFR applies an individual development plan and personal goals.

An individual development plan (Appendix 4) is a self-assessment of an employee (in relation to his position), his vision of how he could improve the results of his professional activities and activities that could help him in self-improvement.

Personal goals are a limited set of key tasks for an employee for the certification period. Setting personal goals is an element of the management system through goal setting. The goals included in the personal plan should be specific, measurable, tense and related to the tasks facing the organization as a whole and the unit in which the employee works. In order to achieve this, the goals set by the employee are discussed with the manager. The result of such a discussion is an agreed personal plan of the employee, which he is guided by during the attestation period. During the entire certification period, the manager exercises control over the work of the employee, including the implementation of the individual plan.

UPFR also uses the method of standard estimates. The manager fills out a special form, evaluating certain aspects of the employee's work during the attestation period according to the standard scale (Appendix 5).

This method is low cost and widely available. The manager does not require any special training, nor a significant investment of time or other resources. The use of this method also ensures the uniformity of appraisal of all employees.

However, the method of standard estimates suffers from a number of serious shortcomings. Firstly, certification is carried out by one person - the manager, which implies a high degree of subjectivity and one-sidedness of the assessment. Although he should take into account only the professional qualities of the employee, the personal relationship with the subordinate may affect the assessment. Secondly, the standard scale does not take into account the specifics of the professional activity of each individual employee, which may affect the quality of the assessment.

2.2 The specifics of assessing the results of the work of specialists and managers in the PFR Department

The activities of specialists of the highest category and managers are evaluated by the group method. The group method is based on the joint work of experts and obtaining a summary assessment from the entire group as a whole. With this method, the coordination of individual assessments is combined with the sequential acquaintance of each expert with the assessments of the others.

The result of the experts' work is reflected in the document, the variants of which are recommendations, summarizing assessments, decisions. The most public version of the design of the examination is the decision. The most common are recommendations, but indicating certain signs of a future solution.

The selection, coordination and approval of expert commissions is carried out by the head of the personnel department and the head of the organization. The head of the personnel department introduces the assessment methodology to the experts with the help of a scientific consultant. Expert commissions usually include 3-5 people. At the same time, both the person being assessed and his supervisor should be among the experts.

An assessment questionnaire for a manager or a specialist, an expert card, a form for the results of an expert survey and a form for calculating the final grade for a person being certified - these are mandatory documents almost any technique, regardless of the method of calculation (manually or using a computer).

The main assessment tool is a questionnaire, which is a specially designed questionnaire that includes a list of certain qualities and answer options. At the same time, the list of qualities that a specialist should possess depends on the position held.

After discussing the results, the expert commission approves not only the list of qualities included in the questionnaire, but also determines the quantitative assessment of each quality in points. For example, ten qualities are recommended in the questionnaire, and all of them are evaluated according to a ten-point grading system (Table 3).

Table 3

List of qualities included in the questionnaire

No. p / p	Indicator	Points
1	Ability to develop and implement original solutions	10
2	Ability to create a normal psychological climate in the team	9
3	Ability to quickly assess the situation and make good decisions	8
4	Striving for professional growth and continuous professional development	7
5	Discipline and organization	6
6	Initiative	5
7	Ability to seek agreement in decisions and actions of people	4
8	Ability to work with passion and enthusiasm	3
9	Sociability	2
10	Ability to show interest in related specialties	1

The qualities in the questionnaire are arranged in a ranked row - from more to less significant. In accordance with this, the first assessment is given, which characterizes the degree of significance of the quality. The second assessment is an assessment of the degree of manifestation of the same qualities according to four answer options. At the same time, the expert must establish how often the determined quality manifests itself in the certified person according to the following point scale:

if always - 1.5 points;

if in most cases - 1 point;

if sometimes - 0.5 points;

if almost never - 0 points.

At the first assessment, a "+" sign is placed in the column against the quality and its assessment in points. In the second assessment, a "+" sign is placed in the column corresponding to the expert's opinion.

Processing of the results of evaluation of the person being certified is carried out by filling in a special form - "Form of the results of the survey of experts for the person being certified". For this purpose, the signs "+" from the questionnaires supplied by the experts are transferred with the sign "V" to this form. In another form ("Form for calculating the average mark of the certified person") for each quality, the average score is calculated using the formula:

where Зav - the average score for assessing the quality of the degree of its functional significance;

Z10.31 - assessment by the expert of the degree of significance of quality on a ten-point scale;

n10. n1 - the number of experts who assigned the quality an assessment according to the degree of significance (in points);

At the same time, in the same form, for each of the qualities, the average score of the degree of manifestation of this quality in the person being certified is calculated,

where Psr - the average assessment of the degree of manifestation of qualities in the certified person;

P1.5. P0.5 - the degree of manifestation of qualities in the person being certified according to experts;

n1.5. n0.5 - the number of experts who attributed the quality to the degree of its manifestation in the person being certified to one or another assessment score;

n is the total number of experts.

Then, for each quality, the weighted average score is determined by the formula:

K \u003d Zsr * Psr,

where K is quality.

Further, by summing the weighted average scores for all qualities, the final score of the assessed person is determined. The commission compares the final assessment with the standard. The standard is calculated as follows: the sum of points for all 10 qualities (10+9+8+7+6+5+4+3+2+1 = 57) is multiplied by 1.5 (the coefficient of the degree of manifestation of quality, if it always appears ), or by 1.0 (if it appears in most cases), or by 0.5 (if the quality is sometimes present). As a result, we get the following results:

57 x 1.5 = 85.5;

57 x 1.0 = 57.0;

57 X 0.5 = 28.5.

Thus, in the first case, if the employee's score is more than 85 points, they formulate a conclusion about his increase or inclusion in the reserve for promotion. In the second case, if the score is from 57 to 85 points, a conclusion is made about the suitability of the position held. In the third case, if the score is below 28 points, the conclusion is recorded that the employee does not correspond to the position held. At the same time, it is also very valuable that a detailed analysis of the assessments of quality experts can help determine for each employee specific areas for improving his performance.

An analysis of the assessment procedure in the UPFR and an analysis of the literature on the problem determined the need for a survey of UPFR employees.

The study involved 16 people: 5 people - senior and middle managers, 2 people - members attestation commission and 9 people - ordinary workers, certified. The study was conducted in the form of a questionnaire (Appendix 6). The purpose of certification is determined by the researched as a mandatory necessity, the need to reshuffle personnel, the possibility of redistributing the finances of the enterprise. None of the subjects perceive certification as an opportunity to improve their professional qualities and / or advance in career ladder(Fig. 1).

Fig.1. Respondents' opinions on the appointment of attestation

The majority of respondents to the survey believe that certification should be developed and carried out by specially trained specialists.

Fig.2. Respondents' answers to the question "Should specialists conduct attestation?"

Of the 16 respondents, only 4 specially prepared for certification, the rest - as it should.

As ways to improve the certification technology, the respondents were offered: psychological training, advanced training of the certified both before and after the certification, changing the certification methodology, and conducting a comprehensive assessment.

The evaluation procedure is positively perceived by the employees of the UPFR, as it gives an opportunity to prove themselves.

Analysis of the certification methodology and the results of the survey and questioning allowed us to draw the following conclusions:

The shortcomings listed above determine the need to revise the personnel certification procedure for the UPFR.

2.3 Proposals for improving the procedure for assessing the results of personnel work

At present, the assertion has become quite general that the evaluation of the results of labor is a necessary, but clearly insufficient condition for making personnel decisions. Equally important is the evaluation of the business and personal qualities of employees, revealed directly in the course of their activities. It characterizes the activity of the employee according to criteria corresponding to ideal ideas about how one should perform one's duties and what qualities should be shown in order to achieve maximum labor productivity. These qualities include, first of all, professional and production skills, as well as purely psychological abilities.

Firms seek, on the one hand, to determine a set of labor productivity factors, a common criterion for assessing personnel, and on the other hand, to highlight specific qualities for individual groups of employees.

