My work must be judged according to the following criteria. Personnel assessment criteria that will give the best result

Evaluation criteria are key parameters (working, behavioral, personal indicators and characteristics) by which the performance of an employee is evaluated. Evaluation criteria determine how each function and each action must be performed in order to meet the requirements of the company and customers.

Evaluation criteria are divided on various grounds, among which the following groups can be distinguished:

Organizational criteria (applicable to all employees of the company, for example: timeliness, completeness of duties, etc.) and specialized criteria (that is, corresponding to a specific workplace, type of activity);

Quantitative criteria (assessment based on results achieved) and quality criteria (individual characteristics of the employee and the quality of work);

Objective criteria (standards, quality and performance standards that can be set for almost any job) and subjective criteria (indicators and characteristics that are evaluated based on the opinions and assessments of experts);

Integral and simple criteria. If, when assessing, one indicator takes into account or combines information obtained as a result of evaluating various characteristics of work and work behavior, then such an indicator is an integral criterion. If, however, individual aspects of work or work behavior are being evaluated, such as the level of productivity or the absence of being late for work, then these indicators can be considered as simple criteria.

The choice of specific evaluation criteria depends on the categories of employees being evaluated and on how the results are supposed to be used.

The algorithm of actions in the development of criteria is as follows Uskova G. Assessment technologies: a review of modern methods // Kadrovoe delo. -2010. -№1.- P.5.:

1. a group of positions is determined for which criteria will be developed (according to professional characteristics);

2. essential factors of activity for these groups come to light;

3. The following criteria are evaluated:

o whether the selected criteria are really important;

o is there enough information to evaluate according to the selected criteria;

4. Criteria are described. You can only describe the criterion itself or in relation to the rating scale;

5. The criteria are grouped and ranked (that is, the weight of the factors influencing the result of the activity is determined). This is necessary in order to separate the main and auxiliary performance indicators of the employee.

As a rule, many managers try to identify as many significant factors as possible for personnel assessment, believing that in this case the assessment will be the most complete. But in reality, everything turns out to be far from the case. Evaluating all possible factors is time consuming and results in blurry results. To avoid this, it is necessary to evaluate the selected criteria, that is, to determine which criteria are most important and which are superfluous - this will save time and effort when evaluating personnel.

Evaluation criteria can be developed by the head and the HR specialist or jointly with the employees who perform the relevant work. In the first case, it is important that the line manager also takes part in the development of the criteria, since it is he who sets goals for the employee and evaluates the results of work. Joint development of criteria for the line manager together with employees has its advantages. Firstly, the criteria will be understandable for both the manager and employees, secondly, they will be more appropriate for the specifics of a particular job, thirdly, they will reflect, take into account the conditions and content of the work, and, finally, they will be accepted by employees. But it should be noted that the manager makes the final decision after discussing the developed criteria with senior management and personnel service specialists. Remember that general recognition and understanding of the evaluation criteria is necessary, so before the meeting, each participant needs to explain what the evaluation criteria are, why they are important and how they will be used in the employee performance evaluation process.

The development of personnel performance criteria should be based on one or more of the following documents: strategic plan company, clearly defined business processes, the mission and goals of the company, job descriptions, standards and regulations for the performance of work, etc.

It is necessary to focus on what is really important for a particular position, and determine the acceptable minimum of tasks and results that must be achieved.

After the evaluation criteria are written, it is necessary to determine whether they meet certain requirements. So, the criteria should be Uskova G. Have the requirements for the profession changed? Reconsider competencies // Personnel business. - 2009. - No. 7. -S.12:

1. Be achievable, which is necessary to get the job done.

2. Be objective and justified and not depend on who performs them (that is, they must be developed for a specific position, and not for a person).

3. Inform the employee about what specific actions and results are expected from him.

4. Correspond to the content of the work.

5. Motivate the employee to achieve the best results.

6. Align with the goals of the organization.

7. Be understandable and clearly linked to the most important characteristics work behavior and (or) the most important results of work.

8. Be dynamic, that is, they must develop and adapt to existing changes in the company.

Clear evaluation criteria help both the manager and the staff understand what is expected of their work. This understanding provides a basis for establishing feedback, provides an opportunity to evaluate personal perspectives, and contributes to the effective performance of each employee. In addition, the criteria allow you to determine how employees fit the organization and how the organization meets the expectations of the employee. Thus, the evaluation criteria will help to evaluate the employee's contribution to the achievement of the organization's goals, which enables management to make the right administrative decisions.

Evaluation of the quality of work of the company's employees is a powerful tool on the way to increasing labor productivity and business competitiveness in terms of the main financial indicator - the company's profitability.

Evaluation of the effectiveness of labor activity is comparative analysis, comparing the characteristics of living labor, presented as a standard. Such an analysis helps to develop both professional and individual qualities of employees.

The requirements for evaluating the quality of work include professional, qualification and business skills that determine how suitable the employee is for this type of work. That is why the assessment work force implies a deep and constant study of the quality of work in order to continuously develop it by changing, increasing and improving qualifications. It is not for nothing that economically developed countries pay great attention to the analysis of effective labor in the enterprise. Such a process is a major part of improving management and shaping the workforce.

The United States was the first to evaluate the effectiveness of labor activity. There it was called "merit assessment", and soon it began to be used everywhere in different countries peace.

IN Russian companies such a term is used to stimulate work - in the distribution of general bonuses among employees, but it is also used in calculating piecework income.

Performance appraisal is the process of establishing the conformity of the qualities and knowledge of personnel to the requirements of their position.

By assessing the quality of work, the following tasks are solved:

Assessing the potential to promote and reduce the risk of quitting illiterate workers.
Reducing training costs.
Maintaining honesty among employees and increasing labor motivation.
Organization of employee feedback on the quality of their work.
Development of personnel development and training programs.

3 main goals of performance evaluation

Administrative. In order to make administrative decisions, an assessment of the quality of an employee’s work is carried out:

Growth or decline in work.
Job change.
Prizes, fines.
Direction for professional development.
Termination of cooperation (contract on work).

Informational. By assessing the quality of an employee's work, you can determine his relative level of work, learn about the strengths and weaknesses of the quality of work, and correct your own behavior.

Motivational. Evaluation of the quality of work is the most important behavioral motive. Possession of information about leading employees allows them to be fairly rewarded. Based on research, regular and systematic analysis of the team has a positive effect on employee motivation, their professional development and growth.

From the foregoing, it follows that the assessment of the quality of an employee's work is a mandatory component of the accounting of all firms. This is practically the main function of managing a team, which allows you to determine the level of efficiency of work. An analysis of the quality of work allows you to find out what direct impact an employee has on the work of a particular part of the company or it as a whole.

Why do we need to assess the quality of an employee's work?

The concept of "quality of work" has two meanings:

A general indicator of the professional complexity of work, which helps to build a tariff system of remuneration.
The result of labor activity in relation to economic expenses.

The internal grounds for the need to assess the quality of personnel work are:

extension of time for maintenance of equipment;
prolongation of equipment downtime;
increase in marriage percentage.

The external cause is considered to be customer dissatisfaction.

Evaluation of the effectiveness of the quality of work is based on the results obtained through the control of quality management systems, their compliance with GOST standards. This focus improves customer satisfaction through the effective use of the quality management system, together with processes that continuously improve it. The rest of the standards turn quality management to improve the needs of all parties involved, which contributes to increased success.

The basis for the introduction of labor quality management as a public part of overall quality management is that the goals of employees and the goals of the enterprise must coincide with each other.

Thus, the worldview of employees plays a big role when it comes to assessing the quality of the work of organizations.

For this purpose, different motivational schemes are used.

External motives include:

stable work;
terms of the contract;
career;
salary amount;
fines, bonuses and allowances.

Internal motives are:

management evaluation;
evaluation of colleagues;
self-esteem and self-expression;
desire to be responsible.

Nevertheless, the main problem of today's organizations is the lack of interest on all sides and the lack of desire to use intellectual resources. Therefore, it is required:

stimulate staff;
determine the correspondence of intellectual capabilities with job responsibilities;
promote staff.

The basic principles of modern performance assessment include:

understanding by the working staff of the requirements of quality work;
the use of scientifically based decisions, which are made by analyzing all the information;
distribution of tasks between responsible and professional employees;
stable and general education;
responsible management approach.

Increasing the quality of work is the main problem of organizations and enterprises in the industrial field, which requires joint efforts to solve.

What is the evaluation of the quality of work

Quality control of work should be introduced for each category of employees, but it is easier to evaluate the work of workers and more problematic - the work of specialists and managers.

The head of a structural unit is a concentrator who must identify and enhance the positive professional qualities of his subordinates. The success of this process can be judged by the following criteria:

How quickly employees develop - the personal and professional development of employees will be a valuable contribution to the company's treasury.
Do employees come up with new ideas? Feedback and taking into account the opinions of ordinary employees speaks of the literacy and foresight of the manager.
Do employees know personal goals for the month - in order for a person to strive to improve his results, he must clearly know what is required of him and by what criteria his work will be evaluated. Planning work in the short term (for a week, for a month) is a mandatory task for the head of the department.
Are employees afraid of making mistakes? Absolutely any useful work, regardless of the professionalism and diligence of the employee, is not immune from mistakes. They must be treated calmly. If the manager understands this, then a business atmosphere will reign in his unit, stimulating employees to take initiative. This does not mean that errors will go unnoticed. The employee must answer for every mistake, but in such a way that it does not discourage him from working, but, on the contrary, stimulates him to new labor achievements.
Are the employees engaged? The most eloquent indicator of enthusiasm for work is work in the absence of a leader. If nothing changes, then people are really busy with their work. If, on the contrary, an imitation of violent activity occurs only at the moment of direct control by the boss, it can be said with confidence that there is no involvement in the work process and the leader is not an authority for subordinates in professional and personal terms.
Do employees follow company rules? Corporate culture helps to organize the process of interaction between employees. The introduction into the minds of people of the need for internal rules and a dress code is the task of the director. This process must be approached sensibly so that corporate ethics is not a set of stupid duties, but a tool for rallying the company's team.

Quantitative characteristics of assessing the quality of work of employees

Positions	List of indicators for evaluating the results of labor
Enterprise manager	income growth Operating profit Characteristics of turnover capital Market share The ability of products to compete in the market
Line managers (foremen, heads of workshops, productions)	Implementation of the planned tasks in terms of nomenclature and volume Development of production volumes Development of labor productivity Reducing production costs Product quality characteristics Downtime and Losses Personnel turnover rate
Head of Human Resources	The dynamics of labor activity and its productivity Reduction of labor intensity in the production of goods Share of technically sound norms Dynamics and degree of wages per unit of goods Staff turnover rate and its dynamics Number of seats in demand Number of candidates for 1 requested place Characteristics of employee development and training Staff costs in production costs (share and dynamics)
Head of Financial Department	Working capital turnover Excess working capital level
HR Manager	Number of places in demand at the enterprise Number of candidates for one in-demand position Personnel turnover rates in departments and individual categories.

