Graduate work

Evaluation of labor productivity of employees of the printing organization Artel-Service LLC

Introduction

Chapter 1 Theoretical foundations of labor productivity

1 Labor productivity: basic concepts and indicators

2 Methods for assessing labor productivity

3 Ways to improve the productivity of employees in modern conditions

Chapter 2 Evaluation of the activities of Artel-Service LLC

1 General characteristics of the organization and work performed

2 Analysis of the organizational structure, composition and structure of personnel

3 Analysis of incentives and wages

4 Analysis of labor productivity of employees of Artel-Service LLC

Chapter 3 Measures to improve the productivity of employees of Artel-Service LLC

1 Measures to increase the load on existing equipment and install additional equipment

2 Measures to introduce a new software

3 Measures to create a comprehensive quality environment conducive to increasing labor productivity

4 Measures to improve the skills of employees

Conclusion

Bibliographic list

motivation performance incentive staff

Introduction

The effective economic activity of the organization is largely determined by the effective use of human capital - that is, the personnel of the company.

Most researchers consider human capital the most valuable resource of a post-industrial society, much more important than natural or accumulated wealth. Already now, in all countries, human capital determines the pace of economic development and scientific and technological progress.

The management of the enterprise, developing a strategy for the development of its organization, should take care of creating such a team that is most consistent with the plans and advancement of the activities of this organization as a whole. Each worker gives his work a unique, individual style and can achieve great positive results. The organization needs to create a system of effective employee management. It is important to understand what motivates a person to action, what root causes make him work with full dedication of energy, with enthusiasm. Using these incentives, you can achieve the maximum effectiveness of the work of the team in the direction that is required for better job organizations.

But the performance of the organization as a whole is influenced not only by the results of the work of the employees of the organization, but also by other factors. It is necessary to periodically assess the performance and work of employees and take measures to improve performance.

So, the topic of the graduation project is relevant, since the effectiveness of the work of employees largely determines the effective operation of the organization. In particular, the size of the organization's profit depends on the results of the work of employees, and for commercial organizations, making a profit is one of the main goals.

The purpose of writing a graduation project is to study the performance of employees of a printing organization. To achieve the goal in the graduation project, the following tasks are set:

· The study of theoretical aspects related to the effectiveness of the work of personnel - the basic concepts, evaluation methods, ways to improve.

Analysis of the organizational structure of the printing organization, the composition and structure of personnel, the system of remuneration and labor incentives

Analysis of the performance of employees of the printing organization and the factors that affect it

Development of measures to improve the productivity of employees of a printing organization

The object of work is Artel-Service LLC, a digital printing house located in Moscow.

The subject of the work is the assessment of the labor productivity of the production workers of the printing house for the period January 1 - December 31, 2011, as well as the development of measures to improve labor productivity, for implementation during 2012.

To study the labor productivity of production workers of Artel-Service LLC, it is necessary to develop evaluation criteria and indicators of labor productivity. One of the criteria is labor productivity, which is analyzed using natural and cost methods.

1. Theoretical foundations of labor productivity

1.1 Labor productivity: basic concepts and indicators

Labor productivity

Labor productivity is determined by the values ​​of indicators that reflect the achieved end result of labor.

The result of labor is the result of a purposeful labor activity individual worker.

Evaluation of labor productivity is one of the types of personnel management activities aimed at determining the level of efficiency of work performed by the assessed employee.

Performance appraisal serves a number of important organizational purposes:

Evaluation helps to determine which workers require more training and the results of training programs. It helps to establish and strengthen business relationships between subordinates and managers through the discussion of the results of the evaluation and, in addition, it encourages managers to provide the necessary assistance;

The evaluation of the administration helps to decide who should get a raise, who should be promoted, and who should be fired;

Evaluation motivates employees to work more productively. The presence of an appropriate program and the publicity of the results of its implementation develop initiative, develop a sense of responsibility and stimulate the desire to work better;

Evaluation serves as the legal basis for transfers, promotions, awards and dismissals. It provides material for the development of employment questionnaires. Evaluation provides the necessary information to determine an employee's salary and benefits. It is a natural occasion for a lengthy conversation between a manager and a subordinate about work problems, during which both parties get to know each other better;

Evaluation can be used in the development of personnel selection tools, such as tests.

The performance indicators of an employee's work are the quantitative and qualitative characteristics of his work, which are used to plan and evaluate his activities for any period of time (year, quarter, month) or when performing a set amount of work or task. In a word, the results of an employee's work are expressed by indicators that characterize the quantity, quality, completeness and timeliness of fulfilling the duties assigned to him, and for managers - also taking into account the final results of the work of the labor collective.

The performance indicators of the employee must meet the following requirements:

Be easy to calculate

Be understandable and accessible to employees

Be differentiated, i.e. reflect the specifics of the work of various categories of workers and positions

Reflect the completeness and reliability of the duties, functions, tasks performed by employees

Reflect the results of the employee's work both in quantitative and qualitative characteristics

Reliably and accurately characterize the results of the employee's labor activity

To be evaluated by one of the known methods.

The variety of types of labor activity - with a predominantly physical or mental nature of labor, managerial, creative, entrepreneurial, etc. - is characterized by a wide variety of indicators of the results of certain types of labor, or, more specifically, the labor of employees of certain professional groups and positions.

Despite the variety of indicators of labor results, there are a number of factors that affect labor productivity. They can be reduced to several homogeneous groups.

Factors are the reasons (or conditions) for achieving a particular result of labor. Factors have an impact on the ability of an employee to carry out expedient activities through the use of their psycho-physiological, professional, moral, motivational qualities and attitudes.

There are three main groups of factors affecting the results of labor:

The first group is a single structure of traditional macrofactors that objectively exist in the conditions of a certain socio-economic policy of the state and the natural climatic environment

The second group - shows that the results of the work of employees are influenced by the production, internal environment that directly surrounds people in the organization

The third group - it includes those conditions of productive work that are inseparable from each employee, as they are given to him by nature from birth, or acquired by him in the process of upbringing, education, communications.

When choosing performance indicators, the following should be taken into account:

The nature of the employee's activity - that is, for which category and position of the employee indicators are set, since they must be differentiated depending on the complexity, responsibility and nature of the employee's activity

For the solution of what specific tasks are performance indicators used - for example, increasing wages, establishing the employee's contribution to achieving the results of the organization's work, etc.

In accordance with this, the establishment of indicators of labor results in relation to the category of workers can be carried out most successfully and quite simply.

This is especially true of piecework workers, since the determination of the quantitative and qualitative results of their labor (quantity, volume of products produced, product quality) for this category of workers is not difficult and is based on the production program for the manufacture of specific products, on a portfolio of orders, etc. At the same time, the assessment of the results of the work of workers is carried out by comparison with the planned or normalized task.

That is, the productivity of the labor of production workers is determined by their productivity.

Labor productivity is an indicator of the efficiency of the use of labor resources (labor factor). Labor productivity is measured: either by the quantity of products in physical or monetary terms, produced by one employee for a certain, fixed time (hour, day, month, year); or the amount of time spent on the production of a unit of marketable output.

It is much more difficult to establish the performance indicators of managers and specialists, since they must characterize their ability to have a direct impact on the activities of any production or management link. In the most general form, the result of the work of an employee of the management apparatus is characterized by the level or degree of achievement of the management goal.

Evaluation of the results of work of different categories of workers differs in their tasks, significance, indicators and characteristics, the complexity of identifying the results. In this regard, it is necessary to single out such a concept as "evaluation criterion" - this key parameters by which the performance of an employee is evaluated.

Let's present in table 1.1 some criteria for evaluating the results of the work of employees.

Table 1.1 - Criteria used in evaluating the results of work of employees

Indicators	Criteria
Quantitative indicators	Labor productivity - Sales volume in pieces - Sales volume in rubles - Number of processed documents - Number of concluded contracts - Number of responses to advertising
Quality of work	Number of errors (when printing papers, filling out forms, statements and other documents) - Defect rate - Number of complaints or claims from customers - Cost of poor-quality work performed or not accepted
Loss of working time	Number of absenteeism and absenteeism - Number and frequency of being late for work - Number and frequency of unauthorized breaks

The procedure for evaluating the results of labor will be effective if the following prerequisites are met:

setting clear "standards" of labor results for each position (workplace) and criteria for its evaluation;

development of a procedure for evaluating the results of work (when, how often and who evaluates, evaluation methods);

providing complete and reliable information to the appraiser on the results of the work of the employee;

discussing the results of the assessment with the employee;

making a decision on the results of the assessment and documenting the assessment.

In order to provide information that is necessary for the objectives of the organization and does not conflict with the law, the performance appraisal system must provide accurate and reliable data. With a certain system, the ability to obtain reliable and accurate data increases. Here are six steps that provide the foundation for such a systemic process:

establish labor productivity standards for each workplace and criteria for its evaluation;

develop a policy for conducting performance appraisals, i.e. Decide when, how often, and by whom to evaluate;

oblige certain persons (or the employees themselves) to assess the effectiveness of labor;

oblige assessors to collect data on employee performance;

discuss the assessment with the employee;

make a decision and document the assessment.

Problems can arise in the process of evaluating the performance of employees. We list the main ones:

Many employees are distrustful and cautious about performance appraisals, mainly due to concerns about their bias.

Many performance appraisals are not viable because they are poorly designed, in particular, based on incorrect evaluation criteria or cumbersome methods. Evaluation becomes a tribute to the form, content in the case when the criteria are focused on the activity or on personal qualities, and not on the output performance of the employee. Some scoring systems require a large investment of time or extensive written analysis.

Inadequate (insufficient or not according to the profile) training of persons making the assessment. This problem can lead to a number of issues related to valuation standards - the so-called "halo effect" - being too lenient or demanding; "averaging" estimates; excessive emphasis on "fresh" impressions and, finally, personal bias.