Based on the analysis of the personnel assessment methods used in the UPFR and the methods existing in Russia and abroad, the author has developed an author's personnel assessment procedure that can be implemented in the UPFR. The essence of the proposed methodology is the introduction of a comprehensive personnel assessment method using a system of complementary methods.

First of all, it is necessary to develop a personnel certification project, revise the assessment criteria in accordance with job descriptions and select appropriate methods for conducting personnel assessment. The subjects of assessment are the characteristics of one of the following groups - behavioral characteristics, performance efficiency, level of goal achievement, level of competence.

We propose to introduce an assessment of all categories of workers - from skilled workers to managers - according to five factors:

1) knowledge of the work (does the employee have a clear understanding of the content of the work and its goals);

2) the need for control over his actions by the boss (how diligent the employee is in performing production tasks, whether he observes labor discipline, including lunch time, breaks, etc.);

3) style of work (does he always make thoughtful decisions, does he have a penchant for introspection, the ability to bring things to the end);

4) initiative (does he have a desire to take on additional responsibility, how he perceives new ideas, is he prone to risk);

5) propensity to cooperate (does he show willingness and ability to work together with colleagues and subordinates, is he able to maintain a favorable psychological mood in the team).

Each factor is evaluated on a 5-point scale. Moreover, the manager is required to confirm the assessment: to disclose in writing the specific actions of the employee, the attitude to the performance of duties in a given situation, and, if necessary, to provide specific results of the employee’s activities that would confirm the assessment.

The assessment should be carried out in the following areas:

a) assessment of the employee's business characteristics, in which the analysis of past achievements and shortcomings in work is carried out in order to improve the efficiency of work in the future;

b) assessment of the employee's potential, which aims to determine whether the employee deserves promotion (promotion) and / or further training;

c) an assessment of the amount of remuneration is carried out to determine the amount of the increase due to the employee. According to established practice, the amount of wages is always discussed after the performance and potential of the employee in two aspects have been considered.

For certain categories of personnel, their own set is also determined necessary qualities(from 6-8 for workers to 15-20 for managers of various ranks). But it is characteristic that the assessment of business and personal qualities (factors of labor productivity) practically does not affect small office workers, i.e. workers of those categories that can be easily replaced in the labor market.

There is also a need for a scorecard that takes into account the different requirements for business qualities for about two dozen categories of personnel (managers of three levels, designers, customer service, clerks, etc.).

The activities of management employees are characterized by the presence of skills in the following indicators:

planning and coordination;

management in critical situations;

administration;

training of subordinates;

control over the activities of subordinates;

delegation of authority;

motivation of subordinates;

ensuring a healthy moral and psychological climate and compliance with safety rules by subordinates;

the ability to communicate effectively with employees;

the ability to cooperate in the use of organizational resources, the ability to represent outside the organization;

professionalism and effective application of special knowledge;

perseverance in achieving goals;

commitment to the goals and policies of the corporation;

relation to the new.

Each factor should be defined in detail. For example, communication effectiveness implies the ability to clearly and convincingly state one's proposals and point of view, the constant exchange of information necessary for other employees to achieve the overall goals of the company, the supply of complete, reliable and timely information to senior managers. Ability to

The motivation of subordinates is specified as follows:

encouraging subordinates to achieve high standards of work;

assignment to subordinates of regular or one-time tasks that require the use of the entire potential of the employee;

influence on subordinates by a personal example of a conscious attitude to business.

Evaluation of the employee's business characteristics allows you to identify his strengths and weak sides to help him improve work efficiency.

For different groups of employees, different departments and levels of the hierarchy of the company, special evaluation criteria should be developed. In one case, the main criterion is the competence and level of knowledge in the specialty, in the other - quantitative performance indicators, in the third - the ability to respond quickly in non-standard situations.

Particular importance should be attached to the assessment of behavior in critical situations (purely industrial or in relationships with the team), being in which the subjects show their qualities in the most concentrated form. We propose to form small mobile groups of psychologists who will quickly analyze the actions of participants in such situations (if necessary, other specialists or leaders are included in the groups).

The most optimal method for assessing professionally and corporately important qualities for personnel is the method of group expert assessment. Heads of departments act as experts.

The best way to evaluate professional competence will qualifying work, allowing to identify the strategy of behavior of this leader in everyday and crisis situations.

It is also desirable to use employee self-assessment methods. He is given the opportunity to evaluate himself and compare the results of self-assessment with the desired level. He can independently determine his need for advanced training, since the information obtained as a result of self-assessment provides an understanding of the need for certain knowledge and skills to work in a particular position. Self-assessment allows you to find out the attitude of the employee to his duties, the degree of possession of certain knowledge and skills, as well as those areas in which it is necessary to improve in the first place.

For self-assessment, various questionnaires can be used. Employees can fill out the questionnaire twice - at the beginning and at the end of the certification. Reassessment allows the employee to re-evaluate himself and analyze changes in his behavior over a certain period of time, to identify those shortcomings that should be paid special attention to.

In the process of evaluation, the working conditions of all subjects must be equalized. It is necessary to reduce the impact of all objective factors that may affect the result. It is important to obtain reliable information about the behavior of the subject in a normal situation. Therefore, it is necessary to minimize the "expertise effect" when the person being assessed behaves differently than he would real life, but tries to please, to guess the expectations of the expert.

An important step to improve the objectivity of the assessment is to strengthen the responsibility of shift supervisors for preparing subordinates for certification. In addition, one of the types of work of middle and lower managers with personnel is psychological preparation for certification. At internal meetings, one should talk about its goals, about the possibilities of increasing the rank, and, as a result, salaries, that is, to promote certification, so that in the eyes of employees it does not look like an audit in order to find shortcomings, but as an opportunity to improve their status. It is necessary to participate in the personnel departments of psychologists to conduct psychological trainings before certification and after it.

At the end of the certification, it is advisable to conduct a public opinion survey to identify the degree of satisfaction with the procedure and technology for certification in the UPFR.

It is very important that the information received can be turned into specific action programs and recommendations - how to overcome shortcomings in work, develop the most useful personal and business qualities for the company, what incentives or disciplinary sanctions will be more effective in relation to a particular employee.

Describing the assessment methodology, HR specialists emphasize the importance of the so-called feedback, i.e. the need to communicate the results to the workers themselves so that they can compare their progress with the official assessment. It is believed that "transparency" is one of the most important conditions for increasing the effectiveness of any personnel evaluation systems.

Thus, the least painful certification process is made by such basic measures as the introduction of clear deadlines mandatory attestation; separating the areas of assessment and increasing its objectivity; more thorough training of personnel, "propaganda of certification"; focusing on successful certification results.

Based on the proposed methodology for assessing personnel, we will conduct an economic analysis of the costs of organizing and conducting certification of personnel in the UPFR. The costs of improving the system and technology of personnel management are divided into one-time and current. One-time costs include the salary of the certification organizers. These costs are incurred every time the certification is carried out. It is presented in table 4.

Table 4

Estimated salary of the organizers of personnel certification according to the proposed methodology

The introduction of the proposed methodology for personnel certification will reduce the time for the preparatory stage of certification, the use of computer technology will modernize the work of commission members and reduce time costs, as well as reduce the amount of costs for organizing certification.

The social significance of the proposed methodology is that:

increase the chances of using staff in accordance with individual interests, abilities and capabilities;

the validity of personnel decisions on the movement of personnel is increased;

facilitating the personnel certification procedure;

increasing the level of professionalism of the staff;

the psychological climate of the procedure itself improves, allowing the candidate to demonstrate his best characteristics.

In addition, the application of the proposed methodology will increase the motivation of employees, make the certification procedure a more effective tool for personnel development. The separation of the areas of assessment will save certified employees from having to pass this "exam" in its entirety to each of the members of the commission, significantly reduce the psychological stress of the staff and simplify the process of deciding on the level of qualification of an employee.