There are also a number of typical criteria used by most companies. This:

Initiative and professionalism.
Working coherence.
Stability and high labor intensity.
Knowledge of related professions.
Participation in rationalized, inventive work, etc.

Do not disregard such criteria for evaluating the quality of work as compliance with safety regulations, knowledge of the business, attitude towards tools and equipment, quick wit, respect, reliability, cooperation and the ability to adapt. The criteria for assessing merit should be selected and justified on the basis of the methods of physiology and psychology of work, mathematical and other data.

The assessment of the quality of work performed is used at the enterprise in order to financially stimulate the team, and is carried out on the basis of statistical weighting of accounting, which characterizes the individual qualities of their group association. There are several such groups in which the share is distributed as a percentage of 100. For example:

labor quality 25;
attitude to work 10;
skill 20;
adaptability 15;
reliability 10;
production 20.

When an assessment of the quality of work performance is used to additionally reward, a point assessment of the level of work efficiency is used.

Various assessments of the quality of work provide for a specific number of points:

341-400 (excellent);
281-340 (good);
221-280 (satisfactory);
161-220 (bad);
100-160 (unsatisfactory).

Depending on the amount of points received, the employee also receives a bonus to his basic salary. If the employee received a good number of points according to the specified criteria, his allowance will be 5% of the salary, in the case of excellent indicators - 10%, etc.

How to create an effective system for assessing the quality of work

Evaluation of the work of the labor collective is necessary for the manager, first of all, in order to understand the quality of his own work and the ability to increase labor productivity. The assessment is carried out in two directions. The first is related to the professional qualities of each employee individually - how efficiently he performs his work. The second is the assessment of the relationship between employees and the effectiveness of teamwork. Are there pockets of tension within the team and what is it connected with? If this is the wrong organization of work, for example, gaps in the performance of any functions, duplication of duties, inconvenient channels for the exchange of information, these points need to be eliminated. If the problems are related to professional incompetence or personal enmity of employees, here it is necessary to think about retraining, rotation of personnel or their replacement.

The leader's task is to identify bottlenecks in the work of the team and their elimination. Thus, the quality of the leader's work correlates with the success of the team. The highest level of director's skill is to motivate employees to work in the interests of the team, and not just to satisfy personal ambitions.

To organize effective system assessment of the quality of work of employees, you need to:

Determine the level of work quality for a particular workplace and how it will be evaluated.
Establish a schedule for performance reviews (who, when and how often to review).
Leave a number of people to carry out the quality analysis.
Include in the responsibilities of the reviewers the collection of data on the quality of work.
Communicate your assessment to the employee.
Come to a conclusion and document the assessment.

With regard to the effectiveness of the level of labor, three main levels of assessment should be distinguished.

Assessment level	Periodicity	Method	Possibilities of use
Daily analysis of the level of professionalism (weak and strong traits)	Once a day, once a week	Filling out questionnaires on completed cases Summarizing	Conducting a conversation with the person being assessed to modify behavior and educate
Time analysis for performance of duties	Once every six months or a year	Filling out questionnaires on completed cases and the quality of work Personal survey Summarizing	See the future and develop joint goals
Potential analysis	The only one permanent	Conducting tests Assessment Center	Creation of personnel forecasts, development of career growth

An employee will be able to demonstrate professional growth only if his work receives a good assessment. And for this, both the leader and subordinates must act in the same coordinate system, that is, they must have identical criteria for the quality of work.

Criteria for assessing the quality of work of employees

Employee performance evaluation is based on normative indicators established at the industry level (industry standards) or at the firm level (company standards). The end result of the quality of work of employees will be the fulfillment of their established plans. Moreover, the manager must evaluate both each employee individually and the team as a whole.

Firm standards must always be higher than industry standards in order for the firm to be competitive in the market. Thus, the corporate quality standard serves as a kind of watershed between a high assessment of the quality of the work of employees and unsatisfactory.

Evaluation of the quality of work will be adequate if the manager, in addition to personal control, will periodically involve other people for this, for example, heads of other departments or higher authorities. Working in a closed team blurs the eye, and quality assessment can be biased.

Evaluation criteria must meet certain requirements:

Time horizon planning. It is divided into two stages. The first stage is short-term - covers a period of time from one week to one quarter and depends on the specifics of the work. It is associated with the performance of a certain completed amount of work by an employee. The second stage is long-term - extends over a period of one to three to five years. This stage is tied to the life cycle of the company's development. Here, it is usually not the activity of an individual employee that is evaluated, but the work of the department as a whole.
Financial implications of the results of the work. In some cases (sales department, production shop), you can simply calculate the balance: income-expenses. However, in some cases this approach is not applicable. For example, if you take the design department or the design department. In this case, only the costs can be calculated, and the profit from such work may appear only after a few years.
Accounting for qualitative relative performance indicators. Each specialty has its own specific quality assessment. What is applicable to the work of a milling machine operator is not applicable to the work of an accountant. However, in each work it is possible to make relative estimates. For example, a job was done twice as fast as the same job last month, or a job was done 30% slower than a similar job in a nearby lot.
Target assessment of professional results, tied to job responsibilities.
Development of a system of quantitative indicators, reduced to a single calculation method. Such a system of indicators, as a rule, is in every enterprise, and it allows you to evaluate the quality of work in different periods of time and compare the results.
Evaluation of the work of one employee should be carried out within the priority areas of the company's development and contribute to their achievement (for example, reducing costs per unit of output, increasing market share, improving product quality, etc.).

All criteria for assessing the quality of personnel work can be divided into groups:

1. Organizational and specialized criteria.

The overall assessment includes those indicators that are universal when taking into account the quality of any type of work: timely completion official duties, discipline, compliance with internal regulations and working hours, etc. These criteria are spelled out in the collective labor agreement and apply to all categories of workers. Another group of indicators is an assessment of the unique specific parameters inherent in each type of work and prescribed in the job description.

2. Quantitative and qualitative criteria.

For automated processing of the results of the quality of work, only quantitative estimates can be used. A manager may face this problem if he has to work with a large number of people. In an oral description, all the qualities of an employee can be described, but it is difficult to translate them into an automated form. To do this, it is necessary to develop assessments of qualitative characteristics in the range from “work done excellently” to “quality of work is unsatisfactory” and create intermediate divisions on this scale. Thus, it is possible to translate into numerical values such indicators that, at first glance, can only be assessed qualitatively. For example, the friendliness of an employee (a very important quality when working with clients), stress resistance (necessary when working in the claims department), the ability to think analytically (necessary for high-quality processing of large amounts of information), etc. After that, the boss can safely build a scale of necessary personal qualities for work in one place or another and use it to hire people. In addition, this form of work quality assessment allows the use of automated algorithms to create a team of people based on their qualifications, personal qualities and compatibility in the workplace.

3. Objective and subjective criteria.

The quality of work is a complex complex category, which consists of groups of simpler elements. Two large groups are an objective assessment and a subjective assessment. They differ, first of all, in their approach. An objective assessment can be made for a specific material quantity and does not depend on the identity of the controller. The difference in objective estimates can only be by the amount of the error of the physical measuring instrument. The range of such assessments is limited to the sphere of material production, in which a real product is created and which is regulated by the relevant quality standards.

The second group of indicators allows you to evaluate the quality of work, which cannot be measured in centimeters or kilograms, but nevertheless is very important for the development of the company. Here we are talking mainly about the professional qualities of the management team, including top management. The leader himself does not produce inventory items, but creates the conditions and prerequisites for their occurrence. How competently and effectively he does this can be assessed with the help of expert assessments. An expert is a person who has experience in working or analyzing work in a particular area of the economy and, based on his experience, can audit the quality of management of a particular enterprise. The fundamental difference between the method of expert assessments and direct measurements lies in its subjectivity, that is, the opinions of two different experts may differ.

4. Integral and simple criteria.

Performance evaluation may include one or more measurable parameters. Depending on this, the evaluation criteria are divided into simple and integral values. Simple values are used to average out a large amount of work or a large number of employees. For example, the length of the working day, labor productivity, the number of discipline violations for a certain calendar interval, etc. Working with simple criteria is reduced to the calculation of average values and is less often needed to calculate other statistical quantities (dispersion, distribution, etc.).

The reduction of simple values in combination with a given weight of each parameter gives an integral assessment of the quality of work. Integral assessments are necessary for a more thorough analysis of the quality of work performed. Simple assessments do not always make it possible to understand why certain processes occur. For example, in one shop of the enterprise more people work than in another, more working hours, and the number of products produced is less. It is necessary to find out the reasons for this phenomenon. What's stopping you from producing more? Thus, the manager proceeds to a more detailed analysis and looks at the professional training of employees, labor productivity, depreciation of the machine park, equipment productivity, etc. That is, simple indicators cannot be used here to answer the question of low production volumes.

An integral assessment may include a very large number of simple (primary) indicators, and each of them may have a certain degree of influence on the quality of work. The contribution of each element to the overall score must be taken into account by multiplying by a factor corresponding to its weight in the overall result. This is the task of the manager as an expert - to assess what is important for achieving the goals set in the department and how important and what is secondary. Another feature of integral indicators is that different components can be controlled to increase them. For example, to increase labor productivity, you can recruit workers with higher qualifications, you can increase the rhythm of work or reduce the number of downtime. Thus, the manager can compensate weak spots at the expense of advantages in other aspects.

By whom and how are criteria for assessing the effectiveness of work quality developed?

The director of the company, who reports on the work done to the founders, will be responsible for developing the criteria. The work on developing criteria for evaluation is usually carried out by the heads of structural divisions, as well as by specialists in personnel records management.

The quality of work, assessed with the involvement of line managers, will be the most objective, since they thoroughly know the specifics of the work of their department and the level of established plans and their implementation. In addition, the head of the department, knowing his employees well, should use their professional skills to develop criteria. This provides a number of benefits:

Evaluation of the specifics of the work of a particular unit.
The quality of work is checked based on the established practice in the company.
Quality assessment work is understandable for simple performers.
Engagement of staff and increasing their motivation to work.

The prepared draft criteria for assessing the quality of work is approved by the head of the company (general or executive director).

Employees need to be made very clear about the work they are doing to develop quality assessments so that they understand their meaning and the demand for non-performance.

The procedure for developing criteria for assessing the quality of personnel work is as follows (using the example of a sales manager):

Determine for which positions you need to develop evaluation criteria. The sales department consists of a manager and sales managers. Consider the criteria for evaluating their work.
Choose what knowledge, professional skills and personality traits significantly affect the quality of the performance of this official duty. For such work, communication skills, good knowledge of the subject of sales, stress resistance, etc. will be paramount.
Rate the selected criteria in order of importance. Each of the criteria should be ranked in terms of importance, and after that, a ranking of their importance should be built. A large number of criteria makes it difficult to find employees, and also blurs the assessment of the quality of work. For an employee of the sales department, the criteria can be built as follows: communication skills, technical literacy, focus on results.
Expand the criteria. Criteria should be written in a language understandable to employees. Otherwise, they will only cause opposition on their part. For example, such a criterion as communication skills is better described as "the ability to find an approach to the client and bring him to a conversation about the products that the company needs."
Group and rank criteria. The last step is to group the criteria and make a list.