Many raters avoid giving high or low marks. They take the view that all employees are about average and, say, give their subordinates a rating of 4 on a rating scale of 1 to 7. Putting down such "average" ratings does not bring any results. Evaluators should be advised that it is necessary to differentiate employees according to their results and to do this, use the proposed rating scales in their entirety.

One of the problems of assessment systems is the temporal spread of the qualities being assessed. Evaluators forget about the qualities that were previously evaluated and are under a fresh impression of the qualities that are currently being evaluated. Thus, many assessed workers are assessed on performance in the last few weeks, rather than on average performance over the past six months or a year. This is called the freshness estimation error.

If performance evaluations are made by incompetent or biased evaluators, then employees will resist or ignore them.

Evaluation of labor productivity will be less effective if a person is not interested in his work and considers it only as a means to earn money. And if the assessment is not so negative that the employee is afraid of its consequences, then it can be considered simply as a paper transfer.

For quality appraisal performance assessments, there are brief appraisal retraining programs that usually drastically reduce the number of errors that are so detrimental to performance appraisal programs.

1.2 Methods for assessing labor productivity

Methods for evaluating labor productivity are methods and techniques used to determine the degree of achievement of labor results by individual employees in the course of their labor activity.

We can distinguish the following methods for assessing labor productivity, which are designed to evaluate one person:

Goal Management

Forced choice

Descriptive Method

Estimation method by decisive situation

Method of Questionnaires and Comparative Questionnaires

Behavior Observation Scale Method

For a comparative assessment of an employee in comparison with other assessed employees, the following three methods are used:

Classification method

Pair comparison

Specified Distribution Method

Consider the features of each of these methods.

Goal management. This method is based on assessing the achievement by the employee of the goals set jointly by the manager and his subordinates for a specific period of time. Provides for a systematic discussion of achieved and unachieved goals. Requires quantification of goals and deadlines for achieving them.

Moreover, the “Management by Objectives” method is used both in assessing the performance of employees and as a method of improving labor productivity. Therefore, this method will be discussed in more detail in Section 1.3.

Graphical rating scale method. It is based on putting down an appropriate assessment (from 4 to 0) for each character trait of the assessed employee: the amount of work, the quality of work, initiative, cooperation, reliability, etc. The assessment corresponds to the rating. To increase the effectiveness of the rating scale, more clearly delineated descriptions of the completeness of the manifestation of a particular character trait are made.

Forced choice. Based on the selection of the most typical this employee characteristics (descriptions) corresponding to effective and inefficient work (for example, “works a lot”, “does not expect problems”, etc.). Based on the point scale, the efficiency index is calculated. Used by management, colleagues, subordinates to evaluate the performance of employees.

descriptive method. The appraiser describes the advantages and disadvantages of the employee's behavior according to the criteria: amount of work, quality of work, knowledge of work, personal qualities, initiative, etc. using a graphic rating scale, using pre-compiled labor productivity standards.

Some organizations combine this method with others, such as a graphical rating scale. In such cases, the descriptions summarize the information of the graphic rating scale, analyze in detail some points of the scale, evaluate additional points that are not in the scale.

Evaluation method according to the decisive situation. It is based on the use of a list of descriptions of the "correct" and "wrong" behavior of an employee in certain, so-called decisive situations. The evaluator maintains a log in which these descriptions are categorized according to the nature of the work.

The use of decisive situations is well used in an assessment conversation, since this method avoids errors in freshness of impressions, and it is easier for the evaluator to notice details when deciding on a positive or negative assessment. The decisive situation method is most often used in assessments made by management, and not by colleagues and subordinates.

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

One of the modifications of the questionnaire is a comparative questionnaire. Supervisors or personnel managers who are familiar with the work being assessed prepare a large list of descriptions of right and wrong behavior (similar to the decision-making method of evaluation). Evaluators who observed the performance of the work place these descriptions, as it were, on a scale from "excellent" to "poor". When they come to a common opinion on one item (for example, when the deviation from the standards is small), then it is included in the comparative questionnaire. The result is the previous rating of all raters prior to using the questionnaire.

Supervisors or other evaluators receive this unranked questionnaire and mark the appropriate descriptions as they would on the simple questionnaire. The assessment of the employee's labor productivity is the sum of the ratings marked by the appraiser. Questionnaires and comparative questionnaires can be used for evaluation by management, colleagues or subordinates.

Method of the scale of rating behavioral attitudes. Based on the use of decisive situations (5-6), from which the characteristics of labor productivity are derived (from 6 to 10). The evaluator reads the description of a criterion (for example, engineering competence) in the rating questionnaire and puts a mark on the scale in accordance with the qualification of the assessed. Expensive and time-consuming method, but accessible and understandable to workers.

Behavior observation scale method. It is similar to the behavioral attitudes rating scale method, but instead of determining the behavior of an employee in a decisive situation of the current time, the appraiser fixes on the scale the number of cases when the employee behaved in one or another specific way earlier. The method is laborious and requires material costs.

Classification method. When using the classification method, the evaluator must place the employees in turn, from best to worst, according to some general criterion. This can become quite a challenge if the group of workers being assessed exceeds 20 people. It's also much easier to identify the best and worst performers than it is to rank average performers. The way out can be found by applying the method of the so-called alternative classification. Moreover, the person conducting the assessment first selects the best and worst employees, then selects the next best and worst employees, and thus reaches the middle.

Pair comparison. This approach makes the classification method simpler and more reliable. First, the names of the assessed workers are put on separate cards in a predetermined order - so that each assessed is compared with the rest. The evaluator then marks a card with the name of the person in each pair who the evaluator believes is superior in some predetermined criterion, say overall ability to do the job. The number of times a worker was the best in their pair is noted, and then the results are summarized as an index based on the number of "preferences" compared to the total number of workers evaluated. The obtained rating scores can be compared with the average rating. This method can be used in evaluation by management, colleagues and subordinates.

Specified distribution method. Under the predetermined distribution method, the rater is instructed to give the employees scores within a predetermined (fixed) distribution of marks (for example, 10% "unsatisfactory", 20% "satisfactory", 40% "very satisfactory", 20% "good" and 10% "excellent". The only thing that is required from the evaluator is to enter the names of all employees separately on the cards (one name on each card) and distribute the cards into five groups according to ratings. The process can be repeated - say, according to two criteria - productivity and the possibility of promotion.

One variation of the predetermined distribution method is the point distribution method. When used, each evaluator is given some average number of points per employee of the group being evaluated. The number of points assigned as a result of the assessment, for the entire group as a whole, cannot be greater than the specified number per employee multiplied by the number of employees in the group. The methods of given distribution and distribution of points can be used in assessing the performance of employees by management, but can also be used in assessing colleagues and subordinates.

What method of evaluation should be used in a particular case? In the United States, the graphical rating scale method is most commonly used. We also widely use the descriptive method, most often as part of a graphic rating scale. Questionnaires are widely distributed. Other methods combined account for only 5% of cases. Classification and comparison by pairs is used by 10-13% of employers. The method of management by tasks (goals) is most often used in assessing the performance of managers, engineers and clerical workers who are not directly related to the production of products.

Research results show that each of these methods is sometimes effective, and sometimes completely inapplicable. The main thing here is not the methods themselves, but the forms of their use. Untrained appraisers, or individuals with neither the talent nor the desire, can nullify any method. Thus, in developing effective evaluation systems, it is the person doing the evaluation that matters more than the method.

As we pointed out in paragraph 1.1, one of the criteria for assessing the performance of production workers is their labor productivity, so we will also consider methods for measuring labor productivity.

Labor productivity (P) is measured by the amount of work (products, turnover, services) produced by one employee per unit of time (hour, shift, week, month, year), and is calculated by the formula:

P \u003d O / H, where (1.1)

O is the amount of work per unit of time,

H is the number of employees.

Three main methods are used to measure labor productivity, which differ in units of work measurement:

value

natural

labor

cost method. The amount of work is given in monetary terms. The cost method allows you to compare the productivity of workers of different professions and qualifications. The advantages of this method are the simplicity of calculation, the possibility of comparing the levels of labor productivity of different industries, as well as determining its dynamics in different periods of time. But the disadvantage of the method is the influence of non-price factors: market conditions, inflation, as well as the material intensity of work.

natural method. It is used in the case of production (release) of homogeneous products. The volume of work in this case is determined using natural meters, such as tons, pieces, meters, liters, etc. The level of work performed in the physical measurement is the most objective and reliable indicator of labor productivity. Using this method, it is possible to measure and compare the productivity of individual teams and workers, plan their number, determine the professional and qualification composition, and compare labor productivity. different enterprises. The natural method of measuring labor productivity is characterized by simplicity and clarity of calculations.

At a printing enterprise, labor productivity in physical terms is determined based on the output of products in print sheets or ink prints, the number of copies, etc.

Labor (normative) method. The labor (normative) method of measuring labor productivity shows the ratio of actual labor costs for a certain amount of work with labor costs, relying on the norm, i.e. it characterizes the degree of fulfillment of the production norm by the worker. The calculation of labor productivity by this method is the amount of work, taking into account the standard labor intensity (man - h), per unit of time actually worked.

When measuring labor productivity by the labor method, the time standards for the production of a unit of output or the sale of a unit of goods are used:

Fri \u003d From / Vf, where (1.2)

Fri - labor productivity, measured by the labor method;

From - the amount of work in units of standard work time;

Vf - actual operating time

The advantage of the labor method is the possibility of its application to all types of work and services. But for the wide use of the method, time standards are needed for each type of work, which are far from always and not everywhere. This method cannot be used to calculate the productivity of workers on time wages if time standards are not applied in their work activities. On the scale of the country's economy, social labor productivity is measured by gross domestic product (GDP) per annual average number of employees, i.e. employed in the economy.