Conclusion

Evaluation of the work of personnel is one of the most important functions of labor management. In the conditions of reforming the Russian economy, the term "personnel labor assessment" as an economic category has entered domestic economic science and practice in recent years, and denotes the result and process of comparison, comparison of the subject of assessment (cognizable - the characteristics of a person, the result and labor process) with the fact that can act as a standard, i.e. known, known or imagined by a person.

An analysis of the above interpretations of the concepts of "assessment" also indicates that, for all their apparent differences, some of them essentially coincide.

The indicators of the final results of the work of employees are influenced by a combination of various factors: natural-biological, socio-economic, technical and organizational, socio-psychological, market. Accounting for these factors is mandatory when assessing labor productivity.

Evaluation of the results of work of different categories of workers differs in their tasks, significance, indicators or characteristics, the complexity of identifying the results. The indicators for evaluating the work of employees include: the quality of the work performed, its quantity, the value assessment of the results. The result of the work of specialists is determined based on the volume, completeness, quality, timeliness of the performance of their assigned duties.

In practice, when assessing labor productivity, indirect factors are also used, which include: efficiency of work, tension, intensity of labor, complexity of labor, quality of labor, etc.

Various methods are used to evaluate the results of labor: management by objectives; graphic rating scale method; forced choice; descriptive method; method of evaluation by the decisive situation; the method of the scale of rating behavioral attitudes and the method of the scale of observation of behavior.

Along with these methods, assessments of the "level of contribution" made by the employee to the organization's activities are applied; "Matrix of professional maturity". For most modern companies, assessment methods are traditional, in which employees are assessed by their immediate supervisor. In the practice of most firms, this is done by a manager - a manager.

In the course of writing the work, the experience of the UPFR in assessing the effectiveness of the work of personnel was studied.

For performance appraisal of employees in the UPFR, individual development plans, personal goals and the method of standard assessments are used. Certification is a process of evaluating the effectiveness of an employee's performance of his duties, carried out by his immediate supervisor. An individual development plan is a self-assessment of an employee (in relation to his position), his vision of how he could improve the results of his professional activities and activities that could help him in self-improvement. Personal goals are a limited set of key tasks for an employee for the certification period. UPFR also uses the method of standard assessments, in which the manager fills out a special form, evaluating certain aspects of the employee's work during the attestation period on a standard scale. The activities of specialists of the highest category and managers are evaluated by the group method. It is based on the joint work of experts and the receipt of a summary assessment from the entire group as a whole. With this method, the coordination of individual assessments is combined with the sequential acquaintance of each expert with the assessments of the others. The selection, coordination and approval of expert commissions is carried out by the head of the personnel department and the head of the organization. Processing of the results of evaluation of the person being certified is carried out by filling in a special "Form of the results of the survey of experts for the person being certified".

An analysis of the assessment procedure in the UPFR and an analysis of the literature on the problem determined the need for a survey of UPFR employees. The results of the study led to the following conclusions:

1. Regulatory documents, standard samples and methods of conducting personnel are developed without taking into account the specifics of the organization's activities.

2. In general, employees positively evaluate the personnel certification procedure.

3. There are no developed criteria for evaluating an employee in the UPFR, there are no quantitative meters.

These shortcomings determined the need to revise the personnel certification procedure for the UPFR.

As measures to improve the personnel assessment procedure, the author proposes: assessment of the business and personal qualities of employees; determination of a set of labor productivity factors; development of a common criterion for assessing personnel and the allocation of specific qualities for individual groups of employees. It is also necessary to introduce an assessment on five factors: knowledge of the work; the need for control over his actions by the boss; work style; initiative; propensity to cooperate. Each factor is evaluated on a 5-point scale. The results obtained should be accompanied by concrete action programs and recommendations.

There is also a need for a system of indicators, compiled taking into account the various requirements for business qualities for about two dozen categories of personnel. The activities of management employees are characterized by the presence of skills in the following indicators: planning and coordination; management in critical situations; administration; training of subordinates; control over the activities of subordinates; delegation of authority; motivation of subordinates; ensuring a healthy moral and psychological climate and compliance with safety rules by subordinates; the ability to communicate effectively with employees; the ability to cooperate in the use of organizational resources, the ability to represent outside the organization; professionalism and effective application of special knowledge; perseverance in achieving goals; commitment to the goals and policies of the corporation; relation to the new.

The paper also points to the need for self-assessment of the employee, the essence of which is to evaluate oneself and compare the results of self-assessment with the desired level. Various forms of questionnaires are used for self-assessment.

Bibliography

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Applications

Annex A

Variants of interpretation of the concepts of "staff" and "cadres"

No. p / p	Interpretation of the concept	Author and source	Author's commentary on the interpretation
1.	Personnel - the composition of employees of an organization, enterprise, institution, which, through its qualifications, must ensure the achievement of their goals.	Turchinov A.I. Professionalization and personnel policy. P.230.	The definition is too broad and does not contain clarifications (regular or not, etc.)
2.	Personnel - the main qualified staff of the organization4 located in its staff	Turchinov A. I Professionalization and personnel policy, S.227.	This interpretation indicates that personnel is a narrower concept than personnel, because includes only qualified full-time employees.
3.	Personnel - personnel, institutions, enterprises or part of this composition, which is a group on professional or other grounds	Tsypkin Yu.A. Personnel management С.432.	The definition is not entirely correct, because too broad and contains terms that require clarification.
4.	Personnel - the main (full-time) composition of employees of an institution, enterprise of a particular branch of activity; all permanent employees	Tsypkin Yu.A. Personnel management С.428.	The definition coincides with the point of view of a number of authors. We consider it complete.
5.	Personnel, or personnel, is the staff of the organization's employees performing various production and economic functions.	Oganesyan I. A Personnel management of the organization, P.13.	Not all staff are full-time. Somewhat inaccurate interpretation of the concept.
6.	Personnel of the organization - a set of individuals who are with the organization as a legal entity in relations regulated by the contract of employment	ON THE. Volgin, B.V. Rakitsky Economics of labor and social relations, (course of key lectures), p.79.	The concept is targeted to a certain extent - a one-sided legal interpretation
7.	Personnel - the totality of all human resources that an organization has	T.Yu. Bazarov, B.L. Eremin, Personnel management, p.547.	The most acceptable interpretation

Annex B

Classification of factors taken into account when assessing the performance of personnel

Factors	The content of the factors
natural biological	Gender Age Health status Mental capacity Physical ability Climate Geographic environment Seasonality and others
Socio-economic	The state of the economy State requirements, restrictions and laws in the field of labor and wages Qualification of employees Labor motivation Standard of living The level of social protection and others
Technical and organizational	The nature of the tasks to be solved The complexity of labor The state of the organization of production and labor Working conditions The volume and quality of the information received Level of use of scientific and technological achievements
Socio - psychological	Attitude towards work Psychophysiological state of the employee Moral climate in the team and others
Market	Development of a mixed economy Entrepreneurship development Level and scope of privatization Competition Independent choice of wage system Price liberalization Corporatization of organizations Inflation Bankruptcy Unemployment

Annex C

The main methods for evaluating the results of the work of managerial employees

Method name	Brief description of the method
Goal Management	Based on an assessment of the achievement by the employee of the goals set jointly by the manager and his subordinates for a specific period of time
Graphic Rating Scale Method	It is based on putting down an appropriate assessment (from 4 to 0) for each character trait of the assessed employee: the amount of work, the quality of work, initiative, cooperation, reliability, and others. The rating corresponds to the rating. To improve the effectiveness of the rating scale, more clearly demarcated descriptions of the completeness of the manifestation of a particular character trait are compiled.
Forced choice	It is based on the selection of the most characteristic characteristics (descriptions) for a given employee, corresponding to effective and inefficient work. On the basis of the point scale, the efficiency index is calculated. Used by management, colleagues, subordinates to assess the performance of employees
Descriptive Method	The appraiser describes the advantages and disadvantages of the employee's behavior according to the criteria: amount of work, quality of work, knowledge of work, personal qualities, initiative and others using a graphic rating scale, using pre-compiled labor productivity standards
Critical Situation Evaluation Method	It is based on the use of a list of descriptions of the "correct" and incorrect behavior of an employee in certain situations, the so-called decisive situations. The evaluator maintains a log in which these descriptions are categorized according to the nature of the work. Used in assessments made by management, not peers or subordinates
Method of the scale of rating behavioral attitudes	Based on the use of decisive situations (5-6), from which the characteristics of labor productivity are derived (from 6 to 10). The appraiser reads the description of some criterion (for example, engineering competence) in the rating questionnaire and puts a mark on the scale in accordance with the qualification of the person being 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 material costs

Annex D

Individual development plan

Appendix E

Form of certification sheet

The weight

Factor

Grade

Evaluation of labor results is one of the functions of personnel management, aimed at determining the level of efficiency of work performance. Evaluation of labor results is integral part business assessment of personnel along with an assessment of their professional behavior and personal qualities and consists in determining the compliance of the results of the employee's work with the set goals, planned indicators, and regulatory requirements.