Methods and programs for assessing the quality of work of the entire team

By assessing the quality of the work of personnel, it is possible to ensure the adequate functioning of the entire enterprise and successfully solve production problems through the use of such methods for assessing collective work:

Creation of norms and standards. The work is evaluated using established norms or standards and the labor characteristics of each employee are compared with these norms. This method is mainly used in production.
Evaluation is carried out based on written characteristics. Typically, this method is used when preparing for certification, deciding on the creation of a reserve to replace the leadership and when making appointments and being sent to another unit. Such a characteristic is prepared by the manager himself for his employee. When compiling, you must use standard specifications that were established by the certification committee so that the established forms are observed, including those issues that need to be covered (for example, the need for advanced training and training, assessment of the employee's professional capabilities, labor achievements, etc.).
Using the rating scale, managers can assess the level of development of business qualities among employees, what types of behavior at work they are more inclined to, what results they can achieve. This method uses special forms. The evaluation form (form) includes a number of scales that characterize various work aspects: the quantity and quality of work, professional knowledge, how professional skills develop, etc.
Classification methods - methods for assessing the quality of personnel work, allowing you to compare employees with each other, and not just with the provided standards or norms. Such methods are characterized by ease of use, the ability to separate bad from good employees, provide information that is required to make administrative decisions (raise, fire, demote or promote, etc.). In turn, this method has several varieties: pairwise comparison, alternating and direct ranking.
The predetermined distribution represents a comparative assessment that allows the manager to assign his employees to a specific category, based on a predetermined rule. Thus, the manifestation of performance evaluation depends on the law of normal distribution.
Evaluation of work behavior is carried out when evaluation forms, which contain rules or statements, describe effective and ineffective types of behavior at work. However, the evaluation depends on a number of parameters that are related to the achievement of the intended goals or the completion of the work.
The ability to manage goals, as one of the criteria for evaluating the effectiveness of the quality of work, is setting tasks for subordinates that need to be achieved in a certain time period (year, quarter, month). As a rule, this method is used in evaluating the work of managers and specialists in various fields. The ability to manage goals allows you to widely use objective indicators, such as: the number of claims, income in rubles, sales volume, etc. Among the main elements of this method are setting goals, summing up, evaluating the results obtained, ongoing monitoring and drawing up work plans.

Evaluation of the quality of work can be carried out using an open form. Open forms represent:

Certification is an audit of personnel, which allows assessing how the human resources of the enterprise will cope with the tasks presented to them.
Full assessment - the competence of the worker is built on the basis of the expressed opinion of superiors, colleagues and subordinates. This program, as a rule, works with questionnaires that offer to rate an employee based on a certain set of characteristics.
independent judges. Independent members of the commission, which consists of six to seven people, ask all sorts of questions to the person being certified. This is similar to an adjacent interrogation in various fields in the work of the person being assessed. The judge has a special computer, where the evaluator displays the signs "+" for a correct answer and the signs "-" for an incorrect one. After the end of the process, a special program gives the result. It should be noted that such a survey can also be conducted manually, however, it is required to prepare preliminary forms for entering answers.

The implicit form is familiar with the use of "mystery shopper". This well-established and popular method provides a diagnostic tool for the quality of service and salesmanship. The main objective of the program is that a specially trained person makes a purchase in a store, and then marks the level of service quality on a certain form. The main advantage of this method is that the purchase is made with the help of a third-party organization, which is represented by a disinterested person, is not a friend, relative or employee, manager or owner of the Customer's enterprise and, thus, can provide an independent assessment of the quality of work.

Audit as an independent assessment of the quality of work of employees

Audit is a method independent expertise and analytical assessment of the personnel capabilities of the enterprise, a method of consulting support, which, together with the financial economic audit, shows:

Does the personnel potential of the enterprise correspond to its goals and development strategies.
Does the activity of the team and management structures of the enterprise comply with the existing regulatory legal framework.
How effective is the work of personnel in solving the problems that face the employees of the organization, its management and individual parts of the enterprise.
What causes contribute to the emergence of social risks (problems) in the company and what is required to resolve or reduce their negative impact.

Organizational and personnel audit includes an audit of employees, offering to analyze personnel processes and the structure of the enterprise.

Evaluation of the effectiveness of the quality of the work of the team is the primary goal of the audit and is considered the main factor that ensures the profit of the company.

In management, the audit of the team is considered, firstly, as a method of analysis, like a financial or accounting audit, and secondly, as a control lever that allows solving any problem that arises in the field of working relations.

The object of the audit of employees is the working personnel of the enterprise, various aspects of production activities, methods and principles of team management at the enterprise. Personnel audits are carried out in the following areas:

assess the personnel potential of the enterprise, the qualitative and quantitative indicators of the team;
diagnose personnel processes and management procedures, evaluate their effectiveness.

The audit of personnel capabilities has one goal - to identify:

whether the organization has the human resources necessary and sufficient for it to function and develop;
whether the team of the enterprise can carry out effective work with the help of the chosen strategy.

To identify this, you must first assess the actual composition of employees, as well as the characteristics of the team itself, find important qualities and characteristics in subordinates for the implementation of professional activities.

Assessment of the quality of an employee's work includes:

Conducting an analysis of the composition of employees according to the list of increase, education, gender and other characteristics.
Evaluation of how the staff is staffed by degrees of management and in general, taking into account the assessment of the provision of the team with the technological process.
Analysis of the conformity of the professional and educational qualification levels of the team, the degree of its preparation for the requirements of production activities.
Evaluation of the quality of work of the manager and personnel to meet the conditions of technology and the distribution of positions.
Analysis and verification of information on the use of working time.
Analysis of personnel turnover and absenteeism, consideration of the dynamics and forms, possibilities for the movement of labor force, assessment of moving flows in the enterprise, the state of labor discipline.
Estimation of the number of employees who are engaged in low-skilled or unskilled work, heavy manual labor.
Analysis of marital status, work motivation, professional qualification growth, housing conditions, etc.
Collection and evaluation of information on the degree of sanitary, domestic and hygienic conditions at the enterprise.
Analysis of innovative, managerial capabilities of the enterprise team, its ability to learn.

In order to develop and substantiate recommendations, during the audit, it is necessary to study not only the qualitative and quantitative indicators of employees, but also the full functions of managing the team, with the help of which it is possible to achieve the interests of the enterprise.

An important methodological role in the audit is to conduct monitoring in the field of personnel - a scientifically based system of periodic collection, analysis and generalization of data on personnel and the provision of available information for decision-making (tactical and strategic) by the management of the enterprise and identifying an assessment of the quality of work.

The main source of information used in the course of personnel audits are regulations and laws in the field of labor relations and labor management, the performance of the enterprise, the results of interviews with employees and questionnaires.

What is the procedure for an independent assessment of the quality of work of employees

Stage 1. Preparation

The preparatory stage deals with:

formalization of ideas for creating an audit, consideration of its goals, the necessary efficiency for the enterprise;
selection of personnel (outside the enterprise and within it) to organize the audit, its training, if necessary;
development of a document for the company (instruction, order), placing performers, tasks, persons involved in the verification, instructing participants and performers;
development of a plan for delivery, collection and programs for evaluating the quality of work.

Stage 2. Gathering information

This stage represents the collection of information and verification of reporting, documentation, analysis of employees, observations, surveys, questionnaires, conversations with the team, processing of preliminary statistics, etc. Do not forget that it is easier and more convenient to analyze statistical and other data when they are stored and processed on computer equipment using modern information technologies.

Stage 3. Analysis of the received data

This stage deals with the processing and analysis of the received data and distributes them into tables, diagrams, diagrams, graphs and other forms of information provision. This stage also analyzes and evaluates the quality of personnel work by comparing it with similar successful enterprises, using FSA, peer review methods, and others.

Multifaceted and complex objects and goals of personnel audit allow the use of methodological tools for analysis and verification, divided into the following groups of methods:

Organizational-analytical involves checking reports and documents, analyzes labor indicators that indicate the results of the enterprise and the team. However, the total number of performance characteristics highlights only those that most affect the profit (efficiency) of the enterprise, here are the characteristics of the use of the labor process, time, quality of work, labor productivity and pay for work. This information can be obtained through the company's documentation and reporting, the company's working stock balance, job descriptions and specifications, job descriptions, data on hiring costs, layoffs, etc.
The socio-psychological method consists in conducting independent sociological surveys, questionnaires, collective and individual conversations, interviews with employees of various industries. This method allows you to better assess job satisfaction, attitude to work, collective relationships, work motivation, effective management performance and bonus systems.
The economic method allows, by comparing the social and economic characteristics of the enterprise's activities with the help of legislative established norms and standards or average, or the best in the field of characteristics, to evaluate the following: the ability of the enterprise to compete in the labor market, the effective functioning of personnel services, how effective is personnel audit.

The final stage - the stage of providing and summarizing the results of the assessment, recommendations and conclusions, prepares the final document, which usually presents a report on the results of audits. This report may contain different possibilities how to improve the work of the team, introduce new technologies, change existing management procedures, etc. The same stage evaluates the result of a personnel audit, which consists, first of all, in the socio-psychological and socio-economic effectiveness of measures, rationalization of the organization of the work of the team, improvement of personnel activities in terms of personnel that were developed during the audit.

As a result, in a market economy, personnel audit increases the income of the enterprise due to the identification of intraorganizational reserves for increasing the results of labor and work of employees of the enterprise.

What mistakes should be avoided in order to evaluate the quality of employees' work effectively?

Mistake 1. Different standards set for the same specialty. Although in some cases, an experienced leader can play on this in order to bring employees to competition and improve performance.

Error 2. The similarity of beliefs and views is more of a personal factor. Therefore, it is necessary to abstract from it as much as possible when assessing the professional qualities of an employee.

Mistake 3. Evaluation of an employee on one characteristic. The quality of the assessment is determined, first of all, by the integral assessment, which is derived from the group of simple assessments by deriving a weighted average. The task of the manager is to choose the right balance of the necessary qualities for each employee.

Mistake 4. Changing standards during certification.

Mistake 5. Giving more importance to the behavior of the employee in the period immediately preceding the assessment. Allowance must always be made for agitation and deviation from the usual mode of behavior of a person before attestation or evaluation of his work.

Mistake 6. The leader must also avoid the other extreme - the error of "pressure of the past." The assessment must be relevant to the given time and position in question. If an employee has shown himself well at the previous place of work or in another position, then his qualities will not necessarily be suitable for the new conditions.