To measure labor productivity, labor intensity and production indicators are most often used.

Output - an indicator of the quantity of products, services, the amount of work produced per unit of working time by a worker or a team of workers:

B = OP / VI, where (1.3)

OP - the volume of production in kind, value terms or standard hours

VI - time interval (year, month, shift)

Production is considered a direct indicator of labor productivity, and labor intensity is the reverse.

Labor intensity is an indicator of the cost of living labor, expressed in working hours, per unit of labor product (production, turnover, services). Labor intensity is measured, as a rule, in standard hours or actual hours spent per unit of work.

The indicator of labor intensity is the inverse indicator of labor productivity and is calculated by the formula:

Tr \u003d ST / OP, where (1.4)

ZT - labor costs (actual time to complete the work)

1.3 Ways to improve the productivity of workers in modern conditions

After assessing the performance of the employees of the enterprise, the results are documented, and then measures are developed to improve the performance of labor.

It is possible to use the following methods to improve the productivity of employees:

labor enrichment method

Application of the labor incentive system

Goal Management Method

Increasing the skill level of employees.

Let's consider each of the methods in more detail.

The theory of labor enrichment. Job enrichment theory recommends that every job has at least 6 factors that together ensure its attractiveness:

a) employee accountability for performance;

- awareness by the employee of the importance and necessity of the work performed;

) the possibility of independent distribution of resources in the process of work, control over resources;

) the presence of feedback, the possibility of obtaining information about the results of work;

) the possibility of professional growth, acquiring new experience, advanced training (work should not be routine);

) the possibility of the employee's influence on working conditions.

Job characteristics theory says that the likelihood of a positive psychological state in an individual increases in the presence of 5 significant aspects of work: diversity, completeness, significance, independence, feedback. In the United States, methods have been developed to identify the employee's reaction to various components of work using self-report methods, analysis of labor attitudes. Based on the assessment of the characteristics of the work by the employee and other experts, the indicator of motivational potential is calculated, the value of which is the higher, the more attractive the job, the more satisfaction it brings to the employee. Low values ​​of this indicator indicate the need to redesign the work.

These things, in fact, are within the competence of each leader, they are associated with a competent, humanistic, individualized organization of labor. If it is necessary to perform routine work that does not contain all the necessary elements of attractiveness or does not correspond to the professionalism, inclinations, inclinations of the employee, the requirement to apply the motivation theories discussed above comes first.

Based on the proven fact that satisfaction with the content of work increases productivity and results, modern American scientists examine work attitudes (attitude towards work) using methods such as:

defining a descriptive work index;

determination of the index of organizational decisions;

Minnesota Satisfaction Questionnaire;

job satisfaction scale, the method of subjective job analysis, and others

For example, employees' self-reports, presented in the form of a "Diagnostic Job Evaluation" and "List of Job Aspects", are examined as a manifestation of response to job characteristics (according to the relevant theory). Special research methods make it possible to quantify the parameters of the work, such as the required variety of skills, the completeness of the work, its significance, independence and responsibility, combined with a certain freedom in choosing the methods of doing the work, the presence of feedback to obtain an assessment of the results of efforts. The data obtained are used to calculate the "Indicator of the motivational potential of work" (PMP) according to the following formula:

PMP \u003d (variety + complete + significant / 3) * self. * feedback (1.5)

A low PMP indicates the need to redesign work. The practical implementation of theories related to the content and working conditions takes the following forms:

change of workplace (rotation) - systematic rotation allows avoiding one-sided loads, monotony, ensuring versatile qualifications and wider use of personnel;

expansion of the field of activity - the combination of several homogeneous work steps or production tasks into one larger production task, i.e. horizontal expansion of the field of activity;

enrichment of the content of the work - a vertical expansion of the field of activity by including tasks for preparation, planning, control, etc., i.e., an increase in the intellectual component of activity;

the creation of partially autonomous groups - the transfer of the entire complex of tasks to one working group, which independently organizes work within itself and regulates the use of personnel (toyotism).

Application of the labor incentive system. Stimulation of labor involves the creation of conditions (an economic mechanism) under which active labor activity, which gives certain, pre-fixed results, becomes a necessary and sufficient condition for satisfying the significant, socially conditioned needs of the employee, forming his labor motives.

Management impact on the labor behavior of employees, and through it on labor motivation, can be carried out through a system of measures of organizational, economic and moral-psychological impact in the following areas:

by establishing mandatory requirements for the implementation of standards governing labor activity. Violation of these requirements, stipulated both in the collective and in the individual contract, must, with an immutable necessity, apply certain sanctions up to the termination of the employment relationship;

the impact on labor behavior is carried out through the stimulation of behavior aimed at realizing the goals of the governing bodies;

the impact on behavior should go through the reproduction in the mass consciousness of certain values, norms and rules of work ethics, the formation of a certain standard of personality, adequate to the market nature of the economy, following which receives public recognition. The first direction is carried out mainly by organizational, administrative methods, the second - through stimulation and the third - on the basis of motivating employees. The ratio of individual directions of influence on labor behavior depends on the situation in which and for what purpose they are applied and to what extent the goals of the governing bodies correspond to the interests of workers. Work motivation is influenced by various incentives: the system of economic standards and benefits; level wages and fair distribution of income; conditions and content of labor; relationships in the family, team; recognition from others; career considerations; creativity and interesting job; desire to assert itself and constant risk; rigid external commands and internal culture, etc.

There are moral, organizational and a number of other types of incentives - we will present them in table 1.2.

Table 1.2 - List of incentive systems in the organization

Incentive form
Salary (nominal)	Remuneration of an employee, including the main (piecework, time, salary) and additional (bonuses; allowances for professional skills; additional payments for working conditions, part-time work, adolescents, nursing mothers, for work on holidays, for overtime work, for the leadership of the brigade; vacation pay or compensation, etc.) wages
Salary (real)	Ensuring real wages by: 1) raising tariff rates in accordance with the minimum established by the state; 2) introduction of compensation payments; 3) indexation of wages in accordance with inflation
	One-time payments from the profit of the enterprise (remuneration, bonuses). Abroad, these are annual, semi-annual, Christmas, New Year's bonuses, associated, as a rule, with work experience and the amount of salary received. There are the following types of bonuses: for the absence of absenteeism, export, for merit, for length of service, target
Profit Sharing	Profit sharing payouts are not a one-time bonus. The share of profit from which the incentive fund is formed is established. It applies to categories of personnel that can really affect profits (most often these are management personnel). The share of this part of the profit correlates with the rank of the manager in the hierarchy and is determined as a percentage of his income (base salary)
Equity participation	Purchase of shares of an enterprise (JSC) and receipt of dividends, purchase of shares at preferential prices, gratuitous receipt of shares
Additional payment plans	The plans are most often associated with employees of sales organizations and stimulate the search for new markets: gifts from the company, subsidizing business expenses, covering personal expenses indirectly related to work (business trips not only for the employee, but also for his spouse or friend on a trip). These are indirect costs that are not taxed and are therefore more attractive.
Stimulation free time	Regulation of employment time: 1) by providing the employee for active and creative work with additional days off, holidays, the opportunity to choose the time of vacation, etc.; 2) by organizing a flexible work schedule; 3) by reducing the length of the working day by high performance labor
Labor or organizational incentives	Regulates the employee's behavior on the basis of measuring the feeling of his job satisfaction and assumes the presence of creative elements in his work, the possibility of participating in management, promotion within the same position, creative business trips
Incentives regulating employee behavior based on the expression of social recognition	Presentation of diplomas, badges, pennants, placement of photos on the honor roll. In foreign practice, honorary titles and awards, public encouragement are used (avoid, especially in Japan, public reprimands). Used in the USA for moral incentive merit model. Circles are created (“golden circle”, etc.)
Payment of transport costs or service by own transport	Allocation of funds for: 1) payment of transportation costs; 2) purchase of transport: a) with full service (transport with a driver); b) with partial service for persons associated with frequent trips; senior staff
Catering	Allocation of funds for catering in the company; food subsidies
Sale of goods produced by the organization or obtained by barter	Allocation of funds for a discount on the sale of these products
Staff training programs	Covering the costs of organizing training (retraining). Payment for additional education, organization of training
Programs related to the upbringing and education of children	Allocation of funds for the organization of pre-school and school (colleges) education of children, grandchildren of the company's employees; preferred scholarships
Flexible social benefits	Companies set a certain amount for the “acquisition” of necessary benefits and services. The employee, within the established amount, has the right to independently choose benefits and services

Management by goals (tasks). In most cases, appraisers describe the past performance of the assessed employee. And every person who makes such conclusions finds himself in a difficult and sometimes contradictory situation. There is an opinion that instead, leaders should cooperate with subordinates to develop the very goals of the organization. This gives subordinates the opportunity to use self-control of the effectiveness of their work. It is on this approach that the method of task management is based. In fact, it is more than just a program or evaluation process. Rather, it is a whole philosophy of management, the method by which managers and subordinates plan, organize, control, communicate, and discuss work.

By setting tasks together with the management or receiving them from him, the subordinate receives the program and the goal of his work. Typically, a task management program is a systematic process and has the following sequence:

) The manager and the subordinate meet to determine the main tasks of the subordinate and establish a certain number of final tasks / goals.

) Participants set goals that are realistic, stimulating, clear and understandable.

) The leader, after discussion with subordinates, indicates the time for completing tasks.

) The dates of meetings and discussion of the results achieved in the process of work are set.

) The manager and the subordinate make the necessary changes to the original tasks or goals.

) The manager evaluates the results and meets with the subordinate, they discuss the results and give each other advice.

) The subordinate sets tasks and goals for the next cycle of his work after consultation with the boss, taking into account the experience of the previous cycle and expectations for the future.