The indicators of the final results of the work of employees, as well as its content, are influenced by a combination of various factors, the classification of which is given in Table. 9.1. Accounting for these factors is mandatory when assessing the performance of specific officials in specific conditions of place and time, as it increases the degree of validity, objectivity and reliability of the evaluation conclusions.

Evaluation of the results of work of different categories of workers (managers, specialists, other employees, workers) differs in their tasks, significance, indicators or characteristics, and the complexity of identifying results.

Quite simply, this problem is solved for the category of workers, especially pieceworkers, since the quantitative and qualitative results of their labor are expressed in the quantity of products produced and their quality. By comparing with the planned task, the result of their work is evaluated.

Evaluation of the results of the work of managers and specialists is much more difficult, since it characterizes their ability to provide

Table 9.1. Classification of factors taken into account when assessing labor productivity

Factors
natural biological	Health status Mental capacity Physical ability Geographic environment Seasonality, etc.
Socio-economic	The state of the economy State requirements, restrictions and laws in the field of labor and wages Qualification of employees Labor motivation Standard of living The level of social protection, etc.
Technical and organizational	The nature of the tasks to be solved The complexity of labor The state of the organization of production and labor Working conditions (sanitary and hygienic, ergonomic, aesthetic, etc.) The volume and quality of the information received The level of use of scientific and technological achievements, etc.
Socio-psychological	Attitude towards work Psychophysiological state of the worker Moral climate in the team, etc.
Market	Development of a mixed economy Entrepreneurship development Level and scope of privatization Corporatization of organizations Competition Independent choice of wage system Price liberalization Inflation Bankruptcy Unemployment, etc.

call a direct impact on the activities of any production or management link. In the most general form, the result of the work of an employee of the management apparatus is characterized by the level or degree of achievement of the management goal at the lowest cost. At the same time, the correct definition of quantitative or qualitative indicators that reflect the ultimate goals of an organization or unit is of great practical importance.

The indicators by which employees are evaluated are varied. These include the quality of work performed, its quantity,

value assessment of results. To evaluate labor productivity, a fairly large number of indicators are required that would cover both the amount of work (for example, the number of visits made by a sales agent) and its results (for example, the amount of revenue).

It is also necessary to highlight such a key concept as an evaluation criterion - a kind of threshold beyond which the state of the indicator will satisfy or dissatisfy the established (planned, normalized) requirements.

Therefore, when choosing evaluation criteria, one should take into account, firstly, for which specific tasks the results of the evaluation are used (increase in wages, career growth, dismissal, etc.), and, secondly, for which category and position of employees the criteria are set , given that they will be differentiated depending on the complexity, responsibility and nature of the employee's activities. Singling out three categories of managerial employees, it should be borne in mind that employees of each of these categories contribute to the management process: specialists develop and prepare decisions, other employees draw them up, and managers make decisions, evaluate their quality, control deadlines.

In connection with the division of managerial labor, the result of the manager's work, as a rule, is expressed through the results of the production, economic and other activities of the organization or divisions (for example, the implementation of the profit plan, the growth in the number of customers, etc.), as well as through socio-economic conditions labor of employees subordinate to him (for example, the level of remuneration, job satisfaction of staff, etc.).

The result of the work of specialists is determined based on the volume, completeness, quality, timeliness of the performance of their assigned duties. When choosing indicators that characterize the key, main results of the work of managers and specialists, it should be taken into account that they have a direct and decisive influence on the result of the entire activity of the organization; occupy a significant part of the working time of the staff; there are relatively few of them (4-6); account for at least 80% of all results; lead to the achievement of the goals of the organization or unit.

In table. 9.2 provides an approximate list of quantitative indicators for evaluating the results of work for some positions of managers and specialists.

Table 9.2. List of indicators for evaluating the results of labor

Position	List of indicators for evaluating the results of labor
Head of the organization	Profit Growth Capital turnover Market share
bank manager	The volume of loans and their dynamics Profitability The quality of lending operations Number of new clients
Line managers (heads of production shops, foremen)	Fulfillment of planned tasks in terms of volume and nomenclature Dynamics of production volume Dynamics of labor productivity Reducing production costs The proportion of defective products and their dynamics Downtime Downtime losses Staff turnover rate
The head of the financial gave	Working capital turnover Excess working capital level
Head of Human Resources	Labor productivity and its dynamics Reducing the standard labor intensity of manufactured products Share of evidence-based norms The level of wages per unit of output and its dynamics Staff turnover rate and its dynamics Number of vacancies Indicators for training and advanced training of personnel Personnel costs in production costs ( specific gravity and dynamics)
HR manager	Number of vacancies in the organization Number of applicants for one vacancy

In practice, when evaluating the performance of managers and specialists, along with quantitative indicators, i.e. direct, indirect ones are used, characterizing the factors influencing the achievement of results. Such performance factors include: efficiency of work, tension, intensity of labor, complexity of labor, quality of labor, etc. In contrast to direct indicators of labor results, indirect assessments characterize the employee's activities according to criteria corresponding to ideal ideas about how to perform job duties and functions that form the basis of this position, and about what qualities should be shown in connection with this.

The scoring method is most commonly used to evaluate performance factors. The interpretation of scores in assessing the complexity and quality of work is shown in Table. 9.3.

Table 9.3. Example scoring complexity and quality of work

The degree of complexity and quality of work	Score in points
Completed work by complexity: Significantly exceeds job description
Slightly exceeds job description
Conforms to job description
Slightly lower than required in the job description
Significantly lower than required in the job description
Quality of work performed: High level
At a good level
Satisfactorily
Below average
unsatisfactory

The procedure for evaluating the results of work will be effective if the following mandatory conditions are met: setting clear “standards” for the results of work for each position (workplace) and criteria for its evaluation; development of a procedure for evaluating the results of labor (when, how often and who evaluates evaluation methods); providing complete and reliable information to the appraiser on the results of the work of the employee; discussing the results of the assessment with the employee; making a decision on the results of the assessment and documenting the assessment.

To evaluate the results of labor, various methods are used, the classification of which and a brief description are presented in Table. 9.4.

Most widely in organizations around the world, the method of management by goals (tasks) is used to evaluate the performance of managers, engineers and clerical workers who are not directly related to the release of products. An example of the formulation of some goals (tasks) is presented in Table. 9.5.

The greatest difficulty in evaluating the results of the work of managerial employees through goals lies in determining the system of individual target indicators.