Mistake 7. Use of a narrow range of estimates. The error directly depends on the professionalism and life experience of the leader. Evaluation always has a certain degree of subjectivity, it is important not to put it at the forefront, but to focus on the professional qualities of performers or applicants. Inadequate assessment can arise both from the desire of the manager not to injure the psyche of employees and put inflated marks, or, conversely, from the desire to assert himself and, with the help of low ratings, show that he is the best the best specialist in their professional field.

Mistake 8."The halo effect". It occurs in an inexperienced leader when focusing on one bright feature of an employee. After that, the boss can no longer adequately perceive his subordinate and sees him only in the light of this feature.

Mistake 9. The desire to overestimate. One of the ways to increase employee self-esteem. Often leads to its dampening and lower performance.

Error 10. Comparing employees to each other. A very dangerous method. After that, employees working in the same department will become enemies, as the comparison of professional results smoothly flows into a war of personal ambitions and harms the work of the team as a whole.

Error 11. And you need to take into account the overload error. The work of evaluating your employees is a complex psychological process for a manager. Incorrect assessment reduces employee motivation and has a bad effect on common work team. The decrease in the quality of the work of the department is already a minus in the treasury of the manager's professional qualities. Therefore, it is necessary to approach the assessment of the quality of the work of your employees very carefully and without haste.

All these mistakes reduce the quality of the work of the manager himself, so you need to remember about them and periodically audit your work, avoiding these mistakes in the future.

In particular, it was said that any work has indicators of quality. Today we will talk about them in more detail.

For key personnel, the quality of work can often be assessed objectively. For example, for an industrial worker, quality is measured by the proportion of defective products, for an equipment repair service engineer - by the proportion of repeated breakdowns for the same reason, for a team of software developers by the number of identified "bugs" or the budget for their improvement. There are also some supporting processes in an organization where quality is objectively measurable. For example, the quality of a recruiter's work can be measured by the proportion of selected candidates who successfully pass the probationary period.

But there are also jobs where the quality cannot be objectively assessed or simply not advisable (too laborious and expensive). For example, an accountant, financial controller, legal adviser, marketing analyst, security guard, etc. But the quality of work is a key parameter that distinguishes one employee from another. One person can complete a task in such a way that there will be no complaints about the result, while another person has to constantly double-check, correct errors, and spend extra time. Quality is extremely important, and it is in any work. That is why the world is so widespread various systems quality management (QMS), lean manufacturing technologies based on total control quality, etc. If the quality cannot be measured objectively, it can be assessed subjectively by the manager, colleagues or external clients of the employee. However, subjective assessments carry some obvious risks. Thus, an employee may complain that he was evaluated unfairly, that the evaluator uses different criteria for evaluating different employees, that different managers have different and inconsistent evaluation criteria, in the end, that personal likes and dislikes interfere with the evaluation. In this sense, the main task of subjective evaluation is to ensure the validity, unambiguity and clarity of the value judgment. To solve this problem, the evaluation criteria and procedure are of particular importance.

Methods of subjective assessment

R. Henderson identifies 8 methods of subjective assessment that have become widespread in the practice of personnel management:

Employee ranking
Narrative-descriptive review
Evaluation according to a simple checklist (yes / no)
Checklist with the severity of the parameters (may contain the weight of each parameter)
Forced Choice Checklist
Mixed standards table (usually used in the competency assessment procedure)
Behavioral Anchored Rating Scale (BARS)
Goal Management

Some of these techniques turn out to be very inconvenient or simply absurd in practice (for example, ranking, descriptive review, forced choice checklist), some are too cumbersome for current quality assessment (mixed standards table). Some techniques look deceptively attractive. For example, goal management. The Anglo-Saxon world experimented with this technique for 15 years before everyone was convinced that it did more harm than good. I'll have to write more about this as well. As a result, two methods have become relatively widespread in practice - checklist assessment and behavioral scales (BARS). Checklists are widely used in mystery shopper procedures or highly standardized service. For example, when evaluating the performance of gas station personnel. But the BARS technique is suitable for almost any situation. It stands out from the background of others by the greatest sophistication, logical harmony and detailed assessment. Therefore, we will consider this approach in detail.

Behaviorally Relevant Scales (BARS)

The essence of the BARS method can be briefly described as follows:

A specific aspect of performance is identified that needs to be evaluated. For example, "quality of service for an internal client" or "independence and responsibility in solving problems."
For the selected aspect of performance, several specific patterns of behavior or behavioral situations are described, which are on an increasing scale from “poor” to “excellent” (various adjectives can be used to describe).
Each gradation of such a scale is assigned a certain score or percentage.

The scale thus formed sets the quality standard for a specific aspect of the work. Specific examples of such descriptions are given below.

The optimal number of points for a subjective rating scale is a problem that researchers are still debating. R. Henderson recommends using 7 ± 2 divisions. A well-known popularizer of this technique in Russia, A. Lityagin, suggests using scales with 5 divisions. In the practice of the consulting company Delphi Project, 4 divisions in the scale are usually used, as shown in the examples above. In view of the evaluation procedure proposed below, it is desirable that the scale contain an explicit indication of the average or expected level. The accuracy and validity of the further assessment will depend on the quality of the scale. When compiling the scale, it is important to consider the following recommendations:

Scale division descriptions should be as specific and recognizable as possible for typical situations encountered in daily work.
Descriptions of scale divisions should be as unambiguous as possible and should not allow double interpretations.
Divisions should be clearly distinct from each other and not allow confusion of adjacent points on the scale.
When compiling the scale, explicit value judgments, such as "often", "rarely", "many", "little" and so on, should be avoided.

Quality assessment procedure

Evaluation of the quality of work according to the BARS methodology involves the following procedure:

CHAPTER 3

EVALUATION CRITERIA AND WORK STANDARDS

3.1. WHAT DO WE EVALUATE?

Any leader in his work is constantly faced with the need to

the ability to evaluate subordinates - to make decisions about rewards,

promotion, training, probationary results, changes in

pay or bonus.

It is easy for a leader whom the personnel department has “armed” with such

instrument as a validation procedure. Practice, alas, shows that in-

far from everyone has this tool, and its quality sometimes leaves the same

make the best.

The one who is unlucky cuts hours out of his busy work

schedule (no one canceled the plan!) and begins to evaluate the personnel of self-

worthy. “So - how are things with Ivanov-Petrov-Sidorov with the

job responsibilities, behavior, efficiency, compo-

tenacity, character traits, ability to lead, compliance with

discipline, initiative, responsibility, etc.? Perhaps,

still worth appreciating appearance, loyalty to the company, accuracy and accuracy

ness." The list can be continued indefinitely.

Alas, with this approach, only colossal

the cost of time and nerves, the likelihood of error, problems with further

reply to the subordinate’s questions: “Why did my neighbor receive a bonus for 3

rub. 62 kop. more than me?".

For those who do not have enough time to transform from a line manager

into a cannibal and a soul-lover (or a personnel manager), we propose an algorithm

employee appraisals.

1. We know what an employee in this position should do.

We know what are the key factors for this position. We select

evaluation criteria corresponding to key factors.

2. Describe the evaluation criteria. Since we often invest in one and

the same words have different meanings, it is useful to decide in advance on the rules of the game.

If we can, we introduce a scale from “very bad” to “very good”. Scale

we determine for ourselves - the scale can be at least two-point, at least ten

tiball.

3. We check how clear our criteria are for specific applications.

bot. (In this regard, I recall heated debates from my own practice

work in marketing regarding the questionnaire on consumer preferences for

towards fish products. Marketers tried to understand, enters

whether "product quality" in the top three criteria. Have you even seen

one person who says that he eats low-quality fish?)

If the criterion is unclear (“quality work”, for example, may include

deadline, creativity, etc.) or too complex (on-

example "achieving a positive result in a certain time"), its

should be broken down into simple criteria or more clearly described.

4. We minimize our efforts. Consider the criteria that are important for

this position and not very much (the latter should be abandoned), what information

we have the ability to assess the performance of an employee in this

criterion. We group similar criteria (namely, we group, and not pre-

rotate into one immense).

5. Once again, we evaluate the remaining criteria (are they understood enough?

ny) and bring the rating scale in line with reality (too

high demands are just as dangerous as too low ones).

The main thing in this process is to determine the key factors

for this position, compliance with which must be assessed in the

certification process.

It is quite a natural desire to evaluate at the highest possible

the number of criteria to "know everything". For example:

Subject of assessment:

* Communication skills.

* Creation.

* Leadership skills.

* Loyalty to the company.

* Discipline.

* Making decisions.

* Relationships with colleagues.

* The speed of work.

* Learnability.

* Accuracy.

* Fulfillment of official duties.

* Behavior in critical situations.

* Operational efficiency.

* Leadership skills.

* The level of achievement of goals.

* Competence.

* Personality features.

* Appearance and order in the workplace.

* ...

This list goes on. You just have to remember that with this

approach and the certification process can continue indefinitely. Required

we have to look for the optimal solution.

* Criteria must be important for this position, i.e. when

non-compliance with the standard of work according to the selected criterion, the work cannot

performed at the required level. For example, we would like to work

the person who cleans the office before the start of the working day had good

communication skills, able to work quickly, able to arrange

priorities. In fact, you can do without it. Much more important to

she was meticulous and meticulous in her work, completing the cleaning

by the beginning of the working day (we don’t care how many hours she spent cleaning

if she does not have a piece-rate payment), clearly followed the instructions of the supervisor

tel (who himself will prioritize cleaning), did not exceed the authority

whose and did not clean in the drawers of desktops.

* We must have sufficient information to evaluate the

selected criteria, i.e. have established performance standards (HOW

work to be done, e.g. number of rooms to be cleaned

for a cleaner, the beginning and end of the working day for evaluation by the criterion

"discipline") and have the necessary information to compare the actions

employee performance in relation to accepted standards. For example, we

we cannot evaluate an employee either good or bad according to the criterion “Skill

plan work" if we do not know how this planning is carried out by him

occurred during the period under review. Oddly enough, problems are more often

all arise with the availability of information. Insufficiently prepared

the line manager often does not know in detail what exactly and how he does

his subordinate at the workplace. Certification thus allows, with

on the one hand, to diagnose the shortcomings of the leader's activity, on the other hand,

on the other hand, to show the need to overcome such shortcomings.

To check the selected criteria, I would recommend filling out

the following short form:

CHECKING SELECTED CRITERIA

Evaluated group of positions (positions): _____

Criteria

What information

macia with us

available

Criteria

grades Very important Important Not important

What information

macia with us

available

1. Do you have enough information to rate "Very important"

nym" criteria? If not, think about how to get this information.

2. Do you have enough information to rate on "Important"

criteria? If not, consider whether these criteria are so important. If they

are important, consider how to obtain this information.

3. Don't waste time grading by "Not Important Criteria".

Live business

In a large store, department heads were concerned that

information about what is happening in the departments through informal channels quickly

spreads throughout the store and becomes the subject of discussion

and gossip. At the seminar, they proposed to introduce such an evaluation criterion as

"Non-dissemination of information about what is happening in the department." I'm interested-

but how are they going to get information about this

dissemination of information. Install surveillance cameras and eavesdroppers

devices in the smoking room? Initiate denunciations? It turned out that ethical and

To date, no one has been able to offer legal ways. Corresponding-

As a matter of fact, the criterion had to be abandoned. Another important one for everyone

criterion that “pops up” at almost every seminar is a decent

ness. But so far no one has proposed on the basis of which the production will be

score on this criterion.