Programs of this type are widely used in organizations and enterprises around the world. In these programs, different types of tasks or goals are set. Research shows that a well-defined task is reasonably clear, challenging, and usually timely. Goals are easier to achieve if they are quantified and if a completion date is set.

An important aspect of task management programs is that performance evaluation discussions focus on results. At best, the results are the same tasks, and they are associated with a certain style of work. Manager and subordinate discuss what has been achieved and not goals achieved, and this analysis helps the subordinate to improve his performance when setting goals for the next period.

Task management attracts employees because in this case the boss does not need to act as a judge. However, it requires patience, the ability to formulate tasks and conduct a conversation, as well as mutual trust between superiors and subordinates.

Practical difficulties may arise in the following areas:

large volumes of "paper" work;

too many tasks are set, which leads to confusion (it has been established that the most successful number of tasks for effective work is four to six);

task management is trying to be introduced for workplaces, where it is very difficult to accurately, quantify tasks;

sometimes it is difficult to link the results of the introduction of KM and remuneration;

too much importance is attached to short-term goals;

refusal to change the original tasks;

the use of KM as a strict method of control, aimed more at intimidation than at inducing work.

For task management systems to be effective, problems need to be minimized. However, in some situations, task management can be too expensive. Therefore, as with other performance appraisal methods, managers need to examine goals, costs, and benefits before choosing or discarding a task management program.

Increasing the skill level of employees. Advanced training occupies a special place in personnel training as the main way to ensure that the qualifications of employees correspond to the current level of development of science, technology and economics. It is known that the acquired knowledge becomes obsolete by half every five years if a person does not engage in self-education and does not improve the level of qualification. Professional development is quite popular in enterprises for a number of reasons.

First, advanced training is cheaper than training specialists. If you do not take into account expensive foreign internships, then the cost of a weekly program is from 500 to 2000 rubles.

Secondly, the shorter duration of training compared to staff training. The terms of the most popular programs at enterprises with a break from production are from three days to two weeks.

Thirdly, the target orientation of training on a narrow range of training modules for specialists and managers, for example, "Securities", "Standardization", "Quality", "Sales Techniques", etc.

The study of American, European and Japanese management, its adaptation to the peculiarities of our social system, the generalization of modern concepts of domestic scientists and teachers, as well as the author's 30 years of experience in the system of advanced training allow us to formulate the principles of advanced training for managers and specialists:

Comprehensive development of the student's personality in the areas of human activity (managerial, economic, environmental, scientific, artistic, pedagogical, physical culture and medical). An educational institution should create conditions for the development of a person's personality in those areas where he is not sufficiently prepared, and the manifestation of his versatile abilities.

Targeted intensive training based on a wide range of training modules. Targeted training is implemented through a combination of two-level training. First, for 1 week, a basic course of problematic lectures and business games on management, economics, sociology, psychology, marketing, etc. Then within 3-6 days - specialized seminars on one of the disciplines chosen by the listener. Intensive training for 8-12 hours allows you to give students new knowledge in a short time. Off-the-job training allows you to focus on professional development and health care. This is less tiring than 2-4 months of 6 hours a day training on the job.

Wide use of methods active learning(MAO) with bringing them up to 60-75% of the total fund of study time. These include: business and role-playing games, case studies, auctions of ideas, round tables, socio-psychological trainings, practical exercises in small groups in the form of a dialogue with a teacher, programmed learning using a PC, etc. active forms learning allows you to mobilize internal potential of a person and in a game situation to model the solution of managerial problems.

Attracting highly qualified scientists, educators and leaders and orienting learning to the personality of the teacher. For this in educational institution the best teachers from universities and research institutes, highly qualified specialists of enterprises, well-known state and economic leaders, cultural and art workers, etc.

Flexible feedback with listeners. It is established by the individual interests of managers and specialists on the basis of their sociological survey about the desired training program before the start of classes and daily questioning of students based on the results of the school day using a scoring system. The introduction of the rating of teachers is carried out publicly. A certain dependence of remuneration on the results of student assessments is established.

Comprehensive assessment of the potential of students. Implemented by scoring knowledge and skills, creative and business activity, sociology and psychology of personality, health and working capacity, etc. An assessment characterizes a person's potential in a particular training program and group of students and can serve as the basis for subsequent promotion. Constant maintenance of the rating in the conditions of publicity contributes to the development of the spirit of competition, competitiveness and mobilization of creative activity.

Individual-group method of teaching. The principle is implemented by combining in-line problem lectures, where all students are present (up to 50 people), a group form of active learning methods (up to 25 people), laboratory work and trainings with small groups (up to 12 people) with individual consultations, when there is a direct dialogue "teacher - student". The individual-group method allows using the potential and interests of an individual and the principle of collectivism when a group of students works.

Automation of the educational process using modern technical means, primarily personal computers, educational television, overhead projectors, audiovisual technical means, video cameras and video recorders, programmed learning tools, etc. The use of technical means allows, on the one hand, to reduce the labor costs of teachers and increase the activity of managing the educational process, on the other hand, to overcome a psychological barrier for students to use technical means in practical work. In the future, each trainee should be given the opportunity to study at an automated workplace in their specialty.

The basis for advanced training is a flexible training program based on training modules. The training module is a complete element of a certain discipline, with a clear structure of the plan, goals and objectives of the work, initial data, methods of implementation, a list of technical means, a list of references and a way to control the acquired knowledge. In general, the training program consists of four types of training modules (in parentheses is the approximate volume as a percentage of the total number of training hours): problem lectures (up to 25); active learning methods (at least 50); laboratory and practical classes (up to 15); health complex (up to 10).

Consider the methods of increasing labor productivity.

To identify the reserves of labor productivity growth, it is necessary to study the productivity factors, which are divided into internal and external. We are primarily interested in the internal factors of labor productivity.

Internal factors of productivity growth, which are understood as the driving forces and causes that determine its level and dynamics, are very diverse, dynamic and interrelated. Conventionally, they can be divided into the following groups:

Logistics

organizational

socio-economic and psychological

The material and technical basis of production includes equipment, technological processes and objects of labor. All these elements are dependent, and in practice it is often difficult to separate them from each other. For example, the introduction of new equipment leads to the need to improve technological processes in order to improve product quality. At the same time, the use of advanced technology often requires different equipment. The need to save objects of labor in the form of materials, fuel and energy resources requires the development of new technological processes and equipment. New equipment and technology, in turn, lead to a change in the organization of production and labor processes, forms of management, require retraining of personnel, and improve their skills.

Logistical performance drivers include:

Integrated mechanization and automation of production;

Development and application of progressive technology;

modernization of equipment;

development and implementation of new technology;

improvement of objects of labor;

increasing the energy efficiency of labor.

Integrated mechanization is the main direction in the technical equipment of production and involves the mechanization of both the main and auxiliary production. This creates conditions for the transition to complex automation.

The improvement of the objects of labor is associated with the use in production of more effective types raw materials, materials, semi-finished products, leading to a decrease in the material consumption of products and saving material resources. Reducing energy costs per unit of production through the use of the latest electrical means leads to increased productivity.

Due to the fact that the productivity of the organization is affected by saving not only living, but also past labor, an important factor is the expenditure of current material costs, i.e. past labor (raw materials, materials, energy, etc.) directly included in the product of production in each production cycle.

The introduction of progressive technological processes is the most important task of production, as they are subject to rapid obsolescence.

As a result of the action of material and technical factors, the productive forces of labor increase and, which is very important, the quality of products rises.

Organizational drivers of productivity growth include:

organization of production

Labour Organization

organization of production management

Organizational productivity growth factors represent specific forms of manifestation of real relations in the production process regarding the organization of production, labor and management processes. The influence of organizational factors on increasing productivity is manifested in the fact that even the most high-performance equipment and modern technology cannot be effectively used with low labor organization, and vice versa, with high labor organization, exceptionally high economic results can be obtained. Production, due to its dynamism, requires constant management, i.e. functional ordering of the sequence of actions and hierarchical subordination, maintaining proportions and balance. At the enterprise level, the most important factors in the organization of production are:

improving the quality of organizational and technical preparation of production

achievement of production rhythm

reduction in the duration of the production cycle

clear organization of intra-factory logistics

improvement of the organization of auxiliary services and farms: transport, energy, repair, storage, household and other types of services

ensuring maximum directness of the movement of objects of labor

ensuring the balance of jobs for the operations of the technological process.

Work organization factors include:

rationalization of division and cooperation of labor, combination of professions and combination of functions

Improving the organization of jobs;

optimization of workplace services;

Application of scientifically based methods and techniques of labor;

Use of technically justified labor costs for all categories of workers;

Improvement of collective forms of labor organization;

professional selection of personnel, training and improvement of their qualification level;

Improving working conditions, including the rationalization of work and rest regimes;

improvement of the wage system, including in the direction of increasing its stimulating role.

Systematic improvement of labor organization factors makes it possible to identify reserves for increasing productivity. Rationalization of production management includes a number of important areas:

Creation and development of progressive structures of industrial and organizational enterprises;

improvement of operational management of production.

Management is responsible for the efficient use of all resources in the organization. Management methods determine the organizational structure, personnel policy, system of financing, reporting, operational planning and control.

Socio-economic and psychological factors connected with :

improving the quality of the workforce on the basis of its continuous professional development;

Effective use of the qualified potential of labor resources;

Increasing efficiency and labor activity;

Increasing material and moral interest in the results of individual and collective labor;

Education of a conscientious attitude to work, high labor discipline;

taking into account personal qualities worker.

Accounting in the production of the personal factor in the development of scientific and technical progress, market relations involves the involvement of human resources in the production and economic process of managing the use of this factor. The goal is to use such human qualities as intelligence, responsibility, creativity, striving for success, leadership, interest in work.

Socio-psychological factors of productivity growth depend on the qualitative characteristics of the team: the level of professional training, the general cultural and technical level, labor activity and creative initiative, the value system: the health of personnel, the degree of democratization of production life, attitude to work, labor discipline.