Table 9.4. The main methods for evaluating the results of the work of managerial employees

Method name	Brief description of the method
Goal Management	It is based on an assessment of the achievement by the employee of the goals set jointly by the manager and his subordinates for a specific period of time. Provides for a systematic discussion of achieved and not achieved goals Requires quantification of goals and the timing of their achievement. Expensive method. Used to evaluate managers and specialists
	It is based on putting down an appropriate assessment (from 4 to 0) for each character trait of the assessed employee: the amount of work, the quality of work, initiative, cooperation, reliability, etc. The assessment corresponds to the rating. To improve the effectiveness of the rating scale, more clearly demarcated descriptions of the completeness of the manifestation of a particular character trait are compiled.
Forced choice	It is based on the selection of the most characteristic characteristics (descriptions) for a given employee, corresponding to effective and inefficient work (for example, “works a lot”, “does not expect problems”, etc.). Based on the point scale, the efficiency index is calculated. Used by management, colleagues, subordinates to assess the performance of employees
Descriptive Method	The appraiser describes the advantages and disadvantages of the employee's behavior according to the criteria of the amount of work, quality of work, knowledge of work, personal qualities, initiative, etc. using a graphic rating scale, using pre-compiled labor productivity standards
Critical Situation Evaluation Method	Based on the use of a list of descriptions of the "correct" and "wrong" behavior of the employee in certain situations, the so-called decisive situations. The evaluator maintains a log in which these descriptions are categorized according to the nature of the work. Used in management evaluations. not colleagues or subordinates
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 an empty space. The sum of the marks gives the overall rating of the profile of this employee. Used for evaluation by management, peers and subordinates
	Based on the use of decisive situations (5-6). from which the characteristics of labor productivity are derived (from 6 to 10). The appraiser reads the description of some criterion (for example, engineering competence) in the rating questionnaire and puts a mark on the scale in accordance with the qualification of the person being assessed. Expensive and time-consuming method, but accessible and understandable to workers
Behavior Observation Scale Method	It is similar to the previous one, but instead of determining the employee's behavior in the decisive situation of the current time, the estimates fix on the scale the number of cases when the employee behaved in one or another specific way earlier. The method is laborious and requires material costs

Table 9.5. Examples of using the management method by goals (tasks)

Position	Type of organization by size and scope	Formulation of the goal (task)
The factory director	Medium size refrigerator factory
Product manager	Large size, food processing plant	Increase the food market by no less than 2.3% by September 1, increasing costs by no more than 1.5%
Sales Agent	Medium size: oil refinery	Find at least five new buyers in the central area and conclude a contract with two within the next six months
	Large size, construction organization	Complete the development of a thermal substation project 10 days before the deadline for submitting a set of documentation

The most popular form of performance evaluation is KPI-based evaluation ( key indicators efficiency). They are developed, as a rule, for each position and are most often used when evaluating managers, less often when evaluating specialists, but few have heard of the use of KPI in evaluating the work of technical personnel. Quite often, KPIs are not based on either the profile or the special requirements of the position. In addition, it is not always possible to compare the contributions of employees in different positions using key performance indicators due to the fact that different criteria have been developed for them.

An effective, although not very popular, alternative to KPI-based evaluation is the standard criteria job evaluation, which is suitable for any position. But when developing standard performance criteria, certain requirements should be observed:

They must be defined in behavioral terms;

They must relate to stable repetitive forms of behavior;

They should reflect quantitative and qualitative criteria for the performance of work that are not related to the content of activities at a particular site;

They must be directly observable.

The following is an example of a questionnaire designed to periodically evaluate an employee of any level and profile. It is designed based on models that use three main task execution parameters:

Scope of tasks and job responsibilities;

Deadline - scope of tasks and functions;

The quality of execution is the volume of tasks and functions.

The volume of job duties (tasks and functions) prescribed in the job description is taken as the norm for the volume of tasks. For certain reasons, the volume of completed tasks may be less than the norm. These reasons can be "respectful" (illness, vacation) and "disrespectful" (absenteeism, decreased performance, etc.). The volume of tasks exceeding the norms is possible when replacing an employee who was absent due to illness, business trip, vacation. Another reason is the assignment to the employee by his manager of tasks that go beyond the scope of job descriptions, urgent and unscheduled tasks.

So, there are three levels of task scope:

Minimum;

In the scope of official duties;

Additional to official duties.

Questionnaire for assessing labor productivity

I. General information ____________________

FULL NAME. assessed ____________________

Position ____________________

Division ____________________

Company ____________________

Evaluation date ____________________

II. Questionnaire

1. Scope of tasks (functions and job responsibilities).

Tasks completed during the period under review are evaluated. At the end of the month, the functions and progress of tasks are evaluated. In one of the items, select the desired mark.

1. Permissible minimum of completed tasks, including due to the absence of the assessed work due to illness, vacation, etc. (0-4).

2. The usual, routine scope of tasks in accordance with job description (5-8).

3. Tasks additional to those provided for in the job description (assignments, projects, temporary replacement of an absent colleague) (9-12).

1. Deadlines for completing tasks.

Estimated deadlines for the implementation of a particular volume of tasks. Choose one answer.

1. All tasks are overdue.

2. A minority of the tasks were completed without violating the deadlines, most of the tasks:

a) completed ahead of schedule;

b) overdue.

3. Half of the tasks were completed without violating the deadlines, the other half:

a) completed ahead of schedule;

b) overdue.

4. Most of the tasks were completed without violating the deadlines, a smaller part of the tasks:

a) completed ahead of schedule;

b) overdue.

5. All tasks are completed on time.

6. All tasks completed ahead of schedule.

2. The quality of the tasks performed.

The quality of task performance is assessed in accordance with the existing criteria and standards, requirements. Also taken into account are mistakes made, complaints or thanks from customers, etc., the achieved positive effect of the solved problem. Choose one answer.

1. The quality of performance of all tasks is lower than expected.

2. The quality of the execution of a smaller part of the tasks is not lower than expected, the majority of the tasks:

a) higher than expected;

b) lower than expected.

3. The quality of half of the tasks is not lower than expected, the second half:

a) higher than expected;

b) lower than expected.

4. The quality of most of the tasks is not lower than expected, a smaller part of the tasks:

a) higher than expected;

b) lower than expected.

5. The quality of all tasks is equal to the expected,

6. The quality of all tasks is higher than expected.

III. Final score.

IV. Keys and rules.

Volume of tasks.

The universal key to the criteria "Deadlines" and "Quality of task completion"

Questionnaire item	Grade

Interpretation of results

29-36 Efficiency above the norm

21-28 Efficiency is OK

13-20 Performance below normal

8-12 No or minimal performance

When developing a scale for assessing the timing and quality of tasks, one should proceed from the fact that during the assessment period, some tasks are completed ahead of schedule, and some are delayed. The same with quality - not all tasks are performed equally well. If you look at a matrix that can display different volumes of overdue and early tasks, or different volumes of tasks of different quality, you get a table with rather complex combinations (Table 9.6).

At the intersection of columns and rows - points that are awarded for possible combinations. For the questionnaire, the most typical combinations were selected, which are easier to evaluate.

Table 9.6. Two-factor assessment scale "Scope of tasks - Quality / timeliness of tasks"

Employee performance appraisers can be:

senior manager;

direct supervisor;

A person involved in the same business process; curator, methodological leader or mentor; all these people together;

Any employees interacting with the appraised and able to evaluate his performance.

Labor activity is an effort expediently aimed at achieving a certain result. This is the main feature of the work. It always requires certain mental and physical strength. The result of labor will depend on this. But this achievement is not usually considered as main task. For the result shows the measure of the expenditure of efforts to achieve the goal. And since the individual qualities of the employee are manifested in this process, an important factor is the comparison of labor and its assessment.

Basic concepts

The totality of the employee's actions to reasonably and usefully change the object of labor is labor process. The purpose of its organization is to ensure the fulfillment of the task with minimal costs, including working time, with highly efficient use of equipment and high quality of the final product. Improvement of labor results is determined by a change in the set of methods and methods of work of an employee and / or a group of employees.

Measures to study the compliance of the quality and quantity of labor with the requirements of the technological process of production is the assessment of labor. Evaluation of labor results is one of the many functions of enterprise personnel management. It shows the level of efficiency of the work performed. Evaluation of labor results is one of the components of the assessment of the business activity of the organization's personnel. It shows how the result of the work of the personnel corresponds to the set goals, norms, technological process and planned indicators.

Evaluation of labor allows you to accumulate the results of each employee for a certain period of time. That is, not workers are compared with each other, but their work with accepted standards.

What is appraisal and why is it needed?