Earlier on manufacturing enterprises was much easier

lead certification. Industry norms existed and were available -

how much the loader should carry per shift, how much and what kind of products you

let a worker of a certain specialty and category, what area and with

what characteristics to remove the cleaning lady. There were time limits

production, maintenance, number, cost rates of physical and nervous

energy of employees, etc. That is, it was clear what to evaluate and how. Now

such rules exist, but they are of limited application. Norms

depend on the technological conditions of work, which can significantly

vary from company to company, especially given the continued emergence

new equipment and different working conditions. In addition, in a real

situations, not all companies can provide a rhythmic and planned

work. Therefore, the fulfillment of the norms by an individual worker depends not only

on how he himself works, but also on how the management provided

to him the “front of work” and how the accounting system was set up at the enterprise.

Live business

At the seminar we discuss how, by what criteria to evaluate the work

warehouse loader. The company is engaged in the sale of outerwear. Pro-

induction comes from abroad, then from the warehouse it is distributed throughout the ma-

gazines (own and dealers). The products are packed in boxes and bags of various

volume, respectively, the weight of the package in kilograms is not the only

stvenny defining norms of production. The number of transferred

the call also affects the location of the racks and the availability of loading

unloading equipment. In addition, due to the unpredictability of customs and non-

sufficient organization of dealers, the work is irregular

rakter - there are periods of downtime and "hands-on work" through no fault of the movers. In mo-

the moment of arrival and shipment of goods the main task is to complete as soon as possible

sew work. In this situation, the assessment of the work of loaders by the number

transferred kilograms seems impractical. Firstly,

this will require the introduction of an additional staff unit, whose tasks

swarm will include accounting for individual results of labor. Secondly, in

due to different dimensions of cargoes are inevitable or disputes,

or the need for additional calculations (it is unlikely that the costs

such calculations will be justified). Thirdly, the main task of loaders

is not the transfer from place to place of a certain amount of kilograms

mov, and the implementation of loading and unloading work depending on the

running machines. Therefore, during certification, it should be developed

a system of criteria that takes into account the speed of work, responsibility,

ability to work in a team, etc. The main “evaluator” should be

foreman who directly sees how loaders work.

1. DEFINE JOB GROUPS

(according to professional characteristics, by managerial level)

AND ANSWER THE QUESTIONS:

What are the significant factors for these groups

(based on job analysis)?

Are the selected criteria really important?

Do we have enough information

to evaluate according to the selected criteria?

2. DESCRIBE THE CRITERIA

3. GROUP CRITERIA

AND RANGE IF NECESSARY

Note: 2m3 steps depending on the project

can be swapped.

Rice. 3.1. Development of evaluation criteria

On fig. 3.1 presents a "plan" for the development of criteria. Next

In this section, we consider in detail an example of the developed criteria.

3.2. EXAMPLE OF EVALUATION CRITERIA AND SYSTEM DEVELOPMENT

EVALUATION CRITERIA

These criteria can be used when evaluating rating me-

methods and self-assessment. It should be emphasized that these criteria are not

is the "ultimate truth" and may vary depending on

the needs of the organization and the objectives of the certification.

Performance evaluation

Significantly exceeds requirements (5):

Always does a much better job than required

noah position.

Exceeds requirements (4):

Performs work at a higher level than required for this

positions.

Compliant (3):

Performs work as required.

Does not always meet requirements (2):

Does the job generally well, but in some cases makes mistakes

ki.

Does not meet requirements (1):

The activity does not meet the minimum requirements for this

positions.

Quality of work:

self-correcting), neatly and carefully.

(5) Consistently very high levels of accuracy and precision, without the need for

an additional check is being made, you can rely on his work, maybe

perform work without the help of a supervisor.

(4) Accuracy and accuracy above the expected level, errors are encountered

very infrequently, follows instructions well, needs little

support from the leader.

rip his work.

ny checks and corrections.

Scope of work (quantity):

The work is being carried out as planned.

(5) Very fast and energetic employee. Constantly and with ease

does more than is expected of him.

(4) Works fast. Often does more work than

planned.

(3) Working stably. Achieves planned targets.

(2) Works slowly. You need to "customize".

(1) Works slowly, wastes a lot of time, cannot cope with

planned scope of work.

Professional knowledge:

Possesses the knowledge required for the position.

(5) Brilliant knowledge of one's business, far in excess of what is required

dim level. Clarifications from the manager are required at a minimum.

nye.

(4) Professional knowledge is superior required level. Ho-

he understands his duties well. Rarely requires clarification from outside

leader.

(3) Knowledge is relevant to the work being done. In some cases

needs more instructions.

(2) Not always enough knowledge. Many work questions need

additional explanations.

(1) A clear lack of knowledge. Poor understanding of his work. Needs to

constant clarification.

Work attendance/discipline:

reasons specified in advance. (5) Extremely reliable. Always at work and

during.

reason. Always gives advance notice of the absence of the head and

colleagues.

having serious negative consequences for work. About the absence

warns in advance.

(2) Unreliable. Not always punctual. Sometimes forgets about the absence

warn in time.

Ability to analyze, evaluate facts, apply logic:

In his work, he is logical, attentive to facts, analyzes and evaluates

receives data (task, situation).

(5) Always shows logic, analyzes all available information

on the basis of which it offers the right solutions and recommendations.

Strives to collect and use as much information as possible, even outside

their immediate responsibilities.

(4) Relates to the performance of work carefully and balancedly, conclusions

and decisions are backed by analysis and facts.

(3) Avoids hasty decisions. As part of the tasks performed

ready to justify their actions.

(2) Does not always substantiate his conclusions and decisions. Can action-

move too hastily.

(1) Approaches his work superficially. Offers are usually

unreasonable and hasty. Doesn't try to get to the bottom of the problem

We. Skips the obvious. Careless with information.

Ability to make decisions and take responsibility

walks away from responsibility.

dstva.

(2) Prefers not to make decisions on his own. Even in non-

significant issues seeking management approval.

walking in the course of their duties. Gets away from responsibility

ness in every way.

Learnability / attitude to the new:

Able to accept new tasks, knowledge, conditions.

put them into practice.

(4) Learns new things quickly. Starts working on new tasks

without much difficulty.

(3) Does not avoid the new, but does not strive for it either. Can perform non-

how many different tasks, but when new ones appear, they need support and

clarifications.

(2) Is slow to learn new tasks and has difficulty adjusting to

changing conditions. Difficulty moving from one task to another. Not

seeks to acquire new knowledge.

(1) Unable to learn new areas. Refuses to study. Emphasis-

etsya any changes.

Loyalty to the organization (department):

(5) Knows the organization very well and is committed to it. Always puts inte-

the resources of the organization are higher than their own. Even if things don't go well,

speaks enthusiastically about the organization, management, colleagues as at work,

as well as beyond. He is truly proud of his organization.

(4) Positively perceives the organization and himself in the organization. Not

allows himself unconstructive criticism or grumbling. Satisfied that

works in the organization.

(3) Satisfied with the fact that he works in the organization. Avoids public expression

reap dissatisfaction with the organization, colleagues, boss.

(2) Does not feel part of the organization. Sometimes it does not hold back nega-

positive emotions towards the organization.

(1) Extremely negative about the organization. Pursues his personal

new goals. Criticizes the organization and colleagues both at work and outside

lamy.

Ability to plan/organize work

Organization and planning of your working time.

priorities, draw up a current work plan. Not a minute of working time

does not go to waste. Colleagues associated with him at work always know in advance

know what materials he will require and when they will receive the results of his work.

Always completes tasks on time without additional supervision.

(4) Able to independently and effectively plan his time and

coordinate your plans with those of your colleagues.

(3) With the help of the boss, he plans his work schedule,

coordinated with the work plan of colleagues. In the vast majority of cases,

ev sticks to the plan.

(2) Needs his boss to develop a plan for him. Often

deviates from the plan, forgets the necessary.

(1) Disorganized and often fails to complete tasks on time. Late and for

It happens. He regularly lets his colleagues down.

Initiative / creativity:

Tries to improve its activities, to make it more

efficient. (5-4) Constantly looking for new opportunities to improve efficiency

the effectiveness of their work and the work of their team. Not afraid of experiments

develop and come up with new ideas. As a result of his proposals

processes have accelerated (the volume of work has increased, costs have decreased). "Generator

ideas."

(3) To improve the efficiency of its work, regularly contributes

offers.

(2-1) Avoids taking initiative even when it is not-

necessary. Proponent of routine. No matter how obvious the inefficiency

work, prefer obsolete "sample". Never contributed any

many offers, shows indifference to work. Achievement of key

results/priorities:

(5-4) Knows how to prioritize and highlight those tasks in the work that

which are most important to the organization. Initiates and participates in

projects that are important for the development of the organization.

divides priority areas in its work in accordance with their significance

bridge for the organization.

has for the organization. Despite the instructions, he prefers to do it in per-

I turn what he considers necessary. As a result, his contribution to the common cause

not perceptible.

Communication, verbal and written:

Non-aggressive. Logically and reasonably able to convince of his innocence with

taking into account the interests of the organization, manager, colleagues. Written reports and

memorandums do not need additional comments. When he

expresses his thoughts, avoids beautiful poses and speaks to the point.

(3) Knows how to explain his position and prepare a competent report.

nuyu or defensive position. Written reports abound in error-

mi, they lack logic and structure, prepared carelessly. Work in

command:

Ability to work with colleagues for the benefit of the team.

(5-4) Always puts the interests of the team ahead of his own, constant

extremely reliable. Friendly, ready to support both in work and

in difficult personal situations. Interested in team development, not in

own self-affirmation.

(3) Correct and friendly. Helps colleagues, shows interest

resonance in overall success. Reliable.

(2-1) Pursues his own interests, no matter how

his interests are aligned with the interests of the team. Carries out a clear section-

between one's own work and that of others. Not interested in the overall result, ob-

pays attention only to its narrow area of work. Refuses to help

to other team members, often compromising the overall result.

Ability to control emotions

The ability to control oneself and behave according to the situation.

(5-4) Works well not only in normal, but also in stressful situations

tion, always maintains optimism, endurance and a positive attitude towards work

and those around. No one has ever seen him "lost his temper". When things are

go badly, he calms those around him with his behavior. His maturity and

the ability to control emotions is one of the reasons that colleagues tend to

to work on projects with him.

(3) Equal, calm attitude to work and to colleagues. trying hard

restrain yourself even in a difficult situation. Evaluates and corrects

consequences of admitted emotional deviations.

(2-1) It is hard to work with him - constant discontent and unkindness

lingual attitude repel others from him and create tension

ness in the team. Emotional behavior is uneven, characterized by

ups and downs.