An equally important feature of improving productivity is the receipt by employees of information about the results of the organization as a whole. This allows the maximum number of employees to associate the success of the organization's activities (or failure) with their own contribution to the common cause, which is of no small importance for the social atmosphere in the organization.

2. Evaluation of the activities of Artel-Service LLC

2.1 General characteristics of the organization and work performed

LLC "Artel-Service" is a production organization established in 1996. Currently Artel-Service LLC specializes in printing works.

Artel-Service LLC is legal entity and organizes its activities on the basis of the Charter and the current legislation of the Russian Federation. The founder is a private person.

The company was established with the aim of making a profit in order to fully meet the needs for printing products and serve its potential customers.

LLC "Artel-Service" is a digital printing house located in the city of Moscow. It refers to small organizations in which 17 people work. The name "Digital Printing House" corresponds to the fact that a XEROX DC 6060 digital printing machine (printing by electrophotography) is installed in the printing area.

Operational printing involves printing printed products in small runs from 1 copy. The features of digital printing technology also include the ability to print variable data and operational lead times from 30 minutes.

Orders accepted by the printing house are commercial orders for advertising, greeting, calendar, educational and other products:

Flyers, posters, stickers, booklets, catalogs, presentations

Postcards, invitations

Calendars: quarterly, flip wall and table, pocket

Magazines, books, educational materials

Forms, folders, badges

Labels, wobblers

Moreover, it is important to note that the number of orders varies dramatically depending on the season - January and July, the so-called "dead months" - when the number of orders is low and the printing press and other equipment are idle. Moreover, all employees of the printing house work on a permanent basis and they also cannot be loaded with work. March and September are characterized by a high volume of orders.

But the peak season is the "calendar season", which starts in October and ends in December - a period when a large number regular customers orders calendars for the new year. For employees of the printing house, this is a very busy period, they have to work in an extremely intensive mode, as well as stay late at work.

Thus, a feature of the work of the printing house is the inability to accurately plan the annual volume of output and, accordingly, the work plans of all production departments, since orders from customers are received spontaneously throughout the year.

It is also important to note that at the end of the "calendar season" the printing house receives the main profit, part of which is distributed as bonuses to all employees of the printing house.

2.2 Analysis of the organizational structure, composition and structure of personnel

The organizational structure is a set of interconnected links that form a system. It should be seen as a reflection of the organization's attitude towards its staff. It is the structure of the organization that determines the degree of involvement of people in the affairs of the enterprise, the types and principles of the formation of working groups and management teams, the features of building communication networks.

The organizational structure reflects the relationship of the organization to its staff. The structure of the organization determines the degree of involvement of people in the affairs of the enterprise, the types and principles of the formation of working groups and management teams, the features of building communication networks.

Let's imagine the organizational structure of Artel-Service LLC, in Figure 2.1.

Figure 2.1 - Organizational structure of the printing house of Artel-Service LLC

Consider the composition, structure, job responsibilities of the production workers of the Artel-Service printing house and present them in table 2.1.

Table 2.1 - Composition, structure, job responsibilities of production workers of Artel-Service LLC

Prepress department
Maker-up designer	Creation of layouts for printing from scratch, design development; - Making layouts "from scratch" or finalizing layouts for strategic partners; - Scanning and retouching of photo images, slides
Typesetter	Pre-print revision of layouts submitted by customers, if the layout does not meet all the requirements of the printing house; - Layout of text and visual information; - Creation of layouts for printing "from scratch"
PrePress Specialist	Prompt prepress preparation for printing layouts submitted by customers
Printing area
Printer (2 persons)	Printing orders on the printing machine - Quality control of prints - Control of the availability of all types of paper - Minor repairs of the printing machine
Finishing area
Finishing Specialist (2 people)	Post-press finishing and stitching on manual and automatic equipment printing houses, except for cutting - Packaging of finished products
	Cutting paper on a cutting machine
Senior Finishing Specialist	Post-press finishing and stitching on manual and automatic equipment of the printing house, including cutting - Packaging of finished products - Quality control of products within the workshop - Control of the availability of necessary materials for finishing and stitching

2.3 Analysis of incentives and remuneration

Printing house employees work on a permanent basis. Their salary is determined by official salary and awards.

The size of the official salary of production workers is at the average level in relation to the wages offered on the labor market. The amount of the bonus depends on the position and job responsibilities, on the results of work, on the season.

For production workers in the printing house, several types of bonuses and additional payments are established:

30% of the official salary in the period from October to December, that is, in the "calendar season";

bonus for overfulfillment of the plan;

surcharges for processing;

surcharges for training new employees;

Special Achievement Award.

Premium "30% in the calendar season" - this premium is due to the fact that the "calendar season" is the production of products in an extremely intensive mode.

Overachievement Bonus - This bonus is paid in months when a high volume of orders is produced. For the prepress department, a norm for fulfilling the number of orders per day is set, if it is exceeded, an additional payment is made for each additional order. For the printing department, this norm is the number of printed physical sheets of SR A3 format. For the finishing department, the norm is the number of orders, but these orders are divided into categories of complexity and, accordingly, the surcharge will be determined based on the number of completed orders and the category of complexity.

Additional payments for overtime - paid in months with an intensive work schedule, when some employees have to work overtime (with the written consent of the employee). Payment for overtime work and work on weekends is determined by the Labor Code of the Russian Federation:

for the first two hours of work at least one and a half times;

for the following hours - not less than double the amount;

work on a weekend and a non-working holiday is paid at least double the amount.

Additional payments for training new employees - paid to employees who train new employees. The training time is usually 1 week, sometimes 2 weeks. The surcharge is calculated as 2000 rubles. for 1 week of training.

Special Achievement Award - paid to employees for special merit or for performing particularly important work. For example, a layout designer receives this award after making electronic layouts of publications for strategic partners - since this work differs significantly in terms of complexity.

2.4 Analysis of labor productivity of employees of Artel-Service LLC

On the one hand, the productivity of production workers is limited production capacity printing machine and equipment, software capabilities, the quality of the organization of the labor process, production, production management. On the other hand, the productivity of labor depends on the workers themselves - their qualifications, desire to perform the required amount of work and personal reasons.

We define the evaluation criteria and performance indicators of employees, we will present them in table 2.2.

Moreover, the result of the work of different departments / shops are different units.

For the prepress department, this is the number of processed or created electronic layout pages. Orders are divided into categories of complexity and, accordingly, the time for processing or creating one page of an electronic layout varies.

Table 2.2 - Criteria for evaluation and indicators of labor productivity of production workers of Artel-Service LLC

Criteria for evaluation	Indicators
Labor productivity	Output (product) per month, per year in physical terms by production departments / sections B = OP / VI, where (2.1) OP - volume of manufactured products (product) in physical terms VI - time interval (month, year)
	Output (product) per month, per year in value terms for all production departments/sections B=(∑OPi*Ti)/H, where (2.2) OPi is the volume of the i-th type of product (product) P is the wholesale price i -th type of product (product) H - average headcount workers
	The labor intensity of production (product) for a month, for a year Tr \u003d ZT / OP, where (2.3) ZT - labor costs (actual time to complete the work)
Working time utilization rate	Working Time Utilization Level = (ST * 100) / working time fund.
Quality of work / products	The number of complaints about the quality of work per year. Кн = (Кн.к + Кн.с) / Кз, where (2.4) Кн.к - number of complaints from customers Kn.ks - number of complaints from a supervisory employee Кз - number of orders
Number of marriages	The number of orders filled with errors and leading to marriage per year. To br.z. = K osh.z. / K general.s., where (2.5) K o.s. - number of orders executed with errors and leading to marriage - total number of completed orders
	Number of sheets of SR A3 printed with errors and resulting in marriage per year K br.SR A3 = K osh. SR A3 / K gen. SR A3, where (2.6) K err. SR A3 - number of SR A3 printed with errors and leading to marriage To total. SR A3 - total number of printed SR A3

For the pressroom, the result of labor is printed sheets of SR A3 format (320 x 450 mm). Yield depends on the weight of the printed paper - the lower the weight of the paper, the higher the speed of the printing press. And also on the type of printing - one-sided or two-sided.

For the post-print finishing shop, the result of labor is already finished products- business cards, leaflets, booklets, brochures, calendars, etc. Production depends on the number and complexity of operations performed for each type of product. The workshop has set the time for the manufacture of 100 pieces of each type of product and is divided into categories:

Let's present in table 2.3 the production, labor intensity and level of use of working time for the pre-press department for 2011, in table 2.4 for the printing department, and in table 2.5 for the post-printing department.

To analyze the output in terms of value, consider the cost of work in each department / section.

For prepress work, the price is set depending on the complexity of the work, as I indicated above, orders are divided into VI categories:

The price of printing depends on the density of the paper, on the type of printing (one-sided or two-sided), as well as on the color (printing in 4 colors or printing in 1 color - black). Let's present in the table 2.6 the prices for the press.