Any modern organization, regardless of how extensive the experience of its employees or their high qualifications, is focused on results. That is why performance appraisal is so important. Evaluation of labor results characterizes the effectiveness of the organization's work in the context of the goals and objectives set for each employee.

It's no secret that an employee can successfully fulfill all the items of the job description, but, for example, with the involvement of other employees or frequent extension of deadlines, while the work must be done quickly, efficiently and at the lowest cost, including time . The assessment of labor and its effectiveness is aimed at identifying such employees.

Labor evaluation factors and their classification

Natural biological:

• age;
• geographic environment;
• health;
• capabilities;
• seasonality;
• mental ability, etc.

Socio-economic:

• the state of the economy in the country;
• the level of protection by social authorities;
• state requirements in the field of labor and wages, possible restrictions;
• standard of living;
• motivation to work;
• employee qualification.

Technical and organizational:

• the nature of the tasks;
• ability to use scientific and technical achievements;
• the complexity of the work performed;
• the ability to perceive the quality and volume of information;
• working conditions (ergonomic, sanitary and hygienic, aesthetic, etc.).

Socio-psychological:

• moral climate;
• attitude to work;
• psychophysiological state of the employee.

Market:

• mixed economy;
• unemployment;
• entrepreneurship development;
• bankruptcy;
• volume of privatization and its level;
• inflation;
• corporatization of the enterprise;
• price liberalization;
• independent choice of the system and method of remuneration;
• competition.

Taking into account the described factors is necessary in order to evaluate the result of the work of each employee in certain conditions and time intervals. The analysis of the results of the work of various categories of personnel differs in tasks, indicators, significance, characteristics and complexity of calculating the results.

Differences in the assessment of categories of personnel

The category of workers, especially pieceworkers, is most easily assessed. Qualitative and quantitative indicators of those working under such a wage system are expressed only in terms of the quality and quantity of products produced. In order to evaluate the result of the work of a pieceworker, you need to compare the planned task with the result of the work.

It is more difficult to evaluate the work of specialists or managers at various levels. This is due to the problem of assessing their ability to directly influence the activities of a single management unit or production site. If the end result of the work of a representative of the administrative apparatus is evaluated in general terms, then it is necessary to characterize the level or degree of achievement of the management goal at the lowest cost. At the same time, it is important to determine quantitative or qualitative indicators that will accurately reflect the final goals set for the unit, section or the entire organization.

The indicators themselves are varied. This is the quality of the actions or work performed, its volume, value, etc. Labor productivity requires a more complex approach with an increased set of indicators.

Key Concept

To analyze the results of labor, it is necessary to accept evaluation criteria. Each organization must allocate a so-called threshold with generally accepted requirements (plans, norms, etc.). That is, their implementation or non-fulfillment will affect the satisfactory or unsatisfactory assessment of labor.

Based on this, when setting the evaluation criterion, it is necessary to take into account:

• specific tasks for which the results of the assessment will be used (career step, salary increase, dismissal, etc.);
• category and position of an employee, for which a criterion is established taking into account differentiation, depending on various factors (complexity of the production process, responsibility, nature of activity, etc.).

It is customary to distinguish three categories of employees of the administrative apparatus. And each of them has its own function in the management process: specialists develop and prepare solutions, the next link draws them up, and management makes and evaluates the decision, monitors its quality and controls the deadlines.

The result of the manager's work

Since there is a division in the administrative apparatus, the manager is evaluated through the results of labor at the enterprise, that is, through summing up the results of the production and economic activities of the entire organization or its unit. Compare, for example, for a single period, the growth of the customer base, the implementation of plans, profit indicators. The socio-economic working conditions of employees subordinate to the head are also taken into account. This may be the motivation of employees, the level of remuneration, etc.

The result of the work of specialists characterizes the volume, quality, completeness and timeliness of the duties performed, fixed by the job description. When choosing the key indicators of this link of the management team, they take into account their direct impact on the final result of the entire organization, as well as the fact that specialists occupy a significant proportion of the staff’s working time, they are usually few, but they make up almost 80% of the total result and lead to the set goal. the whole organization.

An equally important indicator for characterizing the results of labor. The higher it is, the less costs are required for the production process. Labor productivity of workers characterizes the profitability of the enterprise. Calculate this indicator for a single period. The data obtained make it possible to draw up planning targets: calculate future production volumes, and with them the proceeds, draw up estimates, purchase materials, hire workers, etc.

Labor productivity is characterized by two indicators:

• output, which shows the volume of products manufactured by one worker in a certain period of time (hour, day, week);
• labor intensity, which shows how much time it takes for one worker to produce one unit of product (or part of it).

Economists argue that a competent approach to labor productivity allows, having significantly saved on the payroll, to increase the profit of the organization.

With the current market economy a general category that allows us to characterize the results of the labor detail of the entire workforce (including owners and hired personnel) is profit. The establishment process goes through three stages. On the first one, the balance sheet profit is determined, on the second - the estimated one, and only on the third one receive the net profit. It is distributed among various articles within the enterprise.

According to the same scheme, it is possible to trace the formation of the economic results of the work of the entire staff of the organization.

So, balance sheet profit expresses the results of non-productive and production activities enterprises. The balance sheet contains the amount of profit: from the sale of goods (services), from other sales and non-operating expenses and income.

Estimated is part of the balance sheet. This is profit minus tax and rent payments, interest on loans (payments by the enterprise for budget obligations), other creditors, owners of natural resources, etc. Each of these payments, within the framework of legislative norms, is a compensatory, fiscal or incentive function.

Net (or retained) profit is obtained from the estimated by subtracting from it the dividends to be distributed among the shareholders of the enterprise. The remaining amount is used to develop production and/or consumption. For this purpose, two funds are being created: social and investment.

A small share of net profit is left at the disposal of the administrative apparatus of the organization as a high-speed reserve.

The ability of an enterprise in today's unstable economic conditions to ensure profitable activities based on high incomes of employees of the organization characterizes the result of labor. Labor activity from an economic point of view in this case can be combined into three groups:

1. Factors characterizing the products of labor (works and services, quality and volumes of goods produced).
2. Factors showing the quantitative and qualitative composition of the hired personnel, the level of payment and the degree of employment of employees.
3. Factors that form the cost (in comparison with market prices). Their structure and level of costs.

Evaluation of labor productivity should be considered from two sides: qualitative and volumetric.

Staff incentives

One of its components is reward. The goal is to attract the employee, retain the current workforce, encourage high performance and control labor costs.

A reward for a person can be everything that he considers valuable for himself. The concept of value is very specific. Distinguish between internal and external rewards.

Internal reward is the work process itself, the feeling of achieving the set goal or task, the significance or content of the work performed, and self-esteem. Providing such a reward is simple: it is enough to create the necessary conditions for work and set precise goals.

External remuneration for work is given by the organization. These can be praise, career advancement, recognition, symbols of prestige or new status, salary increases, additional vacations, cash payments, repayment of insurance or other expenses, etc.

The reward is divided into material and non-material (moral, social, creative). There are also collective and individual rewards.

Basic rules of remuneration

They are common and effective:

1. It is necessary to reward or encourage morally quickly enough. The employee receiving remuneration should not lose the connection between recognition by the administration and his contribution to the common cause.
2. It is recommended to reward money for the results of the work, and not for the efforts made to achieve them. Moreover, the results should be positively reflected in the profit of the organization.
3. The remuneration must correspond to the achievements of the employee in his field of activity.
4. Increase rewards when the organization is doing well and decrease when profits are down.
5. To carry out remuneration in the form most attractive to a particular employee.

Evaluation of labor results is one of the functions of personnel management, aimed at determining the level of efficiency of work performance. Evaluation of labor results is an integral part of the business evaluation of personnel, along with an assessment of their professional behavior and personal qualities, and consists in determining the compliance of the employee's labor results with the set goals, planned indicators, and regulatory requirements.

Evaluation of the results of work of different categories of workers (managers, specialists, other employees, workers) differs in their tasks, significance, indicators or characteristics, and the complexity of identifying results.