Relationship with the leader:

The ability to obey the order of the management and conduct constructive

active negotiations.

(5-4) Always open for conversation with the manager. Management decisions

la, even if he does not agree with them, accepts with respect and performs.

If he has a point of view that is different from the point of view of the leader, conveys it

to the head in a balanced and reasoned manner. Supports authority

leader and is always ready to be a support for him.

(3) Follows the decisions of the leader. If there are disagreements,

strives to solve them constructively, without bringing disagreements to a dispute and confrontation.

tations. Does not discuss his manager with his subordinates and

legs.

(2-1) Openly confronts the leader and discusses behavior and

actions of the leader behind his back with subordinates and colleagues. Not counting

It is not mandatory to follow orders.

Appearance and workplace:

Ability to dress appropriately for the situation and maintain a work

place is ok.

(5-4) Always well and appropriately dressed. Workplace

always in order, even in the midst of hard work. Order at work

place and on the shelves makes it possible for colleagues to easily find the necessary information

formation in case of absence or employment of an employee.

(3) Dressed, as a rule, according to the situation and neatly. Suggests

order at the workplace at the end of the day.

(2-1) Dress according to mood, often without paying attention

on the situation and the environment. Not neat enough. Workplace post-

obviously in a mess, which leads to the loss of the necessary papers.

Grouping criteria

Fulfillment of basic job responsibilities

(quality of work; volume of work; professional knowledge; ability to

plan and organize work; specialized knowledge and skills).

Attitude towards work (loyalty to the organization; discipline (visiting

susceptibility); relationship with the manager; appearance and workplace).

Leadership qualities (ability to make decisions and take on

responsibility; organization of the work of the subordinate structure; development of

mended).

Communication skills (oral communication; written communication)

communications; listening skills; the ability to control emotions; work in co-

mande).

Understanding of work and potential (achievement of key results;

learning / attitude to the new; initiative/creativity; mind-

ne to analyze and apply logic).

Now consider how these criteria have been adapted to the tasks

specific organization. The purpose of certification is to create a system of training and

staff growth and identifying the potential of employees. should be assessed

were top and second level managers.

Initially, two approaches to grouping were developed in parallel

criteria.

Approach 1.

Competence at work

1. Professional competence:

* Knowledge of internal rules and regulations of the organization.

* Ability to quickly make decisions to achieve goals

goals and responsibilities.

* Quality of work and responsibility for results.

* Ability to predict and plan work.

* Ability to organize, coordinate, and control

vat and analyze the work of subordinates.

* Ability to work with documents.

* Learnability.

2. Discipline.

Managerial Competence

1. The ability to highlight the most important tasks for the organization (selection

priorities).

2. Independence, initiative, creativity.

3. Ability to lead (leadership qualities).

4. Ability to work in a team in the interests of the organization.

5. Ability to develop subordinates.

Psychological competence

1. Communication style.

2. The ability to control emotions.

3. Ability to listen.

4. Ability to maintain contacts with colleagues.

Approach 2.

The main groups of criteria:

1. Fulfillment of basic job responsibilities.

2. Understanding of work and development of standards and methods of work.

3. Communication skills.

4. Loyalty of the organization.

5. Qualities of a leader.

After agreement, the following system was built:

CRITERIA FOR CARRYING OUT

APPROVALS IN THE ORGANIZATION

The purpose of certification is to create a system for training and growth of personnel and

identify potential.

I BLOCK. COMPETENCE IN WORK

1. Knowledge and compliance with the internal rules and regulations of the organization

Knows the rules and regulations of the organization and knows how to work and weight

ti document flow in accordance with them.

(5) Knows and understands the rules of work and document flow in his sub-

division and organization and acts in accordance with them. Never before-

throws errors. Can both work and draw up documents in accordance with

compliance with the rules, and to explain these rules to colleagues. Perceives

the existing rules positively and as the basis for the effective work of the organization

zations.

(4) Knows, recognizes and understands the rules of work and document flow of the organization

organizations. Always acts and draws up documents in a timely manner in accordance with

in line with existing rules and regulations.

(3) Knows and follows the rules and regulations of the organization and formalizes

releases documents as required.

(2) Adheres to routine in most cases

work and paperwork, but sometimes makes mistakes and rejects

deadlines. (1) Does not recognize the need to comply with the rules and procedures

ka work with documents, does not know or does not want to pay attention to the

new procedures, denies the need to adhere to the rules and

organization norms.

2. The ability to quickly make decisions to achieve delivery

goals and take responsibility for decisions made

As part of his duties, he makes decisions and is responsible for them.

(5) In any situation, ready to make a decision and bear responsibility for it

vein. If you need to urgently make a decision that goes beyond

its powers, and there is no possibility to consult with the management,

ready to take full responsibility.

(4) Not afraid to make decisions, even difficult and responsible ones. Not

walks away from responsibility.

(3) Always makes decisions within its competence and is responsible

et for them. In difficult situations seeks to enlist the support of management

dstva.

(2) Prefers not to make decisions on his own. Tries

get management approval.

official duties. Avoids responsibility in every way.

3. Quality of work

Work is performed without errors (or with minor errors,

self-correcting), neatly and carefully. (5) By-

a consistently very high level of accuracy and precision, no additional

additional verification, you can rely on its work, can perform

work without the help and control of the head.

(4) Accuracy and accuracy above the expected level, well-performed

nyat instructions, does not need additional control.

(3) The quality of work meets the requirements.

(2) Sometimes sloppy, there are mistakes, sometimes you have to check

rip his work.

(1) Low quality work, constant errors, constant

ny checks and corrections.

4. Ability to predict and plan work

Organization and planning of current work and work in the future.

(5) Able to independently and rationally set tasks, determine

priorities, draw up a current work plan and a plan for the future. Neither mi-

chickpeas of working time does not go to waste. Colleagues associated with him

bot, they know in advance what materials he will require and when they will receive

the results of his work.

(4) Able to independently and effectively plan his time and

cottages and coordinate their plans with the plans of colleagues.

(3) With the help of the boss, he plans the schedule of working hours, according to

co-ordinated with the work plan of colleagues. Sticks to the plan.

(2) Needs a boss to help develop a plan for him.

Does not always adhere to the plan, does not take into account all the facts when planning

ry.

(1) Not organized, unable to plan independently and often

deviates from the plan. Regularly lets colleagues down without giving them the necessary

dimmable data or requiring emergency assistance without prior pre-

lead times.

5. Learnability / attitude to the new

Able to accept and apply new tasks, knowledge, conditions.

(5) Adaptive and flexible. Easily accepts non-standard tasks and

develops new knowledge. Performs a variety of tasks with ease.

Constantly, without coercion, strives to acquire new knowledge and knows how to

put them into practice.

(4) Quickly learns new things and strives to gain knowledge. Starts

work on new tasks without much difficulty.

(3) Positively perceives learning. Uses in the work received-

new knowledge.

(2) Does not seek new knowledge. Slowly mastering but-

tasks and adapts with difficulty to changing conditions.

(1) Unable to explore new areas. Refuses to study. Emphasis-

stvuet in the desire to work on once approved model. Resistance-

etsya any changes.

6. Discipline

Busy with work during business hours. Rare omissions for respectful

reasons specified in advance.

(5) Extremely reliable. Always at work and on time.

(4) Reliable. Rarely absent, if absent, then respectfully

reason. Always informs the manager and colleagues in advance.

(3) There is an absence from work for a good reason, not

having serious implications for work. Warns about the absence

in a timely manner.

(2) Not always punctual. Absence is sometimes forgotten in a timely manner

warn.

(1) Often absent or late. Extremely unreliable. Timely

but does not notify anyone of the absence.

II BLOCK. MANAGEMENT COMPETENCE

1. Ability to lead a team

Ability to organize, coordinate and supervise

analyze the work of subordinates.

(5) Always clearly sets and explains tasks, correctly distributes

subordinates at workplaces, taking into account the nature and scope of work and, in accordance with

in line with their abilities and interests. Effectively organizes the

assignment of tasks to subordinates, ensuring interchangeability. Controls

performance of work, finds out the causes of errors and helps to correct them,

teaches subordinates to effectively use working time and knowledge.

(4) Distributes work among subordinates so that

result has been achieved. Controls the execution of tasks, analyzes

errors and shows how to fix them.

(3) Competently places subordinates in jobs, analyzing

and controls their work.

(2) Strives to organize the coordinated work of subordinates, one

but not always successfully. The system of control and analysis has not been developed.

(1) The work of subordinates is not organized, tasks are not distributed,

or distributed without taking into account the characteristics of work and subordinates. Absent-

there is control and analysis.

2. Independence, initiative, creativity

Strives to improve its activities and activities

subordinate unit, make them more efficient, introduce new

offers.

(5) Constantly looking for new opportunities to improve efficiency

sti of their work and the work of their team. Not afraid to experiment

put forward and implement new ideas. As a result of his proposals

the volume of work has increased. "Idea's generator".

(4) Shows initiative, independently introduces new methods of

bots.

(3) To improve the efficiency of work, regularly makes proposals

zheniya.

(2) Is creative about work, but avoids contributing

and implement suggestions. In most cases, prefers to install

working methods.

(1) Avoids taking initiative even when it is necessary

walk. Proponent of routine. No matter how obvious the inefficiency

work, prefers old pattern. Never made any suggestions

shows indifference to work.

3. Teamwork for the benefit of the organization

Ability to work collaboratively with colleagues for the benefit of the organization.

(5) Always puts the interests of the team and the organization ahead of his own

does not let colleagues down. Friendly, ready to support both in work and

in difficult personal situations. Ensures that the team works in

the interests of the organization.

(4) Puts the interests of the team and the organization ahead of his personal interests.

res. Helps and supports colleagues, strives to

the manda acted as part of the organization.

(3) Correct and friendly towards team members. By-

helps colleagues, shows interest in the overall success. Consider-

views his team as part of the organization.

(2) Maintain good working relationship with team members. Not

always puts the interests of the team ahead of his own. Can put the interests of

mandas are above the interests of the organization.

(1) Pursues his own interests, no matter how his

personal interests correlate with the interests of the team and the organization. Provo-

There is a clear separation between one's own and others' work. Not interested in

As a result, he pays attention only to his area of work. Failures-

is expected to help other team members, often endangering the overall

result.

III BLOCK. COMMUNICATION SKILLS

1. Style of communication within the team

Attitude towards colleagues and a constructive approach to relationships

pits.

wu, shows interest in the opinions of others, constructively resolves the issue

sy and reach mutual understanding.

nomu solution of issues.

attacks.

2. Style of communication with customers

Attitude towards customers and a constructive approach to relationships

niyam.

(5-4) Positively tuned. Do not allow yourself to display unnecessary

emotions. Creates a friendly atmosphere. Invites to cooperation

wu, shows interest in the opinion of the wards, constructively resolves issues

and reach an understanding.