Table 2.6 - Price for printing at Artel-Service LLC

Table 2.3 - Production, labor intensity, level of use of working time in the prepress department for 2011

Table 2.4 - Production, labor intensity, level of use of working time at the printing site for 2011

Table 2.5 - Production, labor intensity, level of use of working hours in the post-print finishing area for 2011

The cost of post-printing works depends on the complexity and number of operations, the cost of the necessary material resources. We will indicate the price for post-printing works in table 2.7 by product name (per 100 copies)

Table 2.7 - Price for post-printing works at Artel-Service LLC

Name	Operations	Price for work, rub / 100 copies
leaflets, stickers, posters, flyers
business cards, labels	cutting small items
	cutting, 1 punch
	cutting, 1 perforation
booklets, postcards, invitations with 1 fold	cutting, 1 creasing, 1 folding
booklet with 2 folds	cutting, 2 creasing, 2 folding
	cutting, 2 creasing, pocket gluing
	cutting, gluing legs
stapled brochures
8 to 12 lanes	block folding, cover creasing, collating, stapling, cutting
from 16 to 40 strips
from 44 to 60 strips
from 64 to 80 strips
from 84 to 100 strips
spring brochures
8 to 12 lanes	cutting, punching, spring binding
from 14 to 40 strips
from 42 to 60 strips
from 62 to 80 strips
from 82 to 100 strips
calendars
Pocket	lamination, cutting, rounding corners
desktop changeover	cutting, perforation, 3 stand creasing, spring fastening
wall-mounted	cutting, perforation, spring fastening, bolt insertion
quarterly	cutting, punching, binding with 3 springs, setting piccolo and cursor

Consider output in value terms at the beginning by production departments/sections: pre-press department in table 2.8, printing department in table 2.9, finishing department in table 2.10; and then in table 2.11 we will present the generation as a whole by production departments/sections.

Consider the number of complaints about the quality of work / products of employees for 2011 and present in table 2.12. In table 2.13, we consider the number of orders filled with errors and leading to marriage during the year.

Let's draw conclusions on the analysis of labor productivity of employees of Artel-Service LLC:

) In the prepress department, the average annual output is 15.20 pages/hour, the labor intensity of the work is 0.07 hours/1 page or 4.2 min/1 page.

The level of use of working time for 2011 is 77.71%. Moreover, in October, November, December, employees work overtime, and in January and July, the level of use of working time is only 48.68% and 38.36%, respectively.

) At the printing site, the average annual output is 771.07SRA3/hour, the labor intensity of the work is 0.0013hour/1SRA3 or 4.68 sec/1SRA3.

The level of use of working time for 2011 is 69.92%. Moreover, in October, November, December, working time is used almost completely (from 92.61 to 96.49%), and in January and July only by 43.23% and 33.80%, respectively.

) At the post-print finishing area, the average annual output is 220.62 copies / hour, the labor intensity of the work is 0.0052 hours / 1 copy or 18.72 seconds / 1 copy.

The level of use of working time for 2011 is 67.13%.

Table 2.8 - Production in value terms for the prepress department for 2011

Table 2.9 - Production in value terms for the printed area for 2011

Table 2.10 - Production in value terms for the post-press finishing section for 2011

Table 2.11 - Production in value terms by production departments / sections in general for 2011

Table 2.12 - Number of complaints about the quality of work/products of employees in 2011

Table 2.13 - Number of orders and SR A3 sheets completed with errors and resulting in rejects in 2011

Moreover, in October and December, working time is used almost completely (from 96.11 to 97.41%), in November, employees work overtime. January and July are characterized by a low degree of loading of the site with work - only 30.07% and 32.48%, respectively.

The average annual output in value terms is: pre-press department - 36,448.33 rubles / 1 employee or 0.22%, printing department - 16,465,651.25 rubles / 1 employee or 98.53%, post-press finishing department - 209,325 .52 rubles / 1 employee or 1.25%.

The norm of the percentage of complaints about the quality of work is 1%. This norm was exceeded by the PrePress specialist - 1.43%; as well as a printer 1 - 2.35%.

The percentage of marriage for all employees does not exceed 1%, which is the norm and ranges from 0 to 0.26%.

3. Measures to improve the productivity of employees of Artel-Service LLC

3.1 Measures to increase the load on existing equipment and install additional equipment

The productivity of the work of employees of Artel-Service LLC is different in different months. During the calendar season (October, November, December) working time is used almost completely, and some employees work overtime. In January and July, a noticeable decline - in all production departments / workshops, the level of use of working time is 30-50%. The average load during 2011 departments / workshops is 63-78%. To equalize the productivity of workers in the printing house throughout the year, it makes sense to attract additional orders. For example, we are currently not accepting orders for books that are glued together.

This happens because, when re-ordering from contractor printing houses, the price and production time increase, which does not suit customers.

Thus, to solve this problem, it makes sense to install a Fellowess Lamibind 340 glueless bonding machine (CBS) on the post-print finishing area.

Receiving additional orders for these types of products, it will be possible to load the pre-press department, the printing department, the post-print finishing department.

Preliminary assessment of the number of attracted orders for books of KBS is based on the registration of telephone calls from customers of these products. Let's present in table 3.1 how many orders will be able to attract, and in table 3.2 we will present how much additional orders received will load production departments / sites.

Table 3.1 - Preliminary estimate by the number of attracted orders for books of the KBS

Table 3.2 - Preliminary assessment of the load of production departments / sections when attracting orders for books of the CBS

Thus, by attracting additional orders for books, KBS will be able to increase the level of use of working time of all production departments: the pre-press department by 11.02%, the printing department by 21.69%, the post-printing department by 3.46%.

A slight increase in the use of working time in the post-print finishing area can be explained by the fact that the productivity of the KBS machine is 290 cycles / hour, which allows you to quickly complete an order according to the books of the KBS.

Let's consider how much revenue the fulfillment of orders on the books of the CBS will bring in the expected volume and present it in Table 3.3.

According to a preliminary estimate, the annual revenue from fulfilling orders for KBS books will be 3,429,160 rubles. The cost of producing these orders is approximately 30% or 1,028,748 rubles.

After tax deductions, the profit from the performance of work on these orders will amount to 1,968,337.84 rubles.

The cost of buying a KBS Fellowess Lamibind 340 machine is 203,400 rubles, that is, the machine will pay off in about 1.5 months. The printing house can allocate 203,400 rubles for the purchase of a KBS machine. from the fund for expansion and re-equipment of production.

3.2 Activities for the introduction of new software

The software in Artel-Service LLC is a set of programs for processing and creating electronic layouts (PhotoShop, Illustrator, InDesign, etc.), office programs(Word, Excel), 1C: Accounting. These programs are installed on personal computers in the latest versions and meet modern requirements.

The printing house also uses the Microsoft Access program, which takes into account accepted orders, their technical parameters and cost. This program was created by the director of the printing house 14 years ago.

Table 3.3 - Preliminary estimate for revenue when attracting orders for KBS books

Order List this program allows you to conduct, but there is no way to control the execution of an order at various stages, create a work schedule, control the consumption of material resources. And in a modern printing house, these are very important requirements.

In the circles of printers, the PRINT-EXPERT program is quite well known, I propose to consider it for implementation in the printing house of Artel-Service LLC. The PRINT-EXPERT printing organization management system is a program that, without any extra effort, will allow you to calculate the cost and time of order production, regardless of the complexity and scope of work, as well as ensure transparency of the order through all stages from the client’s request to the shipment of finished products.

The possibilities of the program are not limited to any specific types of equipment and areas of activity. It can be equally easily configured for any combination of equipment types.

Almost any calculation algorithms used in the printing house can be incorporated into the program. Therefore, the implementation of the software package will not require changes in existing business processes.

Tasks solved by the PRINT-EXPERT software package:

formation of a single information space at the enterprise;

reducing the time spent by personnel associated with registration and fulfillment of orders;

reflection of all stages of the order passing through the printing house;

formation client base in accordance with a given set of characteristics;

analysis of equipment workload, time and financial;

analysis of the structure of orders, quantitative and financial;

financial analysis of the printing house.

The functionality of the PRINT-EXPERT software package that implements these tasks:

order costing;

formation technological map order;

building a queue of orders;

formation of shifts for equipment;

warehouse accounting of materials and finished products;

planning contacts with clients, maintaining a history of interaction with clients;

registration of equipment load;

registration of actual costs for fulfilling orders;

control of receipt of payments from customers for completed orders;

scheduling the work of the print shop loading manager.

Configuration and implementation of the PRINT-EXPERT program can be performed with the participation of employees of the supplier and includes the following:

installation of the PRINT-EXPERT software package;

development of a system for calculating orders for the price list of the printing house and existing business processes;

adaptation and refinement of forms of documents for printing (commercial offer, contract with a counterparty, annex to the contract, technological map, etc.) to the requirements of the printing house;

setting up a system for calculating the commissions of managers;

setting up a payroll system for employees of production shops;

setting up a system for delimiting access rights;

development of non-standard reports;

integration with other accounting systems (for example, 1C accounting);

other changes and improvements necessary to achieve the goals.

Thus, this program will significantly improve the work of the printing house employees:

) Drawing up a work schedule will bring a clear understanding of the employees of production departments / sections in what order they should fulfill orders.

At the moment, managers are forced to "pull" production workers, because the order is not always fulfilled, which should be delivered to the customer earlier in time.

In this way, work will be provided in a more relaxed environment for both managers and production workers. And this, in turn, will increase the time for fulfilling orders, and not for disputes, and accordingly increase labor productivity.

) Drawing up a work schedule also allows managers to correctly orient customers in terms of production time. And also for some types of products (for example, business cards, leaflets) it will allow voicing shorter terms, which will ensure greater competitiveness of printing works of the printing house.

) This program will provide control over the consumption of material resources, which means it will be possible to order paper, toner, etc. in a timely manner. At the moment, situations arise periodically when the necessary materials are not in stock, customers are not ready to wait several days for deliveries. Therefore, the ability to control material resources can also increase labor productivity.

) This program provides automatic generation of reports on loading and operating time of equipment, on the number of orders, financial reports, which will facilitate the work of the director of the printing house. It will also make it possible to more quickly management decisions.

) Since this program is compatible with 1C: Accounting, the accounting department will reduce work with a large amount of paper documents and will allow you to draw up documents and carry out operations more quickly. The cost of the basic version of the program is 300,000 rubles. The estimated cost of configuration and implementation is 80,000 rubles. The company's revenue for 2011 amounted to 16,711,425.11 rubles. The net profit of the printing house amounted to 8,896,358.01 rubles. From this we can conclude that the acquisition and implementation of the Print-Expert program is a profitable investment of money, which a printing house can afford quite easily. The cost of purchasing and implementing the program (380,000 rubles) can be paid from the expansion and re-equipment fund.