Quite simply, this problem is solved for the category of workers, especially pieceworkers, since the quantitative and qualitative results of their labor are expressed in the quantity of products produced and their quality. By comparing with the planned task, the result of their work is evaluated.

Evaluation of the results of the work of managers and specialists is much more difficult, since it characterizes their ability to directly influence the activities of any production or management link. In the most general form, the result of the work of an employee of the management apparatus is characterized by the level, or degree, of achieving the goal of management at the lowest cost. At the same time, the correct definition of quantitative or qualitative indicators that reflect the ultimate goals of an organization or unit is of great practical importance.

The indicators by which employees are evaluated are varied. These include the quality of the work performed, its quantity, the value assessment of the results. To assess labor productivity, a fairly large number of indicators are required that would cover both the amount of work (for example, the number of visits made by a sales agent) and its results (for example, the amount of revenue). a kind of threshold beyond which the state of the indicator will satisfy or not satisfy the established (planned, normalized) requirements.

Therefore, when choosing evaluation criteria, one should take into account, firstly, for which specific tasks the results of the evaluation are used (increase in wages, career growth, dismissal, etc.) and, secondly, for which category and position of employees the criteria are established, given that they will be differentiated depending on the complexity, responsibility and nature of the employee's activities. Singling out three categories of managerial employees, it should be borne in mind that employees of each of these categories contribute to the management process: specialists develop and prepare decisions, other employees draw them up, and managers make decisions, evaluate their quality, control deadlines.

In connection with the division of managerial labor, the result of the manager's work, as a rule, is expressed through the results of the production, economic and other activities of the organization or divisions (for example, the implementation of the profit plan, the growth in the number of customers, etc.), as well as through socio-economic conditions labor of employees subordinate to him (for example, the level of remuneration, staff motivation, etc.). The result of the work of specialists is determined based on the volume, completeness, quality, and timeliness of the performance of their assigned duties. When choosing indicators that characterize the key, main results of the work of managers and specialists, it should be taken into account that they have a direct and decisive influence on the result of the entire activity of the organization; occupy a significant part of the working time of the staff; there are relatively few of them (4 - 6); account for at least 80% of all results; lead to the achievement of the goals of the organization or unit.

When evaluating the performance of managers and specialists, along with quantitative indicators, that is, direct indicators, indirect ones are also used, characterizing the factors that affect the achievement of results. Such performance factors include: efficiency of work, tension, intensity of labor, complexity of labor, quality of labor, etc. job duties and functions that form the basis of this position, and what qualities should be shown in connection with this.

There are four types of certification of employees (managers, specialists and other employees): regular certification, certification after the probationary period, certification during promotion and certification when transferred to another structural unit.

The next attestation is obligatory for everyone and is carried out at least once every two years for the management staff and at least once every three years for specialists and other employees. Certification after the probationary period is carried out in order to develop reasonable recommendations for the use of the certified employee based on the results of his labor adaptation in a new workplace. Certification during career advancement should identify the employee's potential and the level of his professional training for occupying a higher position, taking into account the requirements of a new workplace and new responsibilities. Certification when transferring to another structural unit is carried out in cases where there is a significant change in job responsibilities and requirements for a new workplace. The list of positions subject to certification, and the timing of its implementation are established by the head of the organization in all divisions of the organization.

Certification takes place in four stages: the preparatory stage, the stage of assessing the employee and his work, the stage of certification, the stage of making a decision on the results of certification.

At the preparatory stage, an order is issued to conduct certification and approve the composition of the certification commission, a regulation on certification is developed; a list of employees subject to certification is compiled; reviews-characteristics (assessment sheets) and attestation sheets for those being certified are prepared; the labor collective is informed about the timing, goals, features and procedure for the certification.

Certification is carried out on the basis of schedules that are brought to the attention of the certified at least one month before the start of certification, and the documents for the certified are submitted to the certification commission two weeks before the start of certification.

The composition of the certification commission is approved by the head of the organization on the proposal of the head of the personnel management service. The attestation commission is headed by a chairman (head of a department or organization). The deputy chairman of the commission is the deputy head of the organization for personnel or the head of the personnel management service. The secretary of the commission is the leading employee of the personnel management service. Members of the attestation commission are appointed from among the employees of the organization's divisions. The attestation commission works without interruption from the main job duties in combination.

The secretary of the commission prepares the certification sheets, and the reviews-characteristics of those being certified are their immediate superiors. The preparatory stage ends two weeks before the start of the certification, so that the members of the commission can familiarize themselves with the documents for the candidates in advance.

At the stage of assessing the employee and his work activity, expert groups are created in the departments where the certified ones work. They include: the immediate supervisor of the person being certified, a higher manager, one or two specialists of this unit, an employee (employees) of the personnel management service. The expert group, according to the appropriate methodology, evaluates the indicators of the level of knowledge, abilities, skills, quality and results of the work of the person being certified.

The stage of attestation consists in a meeting of the attestation commission, to which the attestees and their immediate supervisors are invited; consideration of all materials submitted for certification; hearing attested and their leaders; discussion of certification materials, statements of invitees, formation of conclusions and recommendations on certification of employees.

The attestation commission, taking into account discussions in the absence of the person being attested by open voting, gives one of the following assessments: corresponds to the position held; corresponds to the position held, subject to improvement of work, implementation of the recommendations of the certification committee and re-certification in a year; does not match the position.

Evaluation of the activities of an employee who has passed the certification, and the recommendations of the commission are entered in the evaluation sheet. The sheet for assessing activities and personal qualities is filled in by the immediate supervisor of the person being certified and a representative of the personnel management service. The certified person gets acquainted with the contents of the sheet no later than two weeks before the certification.

If the certified person does not appear at the meeting of the certification commission for good reasons, it is recommended to postpone the consideration of materials for the certified person until he arrives at the meeting of the commission. If the person being certified does not appear at the meeting of the certification commission without good reason, the commission may conduct certification in his absence. In this case, all questions of the members of the commission must be answered by the direct supervisor of the person being certified.

The results of the attestation are recorded in the attestation sheet and communicated to the person being attested immediately after voting. The meeting of the attestation commission is documented in a protocol signed by the chairman and secretary of the commission. The protocol of the meeting of the commission is filled in for all attestees who were heard during one meeting. If the employees who passed the certification belong to different departments, then the protocols are drawn up for each department separately.

At the stage of decision-making based on the results of certification, a conclusion is formulated taking into account:

• - conclusions and proposals set out in the review of the head of the person being certified;
• - assessments of the activity of the person being certified, the growth of his qualifications;
• - assessments of business, personal and other qualities of the certified person and their compliance with the requirements of the workplace;
• - the opinions of each member of the commission expressed during the discussion of the activities of the person being certified;
• - comparing the materials of the previous certification with the data at the time of certification and the nature of data changes;
• - opinions of the person being certified about his work, about the realization of his potential.

Particular attention is drawn to the observance of the certified labor discipline, the manifestation of independence in solving the tasks, the desire for self-improvement, the professional suitability of the employee

The scoring method is most commonly used to evaluate performance factors.

Table 1 - An example of a scoring of the complexity and quality of work

The procedure for evaluating the results of work will be effective if the following mandatory conditions are met: setting clear “standards” for the results of work for each position (workplace) and criteria for its evaluation; development of a procedure for evaluating the results of labor (when, how often and who evaluates evaluation methods); providing complete and reliable information to the appraiser on the results of the work of the employee; discussing the results of the assessment with the employee; making a decision on the results of the assessment and documenting the assessment of the results of labor, various methods, classification and brief characteristics are used.