(3) Positive attitude, benevolent, striving for constructive

nomu solution of issues.

(2-1) Shows aggression or depression. Negative and pessimistic

stylistically tuned. The environment around him is hot or too cold.

Does not strive for a constructive solution of issues, either retreats, or

attacks.

3. Ability to listen

Interest in the opinions of others and the ability to correctly

hear and understand information.

(5-4) Interested in the opinions of others. Listen carefully, don't

interrupts, knows how to ask clarifying questions. It perceives exactly

what is said, avoids his own conjectures and interpretation of what he heard.

(3) Listens carefully to what is said to him and seeks to understand.

(2-1) Does not listen, often interrupts, does not allow the interlocutor to complete

thought. If he didn’t understand something, instead of clarifying, he adds his own in-

interpretation.

4. Ability to present information

The ability to express thoughts clearly, accurately and effectively.

(5-4) Expresses his thoughts very well, both orally and in writing.

Not aggressive. Logically and reasonably able to convince of his innocence.

When he expresses his thoughts, he avoids beautiful poses and speaks to the point.

Checks whether the interlocutor understood what was said.

(3) Able to calmly and structuredly explain his position.

(2-1) Expresses his thoughts with difficulty. Instead of answering

clarifying questions, offended that they do not understand him. Takes aggressive-

nuyu or defensive position. Statements unstructured Anna,

difficult for others to understand.

IV. FOR TOP-LEVEL MANAGERS

(in addition to the above criteria)

1. The ability to highlight the most important tasks for the organization

The ability to identify the most important tasks for the organization in a certain

given point in time and do them first.

(5-4) Knows how to prioritize and highlight those tasks in the work that

which are most important to the organization. Initiates projects and accepts

participation in projects important to the organization. Considers activity

of his bloc not in isolation, but as part of the organization's activities. If

the interests of the organization at a certain point in time do not coincide with the interests

bloc’s resources, makes efforts to harmonize interests, while

considers the objectives of the organization a priority.

(3) In the presence of appropriate instructions and recommendations, determine

divides the priority directions in the work of its unit in accordance with their

importance to the organization as a whole.

(2-1) Often does not think about what and why he is doing, what is the meaning of this

has for the organization. Despite the existence of priorities in the work of the

zation, prefers to do first of all what he considers necessary.

2. Ability to develop subordinates

The ability to identify the potential of subordinates, accurately put before them

tasks, explain, support and help.

(5-4) Able to identify strong and weak sides subordinates. Sil-

develops, in the presence of shortcomings, provides assistance and support

holds. Sets realistic achievable goals depending on knowledge and

skills of subordinates. Motivates subordinates to achieve results.

Explains both the specific task and the prospects for work. Analyzes

the results of the work of subordinates and plans their growth in the organization.

(3) Allocates tasks according to the abilities of subordinates.

nyh, clearly explains the tasks, helps in their implementation, supports support

mended.

(2-1) Does not think about abilities and in-

teresah of subordinates. Does not like to give additional explanations and answers

chat for questions. Does not seek to motivate subordinates.

3. Loyalty to the organization

Respect for the organization.

(5-4) Knows the organization very well and is devoted to it. Always puts in-

the interests of the organization are higher than their own. Even if things don't go well,

never allows himself to speak badly of the organization. positively and with

speaks enthusiastically about the organization, management, colleagues as at work,

as well as beyond. Really proud of the organization.

(3) Satisfied with the fact that he works in the organization. Does not allow himself to

constructive criticism. Positively perceives the organization and himself in the organization

downgrading.

(2-1) Does not feel part of the organization. Sometimes does not hold back

negative emotions towards the organization and colleagues as in the organization,

as well as beyond.

The following points need to be emphasized: The final version is not

is a simple union and copy of the ones proposed at the beginning

this section of the criteria. The formulation of the proposed criteria

undergone changes taking into account the specifics of the organization, new ones were added

and excluded the unimportant ones. For example, the criterion "Communications, verbal and

written" was broken down into several more detailed criteria - "Style

communication within the team", "Style of communication with customers", "The ability to

shat”, “The ability to present information”. NEVER take a workpiece and

mechanically transfer to your organization. Any workpiece must be

be accepted as what is colloquially called a "blank" or "fish

ba", that is, some scheme, starting from which you can develop your own

own system.

Let's see how to "bring to mind" the developed system of criteria,

before proceeding with its implementation.

At the preparatory seminar before certification, managers were

proposed to discuss this system. Here are some comments and suggestions

ny.

* The standard is too low. What is considered significantly above the norm (estimated

ka "5") should be considered as the norm (score "3"). This remark is

belonged to the first person. It was difficult to agree with him. With an increase

requirements, it would turn out that at least half of the certified work

the same standards. What would it give? Statement of what we already know - that

Our employees are far from perfect. In addition, there is a natural

The question is, how realistic are the requirements? Corresponding

whether they guarantee the availability of the necessary specialists in the labor market and whether they

less importantly, does the salary we offer correspond to the average market?

Most importantly, how reasonable are our standards?

Food for thought

One of the problems that arise in preparing for certification is to identify

leniye of norms or standards of work. In fact, the appearance of this problem

we are the result of a flaw in the analysis of works (if any at all).

standard) and drafting a job description. At the stage of distribution of

bot, we must clearly understand what, in what time frame and with what quality

VOM must be done by the employee at this workplace. Unfortunately, this

does not always happen. The most common situation is

everything “has happened by itself” and goes along the knurled path. At the same time, often

even the immediate supervisor cannot always describe what and how

must do and does his subordinate. At seminars on the management of

For line managers, I give a simple exercise. Guide-

The respondents are invited to answer a dozen questions about the activities of any

this exercise is challenging. If a new vacancy arises, then

for her, as a rule, the working conditions are specified. However, conversations with

people on probation, and with leaders, in

whose task is to evaluate the activity of the employee based on the results of the study

probationary period show that the description of the requirements for work is further

ki from perfection. If there is a principle “go there - I don’t know

where, bring something - I don’t know what, ”then the result will not be entirely clear

nym. From my own experience as a manager, I know that so far (at least in the

ve, and not on paper) the requirements for the subordinate will not be formed,

gets an emotional assessment of his activities and is often difficult to operate

use other words than "like - dislike".

* It is necessary to include such criterion as "Professionalism". In-

the question of the need for this criterion with amazing constancy

kata at every seminar. This is understandable - after all, we demand from a subordinate

above all professionalism. I regularly ask the same question:

what is professionalism? The range of responses is astounding.

Food for thought

My personal attitude to the criterion "Professionalism" is extremely negative.

denominative. No less subjective shades are invested in this word,

than the word "love". Professionalism also implies the presence of professional

sional knowledge, and the ability to interact with others (for

assigned positions), and compliance with the rules and regulations of the organization, and the ability to

dress appropriately for the situation (for a worker in the food industry

nosti or medica, this implies perfectly clean light-colored clothes and

lack of nail polish, for a consultant - a business suit). List

can be continued ad infinitum. The more generalized and abstract

we introduce a new criterion, the more difficult it is to evaluate it and the subjective

it will be evaluated. Let's take an auditor as an example. Let's say he is

excellent knowledge of the law, able to quickly and competently work with

documents, for many years not a single comment has been made on the

results of his work. However, he is casually dressed and no matter what-

what level of clients does he meet, allows himself to be late

to meetings. We issue a harsh verdict “cannot be considered a professional

cash". An example of another "non-professional" - always in a business suit,

was not late for any important meeting, all documents are provided by

time, knows how to find a common language with the client. But, despite the

audit report, the tax inspectorate has repeatedly penalized

fucked up his clients. Each type is "unprofessional" in its own way. If

we use only one criterion, evaluation by it will give us little information

mation and, most importantly, a minimum understanding of what to do next with each

worker - fire, develop, control, teach. Besides,

psychological reaction to the decision of the attestation commission that

score on the criterion "Professionalism" is low, predictable and redundant

understandable, easily assessable criteria, and then, if it is so important,

put them in the "Professionalism" group. In general, such words and phrases

as professionalism, efficiency improvement, performance improvement

quality, without concretization, resemble slogans. Before the beginning

of any seminar, I ask about the expectations from the seminar of each participant

ka. Regardless of the topic (it can be both attestation and

sales technique) there is always someone whose expectation is to know "something

something new”, “something interesting”. I take these responses as

work, which indicates either the closeness / alertness of the participant

stnik before the seminar, or about his unwillingness to think. My app-

call - fewer general words and more specifics. Then work bu-

children are easier.

* After a request to managers to “try on” a system of criteria for

a remark was made to any particular employee: “We did not find

a few more criteria by which his activities do not suit us.”

I ask: “Are all the criteria by which his activities suit you?

no, are they present here? Answer: We didn't think about it. I recommend appraisal

thread, how significant are the so-called "missing" criteria

for this position, and depending on this, take the final

solution.

Food for thought

This remark revealed one of the errors during the attestation.

stations - orientation to the negative. (On errors in the preparation and conduct of

we will talk about certification in detail in Chap. 4.) Are we too often giving

assessment of an employee, do we focus ourselves on criticism? And when we evaluate

their children, what we pay more attention to - the merits or lack of

tatkam?

nization" the sentence "never makes mistakes" is superfluous and

unrealistic, since there are no “ideal” employees.

* In the criterion "The ability to lead a team" there are very small

differences between ratings, especially between "4" and "5".

I proposed this set of criteria at open seminars for various

groups as an exercise. The task was set as follows:

in a simple way:

EXERCISE

* Read the criteria below.

* What do you think about these criteria (how complete are they, are they

intersections, is there redundant information, how clear is the description)?

* What suggestions for improvements would you make?

* If you were evaluating employees in your organization, which criteria

Teria would you choose? What information do you have to evaluate

selected criteria?

Here are a few comments and suggestions that the audience will

forces, taking into account their vision of the task and the specifics of their organization.

* The criteria are quite complete, sometimes too detailed. Description

understandable, but for our organization we would make adjustments to the description

the “Discipline” criterion, since our employees mostly find

from clients. We do not care about their presence in the workplace, but it is important to know

where and when they are.

* In the criterion "Knowledge and compliance with internal norms and rules of the organization

nizatsii" too much emphasis is placed on the workflow. For that

group of employees that we will evaluate, this is not a significant

vein factor.

* In our organization there is a lot of information related to

trade secrets and know-how. Therefore, the criterion "Loyalty" is necessary

apply to all members of the organization, regardless of the leadership

th level.

* Every two or three months we have new complex technical

sky products. For us, the criteria "Quality of work" and "Learning / relative

solution to the new” should be combined, since it is impossible to work both

honestly, not being able to quickly assimilate new information.

* Due to the specifics of our work, we adhere to a strict hierarchy

chesky administrative system. Criteria such as "Initiative"

we do not need.

* We have a limited number of employees working with customers.

Therefore, we would exclude the criterion "Style of communication with customers". But we

relationships with colleagues.

Whatever wonderful standard system of criteria we

taken, it is necessary to make certain adjustments to it. Only after

this she will work.