3.3 Measures to create a comprehensive quality environment conducive to increasing employee productivity

One of the methods for creating a complex high-quality environment, as well as increasing labor productivity, is the "Ordering" system.

It was developed on the basis of the Japanese 5S system, taking into account the experience of implementing HOT and the real practice of Russian business in the last decade of the 20th century.

The name "5S" comes from five Japanese terms beginning with the sound C: Seiri, Seston, Seiso, Seiketsu, and Shitsuke, which can be translated as "organization", "tidy", "cleaning". ”, “standardization” and “discipline”.

"NOT" - the scientific organization of labor provides for the rational organization of the production environment, convenient and labor-saving arrangement of equipment and tools, effective ways of storing and moving raw materials, materials, tools, the availability of convenient technical devices, inscriptions and signs. The "Organization" system includes self-restoration of elementary order, systematic cleaning of the working area, regulation of these processes, discipline of the personnel implementing the system.

The principles on which the "Ordering" system is based are quite simple and obvious in their formulations. But the difficulty lies in the implementation, because from understanding the principles it is necessary to move on to their practical implementation, constant fulfillment of the requirements, rules and agreements reached in the team. The introduction of the "Ordering" system requires patient and scrupulous work not only of managers at all levels, but also of each of the employees of the company as a whole.

Let's present in table 3.4 the basic principles of the "Ordering" system.

Table 3.4 - Basic principles of the "Ordering" system

Name of the principle
1. Removing unnecessary		All objects of the working environment are divided into three categories: necessary, unnecessary and not urgently needed. Unnecessary ones are deleted according to certain rules. The necessary ones are saved at the workplace. Those not needed urgently are located at a certain distance from the workplace or are stored centrally. The areas of responsibility of each employee are distributed and fixed.
2. Rational placement of objects		In relation to the necessary items and items that are not urgently needed, solutions are developed and implemented that provide: speed, ease and security of access to them; visualization of the method of storage and control of the presence, absence or location of the desired item; freedom of movement and aesthetics of the working environment.
3.Cleaning, checking, troubleshooting		General cleaning of premises and cleaning of equipment (if necessary). Thorough cleaning and cleaning of equipment, fixing faults. Identification of hard-to-reach places for cleaning and inspection, as well as sources of problems and pollution. Troubleshooting and development of measures to prevent them. Development and implementation of measures for cleaning hard-to-reach places, elimination (localization) of sources of problems and pollution. Development of rules for cleaning, cleaning equipment, checking, lubricating and tightening fasteners.
4. Standardization of rules	Fixing in writing the rules for storage, cleaning, checking, lubricating, tightening fasteners. Maximum visualization of the rules representation (drawings, diagrams, pictograms, pointers, color coding). Visualization of the control of the normal state and deviations from the norm (in the operation of equipment, stock levels, etc.). Standardization and unification of all designations (size, color, image of symbols, etc.). Rationalization of information carriers (material, method inscriptions, protective coatings), their placement, fastening and replacement options.
5. Discipline and responsibility	Fixing the areas of responsibility of each employee (objects of attention and the main responsibilities for maintaining them in good condition). Developing the right habits for the staff, consolidating the skills to comply with the rules. Application of effective methods of control.

So, the "Organization" system allows you to create neat and tidy workplaces that do not have unnecessary items, but have everything you need for maximum efficiency. Materials and tools are arranged in an order that ensures the convenience and safety of their use. Work operations are carried out without unnecessary movements. It is important that such a state is continuously maintained by all employees and periodically improved.

The introduction of the "Ordering" system has a positive effect on the organization of production and the labor process, in addition, it does not require capital expenditures. In the Artel-Service printing house, the first steps towards creating a comprehensive high-quality environment should be the following steps:

) Rational placement of objects. At the moment, the printing house uses several racks for storing paper, binding materials, etc. On the rack with the most popular materials - everything is in order - everything is signed and lies in piles, in boxes, etc. However, the rack with materials that are not used so often is literally littered. Unfortunately, orders using rare materials still happen from time to time and you have to spend a lot of time finding out whether the right material is available or not. In addition, working with this rack is simply not safe - since all the materials are piled up. Therefore, the first step to improve the placement of items on the rack will be garbage disposal, sorting materials, organizing storage in trays, boxes, signing materials. This will reduce the cost of working time, and therefore increase the productivity of labor.

) Standardization of rules. Experienced employees of the printing house know the rules of work and work organization. However, situations arise when a non-standard order has to be processed, and then employees are forced to go to the director and search for the necessary standards. To avoid such situations, all necessary regulations for each department/section should be printed. This will also reduce labor costs and increase productivity.

) Discipline and responsibility. At the moment, in the printing house, some employees do not follow the work schedule. In many respects, this is due to the fact that there is no strict schedule lunch breaks and breaks for smoking and workers are forced to negotiate among themselves. Therefore, such schedules should be introduced.

3.4 Measures to improve the skills of employees

One of the indicators of the qualification of employees is the quality of work. Section 2.4. when analyzing the productivity of production workers at Artel-Service LLC, it was revealed that the percentage of complaints about the quality of work performed for a PrePress specialist and a printer 1 is higher than the norm - 1.43% and 2.35%, respectively. Deviation from the norm suggests that errors may be associated with the low qualification of these workers.

Therefore, it makes sense to carry out activities to improve their skills:

Send a PrePress specialist to the course "Prepress layouts for digital and offset printing" at the Computer Training Center "Specialist" at Moscow State Technical University. N.E. Bauman.

Designate an internal training course for both employees.

The course "Prepress layouts for digital and offset printing" covers the production stage of preparation for printing, acceptance of electronic layouts, verification, imposition, output of forms. The course studies work in Adobe InDesign, Adobe Acrobat, Adobe Acrobat Distiller, Enfocus PitStop, Harlequin RIP, etc. The course is designed for 6 working days. The cost is 19,800 rubles.

The course "DocuColor 6060" takes place directly in the printing house and tells about the capabilities of the printing press, the main components and parts, the prevention of contamination, the basics of color separation, etc. The course is designed for 4 working days. The cost is 12,300 rubles.

The training course inside the printing house is conducted by the technical director on the job within 5 working days. During the training, answers are given to all emerging questions and controversial issues. Payment to the training employee 4000 rubles.

Thus, after completing advanced training courses, both employees must acquire theoretical and practical knowledge of the work performed. The cost of advanced training of employees will be 36,100 rubles.

Conclusion

So, we examined the theoretical foundations of labor productivity, analyzed the labor productivity of production workers of Artel-Service LLC, developed measures to improve the labor productivity of production workers of Artel-Service LLC.

Labor productivity is a measure of labor efficiency, characterized by the achievement of the expected result of labor, the goal of labor activity or the degree of approximation to it.

Since the performance of employees largely determines the effective operation of the organization, it is necessary to periodically (for example, once a year) assess the performance of employees and develop measures to improve it.

For evaluation, criteria and indicators of labor productivity are established. Indicators can be quantitative and qualitative characteristics of the work of employees. One of the criteria for assessing the performance of production workers is their productivity. To measure labor productivity, labor intensity and production indicators are most often used.

The research base for the graduation project is Artel-Service LLC, a digital printing house located in Moscow.

On the one hand, the productivity of the production workers of Artel-Service LLC is limited by the production capacity of the printing machine and equipment, software capabilities, the quality of the organization of the labor process, production, and production management. On the other hand, the productivity of labor depends on the workers themselves - their qualifications, desire to perform the required amount of work and personal reasons.

The criteria for evaluating the performance of production workers of Artel-Service LLC are labor productivity, the level of use of working time, the quality of work performed, and the number of defects.

Based on the results of the analysis of labor productivity, the following conclusions can be drawn:

in all production departments / sections, the level of use of working time in January and July is at a low level - from 30.07% to 48.68%. In October-December, that is, in the "calendar season", the level of use of working time is from 92.61% to 103.36%. The level of use of working hours on average for 2011 ranges from 67.13% to 77.71%;

the average annual output in value terms is: pre-press department - 36,448.33 rubles / 1 employee or 0.22%, printing department - 16,465,651.25 rubles / 1 employee or 98.53%, post-press finishing department - 209,325 .52 rubles / 1 employee or 1.25%;

the norm of the percentage of complaints about the quality of the work performed by the PrePress specialist was exceeded - 1.43%; as well as a printer 1 - 2.35%;

the percentage of marriage for all employees does not exceed 1%, which is the norm.

Based on the analysis of the labor productivity of production workers of Artel-Service LLC, measures have been developed to improve the productivity of their labor:

) Installation of a glueless binding machine (CBS), which will allow taking orders for CBS books. This will increase the load on existing equipment and the working hours of production workers. According to preliminary estimates, by attracting additional orders for books, KBS will be able to increase the level of use of working hours of all production departments/sections: the prepress department by 11.02%, the printing department by 21.69%, the finishing department by 3.46%. According to a preliminary estimate, annual revenue from fulfilling orders for KBS books will be 3,429,160 rubles, and profit after tax deductions will be 1,968,337.84 rubles.

) The introduction of new software - the program "PRINT-EXPERT", which will solve many organizational problems:

the possibility of drawing up a work schedule will make a clear understanding of production workers in what order it is necessary to fulfill orders; will enable managers to correctly orient customers in terms of production time;

this program provides control over the consumption of material resources, which will allow timely replenishment of stocks;

this program provides automatic generation of reports on loading and operating time of equipment, on the number of orders, financial reports, which will facilitate the work of the director of the printing house. It will also provide an opportunity to make managerial decisions more quickly;

the possibility of combining with "1C: Accounting" will allow the accounting department to reduce the work with a large amount of paper documents and will allow you to more quickly draw up documents and carry out operations.