Table 2 - The main methods for assessing the results of personnel work

	Brief description of the method
1. Method of standard estimates	The manager fills out a special form in which he characterizes each aspect of the employee's work
2. Method of questionnaires and comparative questionnaires	Includes the principle of describing the behavior of an employee. The evaluator puts a mark (score) against each characteristic; ratings can be aggregated.
3. Descriptive method	It is based on a consistent characterization of the advantages and disadvantages in the employee's behavior according to selected criteria.
4. Forced selection method	Experts choose from a given set the most suitable traits for a given employee
5. Method of decisive situation	It is based on a list of cases of “correct” and “wrong” behavior of an employee in individual so-called. decisive situations.
	Based on affixing quantification according to the scale adopted in this case for each character trait of the assessed employee, resulting in his professional personal profile
	The expert fills in questionnaires containing 6-10 most important characteristics of work, formulated on the basis of an analysis of 5-6 most important decisive situations for assessing qualifications.
8. Method of management by goals	It is based on an assessment of the achievement by the employee of the quantitatively defined goals established jointly with the manager for a specific period of time.

The most widely used in organizations around the world is the method of management by goals (tasks) to evaluate performance. The greatest difficulty in evaluating the results of the work of managerial employees through goals lies in determining the system of individual target indicators.

The main methods that can be used in the business assessment of personnel:

• 1. Certification (exam) is a periodic comprehensive check of the level of business personal and moral qualities of an employee in the relevant position he occupies.
• 2. Assessment center - a comprehensive assessment of personnel by experts, which includes business games - modeling, playing typical work situations, interviews and testing.
• 3. Interview - an assessment of the work activity of an employee by his immediate supervisor through a personal conversation.
• 4. Cases - analysis of the situation, identification of the essence of the problems and proposal of possible solutions.
• 5. Rating - ranking employees according to a number of criteria.
• 6. Testing - assessment of the employee's skill level, his psychological, physiological and personal qualities.

The frequency of personnel performance assessment depends on the specifics of the business, the nature of the work of employees and the assessment method. So, it is desirable to organize certification, testing, an assessment center once a year or several years, an interview with a manager - weekly, cases - 1-2 times a month, a rating - at the end of each month.

Evaluation of the effectiveness of the work of managers - one of the functions of personnel management, aimed at determining the level of efficiency of work performed by a manager or specialist. It characterizes their ability to have a direct impact on the activities of any production or management link.

The indicators of the final results of labor of employees of the management apparatus, as well as its content, are influenced by a combination of various factors, the classification of which is given in Table. one . Accounting for these factors is mandatory when assessing the performance of specific officials in specific conditions of place and time, as it increases the degree of validity, objectivity and reliability of the evaluation conclusions (Table 20).

In the most general way the result of the work of an employee of the administrative apparatus characterized by the level or degree of achievement of the management goal at the lowest cost. At the same time, the correct definition of quantitative or qualitative indicators that reflect the ultimate goals of an organization or unit is of great practical importance.

In connection with the division of managerial labor the result of the work of the leader, as a rule, it is expressed through the results of production, economic and other activities of an organization or divisions (for example, the implementation of a profit plan, an increase in the number of customers, etc.), as well as through the socio-economic working conditions of subordinate employees (for example, the level of remuneration , staff motivation, etc.).

The result of the work of specialists is determined, based on the volume, completeness, quality, timeliness of the performance of their assigned duties.

When choosing indicators that characterize the key, main results of the work of managers and specialists, it should be borne in mind that they:

They have a direct and decisive influence on the result of all activities of the organization.

They occupy a significant part of the working time of the staff;

There are relatively few of them (4 - 6);

Make up at least 80% of all results;

Lead to the achievement of the goals of the organization or unit.

In table. 21 shows an approximate list of quantitative indicators - criteria for assessing labor productivity for some positions of managers and specialists.

Table 20 - Classification of factors taken into account when assessing labor productivity

Factors	The content of the factors
natural biological	Gender Age State of health Mental abilities Physical abilities Climate Geographical environment Seasonality, etc.
Socio-economic	The state of the economy State requirements, restrictions and laws in the field of labor and wages Qualification of employees of the administrative apparatus Labor motivation Standard of living Level of social security, etc.
Technical and organizational	The nature of the tasks to be solved The complexity of labor The state of the organization of production and labor Working conditions (sanitary and hygienic, ergonomic, aesthetic, etc.) The volume and quality of the information received The level of use of scientific and technological achievements, etc.
Socio-psychological	Attitude to work Psychophysiological state of the employee Moral climate in the team, etc.
Market	Development of a mixed economy Inflation Development of entrepreneurship Bankruptcy Unemployment Level and volume of privatization Competition Independent choice of the wage system Price liberalization Incorporation of organizations, etc.

In practice, when evaluating the performance of managers and specialists, along with quantitative indicators, i.e. straight, used and indirect, characterizing factors influencing the achievement of results. Such performance factors include: efficiency of work, tension, intensity of labor, complexity of labor, quality of labor, etc. In contrast to direct indicators of labor productivity, indirect estimates characterize the employee's activities according to criteria corresponding to the "ideal" ideas about how to perform job duties and functions that form the basis of this position, and about what qualities should be shown in connection with this.

Table 21 - List of indicators - criteria for assessing labor productivity

Position	List of indicators - criteria for assessing labor productivity
Head of the organization	Profit Profit growth Capital turnover Market share
bank manager	Volume of loans and their dynamics Profitability Quality of lending operations Number of new customers
Line managers (heads of production, workshops, foremen)	Fulfillment of planned targets in terms of volume and nomenclature Dynamics of production volume Dynamics of labor productivity Reduction of production costs Number of claims and their dynamics Share of defective products and their dynamics Size of downtime Losses from downtime Personnel turnover rate
Head of Financial Department	Profit Working capital turnover Level of excess working capital stocks
Head of Human Resources	Labor productivity and its dynamics Decrease in the normative labor intensity of manufactured products Share of technically justified norms Wage level per unit of output and its dynamics Staff turnover rate and its dynamics Number of vacancies Number of applicants for one vacant position production costs (share and dynamics)
HR manager	Number of vacancies in the organization Number of applicants for one vacancy Turnover rate by personnel categories and divisions

Most widely in organizations around the world, the method of management by goals (tasks) is used to evaluate the performance of managers, engineers and clerical workers who are not directly related to the release of products. An example of the formulation of some goals (tasks) is presented in Table. 22.

The greatest difficulty in assessing the performance of managerial employees through goals lies in determining the system of individual target indicators.

Consider an example of evaluating the performance of a bank's commercial operations manager using the management by objectives method. The development of such an assessment may consist of the following steps:

Table 22 - Examples of using the method of management by objectives

(tasks)

Positions	Type of organization by size and scope	goal (task) statement
The factory director	The average size; refrigerator manufacturing plant	Reduce employee turnover from 13% to 10% by January 1st.
Product manager	Big size; food production plant	Increase the sales market for lithium products by at least 2.3% by September 1, increasing costs by no more than 1.5%.
Sales Agent	Medium size food processing plant	Find at least 5 new buyers in oil products, the central region and conclude a contract with 2 within the next six months
Engineer	Big size construction company	Complete the development of a project for a thermal substation 10 days before the deadline for submitting a set of documentation.

1. A list of the main duties of the employee is established, including the functions regularly performed by the employee and targeted one-time activities for the planned period (quarter, year).

2. The scope of responsibility and target indicators for performance evaluation are established (Table 23)

Table 23 - Responsibilities for the Bank's Commercial Operations Management Function

3. Units of measurement are established for each indicator (percentages, days, dollars) (Table 24)

4. Individual performance standards are set for each indicator. They must take into account all the reserves of the employee, but proceed from real premises. A double standard may be set. The first characterizes "good performance", the second - "outstanding".

This concludes the development of indicators.

Table 24 - Performance indicators

Actually, the assessment of the results of an employee's work consists in correlating the actual results to the "double standard" (Table 25).

Table 25 - Evaluation of the performance of a commercial bank manager

The company's documents use five fixed evaluation categories - from "outstanding performer" (evaluation score 1) to "unsatisfactory" (5 points). The final score is displayed as the arithmetic mean for each evaluated function and target tasks. For the function "Management of commercial operations", the score of the bank branch manager is 2.5. In the same way, a general average assessment of the achievement of goals for all positions established at the beginning of the year (3-4 functions or targeted activities) is derived.