The effectiveness of the company's activities directly depends on how the performance of each employee meets the established requirements. The performance indicator is personnel evaluation criteria. These criteria help to identify personal (individual employee) or general (structural unit) reasons for low performance.

Personnel evaluation criteria is a critical feature that separates the satisfactory and unsatisfactory functioning of the team.

In order for the information obtained as a result of the audit to be reliable, performance indicators must be clearly thought out and adapted as much as possible to the specific goals of the organization.

Personnel assessment criteria are divided into four groups

General organization and specialized.
Quantitative and qualitative.
Objective and subjective.
integral and simple.

Organization-wide criteria apply to all employees, while specialized criteria evaluate the effectiveness of a particular position or workplace.

Quantitative criteria analyze the overall result of the work, and qualitative criteria individually characterize a particular employee.

Objective criteria evaluate the compliance of the work with the standards and regulations established in a particular company, while subjective criteria are based on the opinion of experts.

Simple criteria check certain aspects of labor and labor behavior (productivity, adherence to working hours, etc.), and integral criteria combine information from various characteristics related to the performance of the employee's duties.

What should be the criteria for assessing personnel

Achievable (giving employees real opportunity work execution).
Objective and justified (designed for a specific position, regardless of the personality of the employee)
Understandable (the employee must have information and understanding of the content of his work duties).
relevant to the content of the work.
Motivating (the employee must be motivated to achieve better results)
Aligned with the goals of the company.
Linked to the positive characteristics of labor behavior and the most important results of work.
Dynamic (able to adapt to changes in the company).

Who develops the criteria for assessing employees

The development of the criteria is the responsibility of the top management of the company and the relevant HR specialist. It will be useful to involve line managers, as well as employees subordinate to him, in the development.

The experience of the head of the structural unit is indispensable in the development of evaluation criteria, since it is he who sets tasks for ordinary employees and evaluates the result. Evaluation criteria developed with the participation of ordinary employees have the following advantages:

take into account and reflect the content and real conditions work;
as much as possible correspond to the conditions existing at the enterprise;
accessible for understanding not only management, but also ordinary employees;
are well received by the staff.

Finally, the personnel assessment criteria (even if they were completely developed by a working group composed of a line manager and employees subordinate to him) are approved by the General Director.

It is important to remember that if employees are involved in the development of criteria, then it is necessary to first explain the goals and objectives of the assessment, why it is important and how to affect the employee.

Development of personnel assessment criteria: step by step instructions

Step 1. Determine for which positions you need to develop evaluation criteria. Suppose you will evaluate the performance of sales assistants-cashiers. Further instructions will consider this case.

Step 2. Choose what knowledge, professional skills and personality traits significantly affect the quality of this job. For example:

Discipline.
Loyalty.
The quality of the work performed.
The scope of work performed.
Professional knowledge.
Leadership skills.
Creative skills.
The ability to control emotions.
Ability to prioritize.
Listening skills.
Oral communication skills.

More doesn't mean better! Don't chase the number of criteria Some managers mistakenly believe that the more criteria you define, the more accurate your assessment will be.

In fact, redundant criteria not only increase the time for personnel assessment, but also lead to a blurry result. To save time and at the same time achieve an accurate result, we recommend that you make a table.

Criteria		Desirable
Discipline
Loyalty
The quality of work performed
Scope of work performed
Professional knowledge
Leadership Skills
Creation
Ability to control emotions
Ability to prioritize
Ability to deal with difficult situations
Listening skills
Oral communications

An example is a cashier. Leadership skills, creativity and the ability to prioritize do not affect the performance of an employee's duties. These criteria can be immediately excluded from the evaluation.

Discipline, loyalty, quality and volume of work performed, professional knowledge and oral communication skills, on the contrary, are very important for this purpose. These criteria must be taken into account without fail.

The criteria in the “Desirable” column (the ability to control emotions, solve difficult situations and listen to the client) are not necessary to perform the functions of a cashier, but significantly improve the quality of his work. Therefore, it is also worthwhile to evaluate them.

Step 4 Expand the criteria. Describe briefly and clearly what is meant by each criterion. For example, "Discipline - do not be late, do not miss work without good reason, do not waste work time on extraneous matters." You can also give a description of each of the criteria in relation to the rating scale.

Criterion	Short description criteria	Full Compliance	Partial Compliance	Non-compliance
Discipline	Absence of delays and passes for unexcused reasons.	Always arrives on time. Absent only for good reasons.	Not punctual enough. May forget to warn of a good reason in advance.	Often late or absent without informing the supervisor.
Loyalty	Respect for the organization in which he works.	Demonstrates a high corporate spirit. Never speaks badly about the company, superiors or colleagues.	Does not fully feel part of the team. Generally avoids expressing dissatisfaction publicly, but occasionally cannot contain negative emotions towards the company and colleagues	Negative attitude towards the company and the team. Pursues exclusively personal goals, not caring about the interests of the company and colleagues.
The quality of work performed	The work is carried out in compliance with the standards of work with clients. Accurately, carefully, without errors.	The work is carried out in accordance with the requirements. It is extremely rare that mistakes are made that the employee always corrects on his own.	The work is carried out in compliance with the requirements, but sometimes it needs to be checked, because there are errors that the worker does not immediately notice.	Requirements are not met. The work is not of good quality. Requires constant monitoring.
Scope of work performed	Work is done in in full and on time	Works fast. Fully meets the targets or exceeds them.	Works slowly, delays deadlines, has to be “customized”	Works slowly. Breaks deadlines. Doesn't fit the volume required
Professional knowledge	The employee has the necessary professional training and knowledge.	He understands his duties well. He has enough knowledge to deal with them. Supervisor clarification is rarely required.	Possesses the necessary knowledge, but not in full. Some operational issues require further clarification	Possesses insufficient knowledge, which is not enough to perform duties.
Ability to control emotions	Ability to behave correctly stressful situations	Always maintains restraint and a positive attitude towards work and clients, regardless of the situation.	Demonstrates an equal attitude towards clients and colleagues. Tries to control himself in stressful situations.	nervous behavior. Bad attitude towards clients and colleagues. Propensity for scandals.
Ability to deal with difficult situations	Ability to independently make decisions and find a way out of a difficult situation.	He always makes independent decisions within his competence and is responsible for them. Finds a way out of a difficult situation.	Prefer not to accept independent decisions. When a difficult situation arises, he turns to the leader.	Avoids making decisions and taking responsibility for them. The decisions he made do not correct, but exacerbate the difficult situation.
Listening skills	The ability to correctly understand the information received.	Listens carefully and knows how to ask the right clarifying questions. Does not interrupt the interlocutor.	Listens carefully and tries to understand the information received.	He listens inattentively. Interrupts often. If he does not understand something, he does not specify, but interprets in a way that is beneficial for himself.
Oral communications	The ability to clearly express your thoughts.	He argues his point of view. Can convey his idea to the interlocutor.	He knows how to express his point of view, but sometimes he has difficulty with the logic of proving his case.	Expresses his point of view with difficulty. If he is asked a clarifying question, he is offended, accusing the interlocutor of “not understanding”.

Step 5. Group and rank the criteria. It is necessary to arrange each criterion in accordance with its importance in order to determine the main and auxiliary indicators of compliance with the position held.

The criteria can be grouped as follows:

Group 1 - "Performance of the main job duties." It includes an assessment of the quality and volume of the employee's work and professional knowledge;
Group 2 - "Attitude towards work", including loyalty and discipline;
Group 3 - "Communication skills", which includes oral communication skills, the ability to listen, the ability to control the manifestation of emotions.

Now let's do the ranking. It will look like this:

Professional knowledge.
The quality of the work performed.
The volume of work performed.

Discipline.
Loyalty.
Ability to make decisions in difficult situations.

Oral communication skills.
The ability to control the expression of emotions.
Ability to listen to the interlocutor.

What documents to use in the development of criteria

Here is an approximate list of documents that should be guided by when developing personnel assessment criteria:

job descriptions;
business process regulations;
strategic plan for the development of the company;
mission and goals of the company;
working standards, etc.

Evaluation of what criteria will speed up the work of warehouse personnel by 2 times

Maria Ponomarenko, Director of Smart Personal, Moscow

Previously, I was one of the leaders of a company engaged in black metal rolling. In the early 2000s, business profitability declined. Customers increasingly needed small wholesale lots, and we specialized in large wholesale sales. We decided to switch to the sale of small batches of metal, which required a complete restructuring of warehouse logistics.

Previously, metal was delivered to a warehouse in bundles (one type of metal in one bundle weighing 5–7 tons), unloaded by cranes into storage cassettes, and then loaded into trucks in the same bundles and sent to customers. The workers were interested in unloading and loading as many tons of metal as possible. After changing the strategy, when shipping metal from the warehouse, it was necessary to break the pack, take out and weigh the required volume, and pack the remaining metal and return it to the cassette. The complexity of the process has increased. It took the crew 30 minutes to ship one item. It became clear that if the speed of operations was not increased, the staff of workers would have to be doubled (it was 170-180 people).

The salary structure of warehouse workers includes salary and bonus. The premium began to be calculated on the basis of three indicators.

1. The number of wagons unloaded at the warehouse and loaded for customers.

2. The number of processed assortment items (previously, tonnage was used instead of this indicator); rates were introduced for each unloaded or loaded wagon and each assortment item shipped to customers.

3. Personal effectiveness, including four criteria. To avoid bias, each employee is assessed according to these criteria first by the foreman, and then by the foreman. To determine the indicator of personal effectiveness, all scores are summed up and multiplied by 0.01:

Kef \u003d Kots × 0.01, where Koc is a qualitative assessment of activity in terms of key parameters or competencies of the worker for the accounting period (the actual value of Kef lies in the range of 0.2–1.0).

Four Criteria for Evaluating Workforce

№	Qualitative Assessment or Competency Parameters	Minimum value	Maximum value
1	Compliance with safety regulations and labor protection standards	5	25
2	Technology Compliance loading operations, storage rules. Ensuring the safety of goods and means of transport.	5	25
3	Compliance with labor regulations.	5	25
4	Compliance with established standards of interaction and customer service.	5	25

Here premium calculation formula based on three indicators: (B × S1 + P × S2) × Kef, Where

B - the number of unloaded or loaded wagons per month;
S1 - premium for each wagon (for example, 100 rubles);
P - the number of shipped or accepted assortment items per month;
S2 - premium for each position (for example, 10 rubles).

Thus, taking into account the individual performance of the employee, his bonus varies in the range of 20–100% of the rate. For example, in a month a worker as part of a brigade unloaded and loaded 100 wagons and shipped 650 assortment items, and his personal efficiency ratio was 0.9 (there were violations of the work technology). We receive a bonus of 14,850 rubles. ((100 × 100 + 650 × 10) × 0.9). In parallel with the change in the motivation system, work was done to ensure a more efficient layout of the metal, the optimal routes for the movement of cars in the warehouse were determined, etc.