) Creation of a complex high-quality environment based on the "Ordering" method. The "Ordering" system includes the establishment of elementary order, the systematic cleaning of the working area, the regulation of these processes, the discipline of the personnel implementing the system. The introduction of the "Ordering" system will positively affect the organization of production and the labor process. In the Artel-Service printing house, the first steps should be:

Rational placement of objects. Organization of storage of rarely used materials: garbage disposal, sorting of materials, storage in trays, boxes, signing materials.

Rule standardization. Printing of all required performance standards for each department/site and placement of brochures directly next to the workplaces.

Discipline and responsibility. Scheduling lunch breaks and smoking (or rest) breaks.

) Increasing the skill level of production workers, whose percentage of complaints about the quality of the work performed was more than 1:

send a PrePress specialist to the course "Prepress layouts for digital and offset printing" at the Computer Training Center "Specialist" at Moscow State Technical University. N.E. Bauman.

appoint an internal training course for both employees.

Bibliographic list

1. Labor Code RF dated December 30, 2011 No. 197-FZ

Intersectoral norms of time and output for the processes of printing production; approved by the Decree of the Ministry of Labor of the Russian Federation of July 22, 1996 No. 46

Qualification directory of positions of managers, specialists and other employees, approved by the decree of the Ministry of Labor of the Russian Federation of August 21, 1998 No. 37, as amended on January 21, August 4, 2000, April 20, 2001

Bazarov, T.Yu. "Personnel Management", UNITI, 2009

Bazarov, T.Yu. "Personnel Management: Workshop", UNITI, 2010

Vikhansky, O.S., Naumov, A.I. "Management", Master Infra-M, 2011

Voitov, A.G. "Economics", Dashkov and K, 2007

Voitov, A.G. "Labor Efficiency and economic activity. Measurement and evaluation methodology”, Dashkov and K, 2010

Vuckovich-Stadnik, A. "Personnel assessment", Eksmo, 2008

Genkin, B.M., Svistunov V.M. "Fundamentals of labor organization", Norma, 2008

Genkin, B.M. "Economics and sociology of labor", Norma, 2009

Gorin, I.S. "Labor productivity, performance evaluation", Norma, 2009

Demidova, N.V. "How to increase the productivity of employees: a practical guide", Dashkov and K, 2012-06-09

Drozdov, I.A. "Improving labor productivity", Norma, 2009

Egorshin, A.P. "Personnel Management", Nizhny Novgorod, 2003

Ershov, A.K. "Quality Management", Logos, 2008

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Kibanov, A.Ya. "Economics and sociology of labor", Infra-M, 2009

Kibanov, A.Ya. Encyclopedia "Personnel Management", Infra-M, 2010

Cockins, G. “Performance Management. How to bridge the gap between strategy and real processes”, Alpina Business Book, 2008

Kondrashova, V.K., Isaeva, O.G. "Economy printing company", MGUP, 2000

Kuzbozhev, E.N. "Progress and labor productivity", Infra-M, 2010

Lukashevich, V.V. "Personnel management of a printing company", MGUP, 2003

Lukyanchuk, A., article "Printers are starting to get interested in digital machines", magazine "Polygraphy" No. 9, 2011

Mironova, G.V., Ershov, A.K., Osipova, G.I., Speranskaya, N.M., Kondrus, E.A. "Organization of printing production", MGUP, 2002

Nikolskaya, E.V. "Analysis and diagnostics of financial and economic activities of printing enterprises", MGUP, 2002

Pavlova, G.V., Kondrashova, V.K., Mironova, G.V., Stepanova, G.N. "Performance management of a printing company", MGUP, 2006

Spivak, V.A. "Organizational Behavior", Eksmo, 2009

Stepanova, G.N., Samarina, E.A., Arzhanov, M.A. "Planning at the enterprise", MGUP, 2010

Uarova, R.M., Sterlikova, A.V. "operational printing", MGUP, 2004

Chase, R.B., Equilin, N.J., Jacobs, R.F. "Production and operational management", Williams, 2003

Shekshnya, E.V. "Assessment of the performance of employees", Intel-Synthesis, 2009

Shekshnya, E.V. "Personnel Management modern organization", Intel-Synthesis, 2007

which are accepted by the company. They can be recorded in the appropriate position, which also governs the evaluation procedure. Each organization develops its own criteria, and therefore even the same positions in different institutions may have different requirements.

Evaluation of personnel performance

Evaluation of labor productivity and personnel costs is the need to identify the ratio of the effectiveness of an individual employee or team to costs. The main criteria in this analysis are current performance, as well as the cost of maintaining an employee or department.

To evaluate the effectiveness of work, it is necessary first of all to identify the main criteria for business evaluation of personnel. According to them, methods are developed - those actions and activities, the results of which form an opinion about the employee and his value to the organization.

Criteria and indicators for assessing the results of personnel work

The main criteria for evaluating employees are the following aspects:

• professional qualification— Possession of the necessary skills, knowledge and experience that are required for this position;
• competence- personal characteristics that are used to apply existing knowledge in practice;
• psychological and moral characteristics - skills that help to adapt to changes and stressful situations, to take root and work in a team;
• additional specific indicators - these may include job requirements related to personality, such as health or attitude to work.

In assessing the performance of personnel, it is customary to allocate indicators in accordance with the methodology used. For example, the matrix method involves the creation of an ideal profile with a set of relevant characteristics. According to these values, the employee is compared.

Methods for assessing the performance of employees

Improvement of the methods used is carried out on the basis of existing experience. To improve performance, joint seminars and trainings are held with similar institutions. When exchanging experience, it is important to pay attention to its adaptation to your own organization. Not all techniques can be equally effective and show the best results.

The effectiveness of the system of incentives and evaluation of personnel work

Evaluation of the effectiveness of the organization of labor of personnel is based on those indicators that are found as a result of evaluation activities. The main criterion in this case will be their effectiveness. In practice, it looks like this.

Based on the measures taken, a conclusion is made and recommendations are made that are aimed at improving the work individual employee or the team as a whole. After their completion, after a certain period of time, an additional assessment is carried out. Based on its results, conclusions are drawn about the effectiveness of the overall system.

An important aspect of this is the stimulation to work and motivation of employees. If there is a desire to improve and improve performance, then the effectiveness of the actions taken increases by an order of magnitude.

Approaches to assessing the effectiveness of personnel work

To assess the effectiveness of labor, the following approaches can be distinguished:

• evaluation of performance at the level of the company as a whole, structural unit and individual specialist;
• striving for the effective use of the potential of personnel as a resource for the successful development of the organization;
• identification of those employees who show the greatest success; encouraging and including them in the personnel reserves;
• the use of levers of motivation and the establishment of a close relationship between labor efficiency and wages.

These approaches are the main aspects in which the management service operates. The ultimate goal is to create conditions that help unlock the potential of each individual employee for the benefit of the organization.

Indicators for assessing the effectiveness of personnel work

Labor efficiency is a separate component of the organization's success. Its indicators can be distinguished in the following list:

• productivity of labor activity and its fluctuations;
• quality values ​​of the work;
• professional qualifications of employees;
• the ratio of the cost of maintaining an employee and its effectiveness;
• rationality in the organization of working conditions, as well as optimization of existing processes.

At general analysis it can be concluded that the effectiveness of labor activity consists in higher rates at lower costs. It is by this criterion that the effectiveness of the staff is evaluated.

Spiridonova S.N.

Evaluation of personnel performance: problems and opportunities

raise

Performance evaluation is a process that is carried out through the creation of a tool that identifies and documents the employee's contribution and behavior in the workplace. Performance evaluation is carried out with the aim of encouraging employees to make every possible effort so that the organization can fulfill its mission and achieve its goals. Through the evaluation process, the organization identifies and recognizes the efforts and contributions of everyone. Rewarding employees for their efforts and contributions strengthens their loyalty, making them more likely to achieve their own goals.

Performance evaluation occurs in every organization. Even when it is not part of a formal system, individuals and groups evaluate performance informally. Through an informal process, they highlight individual differences and differences between departments. At the same time, they often put up informal barriers or limit opportunities, thus deliberately reducing productivity.

The evaluation process should not only allow, but actually encourage the successful achievement of goals. In the absence of a formal process, evaluation will become informal. Although the organization has some influence and power within the informal process, its power to influence and control (feedback) leading to coordinated, skillfully managed actions is much lower in the informal system.

Organizations are finding that performance is often underestimated. When an assessment is made biased (good or bad) in poor working conditions, it can lead to an increase in worker anxiety and hostility and, ultimately, to a waste of human and other resources. The end result may even be the decline and death of the organization. In order for an organization to grow and prosper, it must determine the results of both the individual and the unit, which will ultimately lead to the success of the entire organization. The organization must be able to expand and improve strengths, or at least reduce weaknesses. Success in these areas is based on some form of performance evaluation.

Perhaps no other management issue has received as much attention or resisted so stubbornly than the problem of achieving an effective and useful method of measuring and evaluating performance. Measuring performance

Difficult task. The measurement methods currently in use are often inaccurate and do not support the kinds of decisions an organization wishes to make. Because of the many challenges associated with performance measurement, many managers feel that the best solution- replace performance evaluation with one main criterion that is relatively free from bias - seniority. Although, in our opinion, this is not entirely true. To overcome the difficulties in conducting evaluations, many organizations do one of two things: either do nothing or use unwarranted evaluation programs that provide the person being assessed with little constructive basis for improving behavior in the workplace. If the rewards provided by the organization should stimulate improvement

performance, there must be a proper and direct link between the behavior exhibited and the reward.

The performance approach helps the organization to follow the following guiding principles and requirements:

1. Performance evaluation methods must be performance related or justified.

2. Methods for evaluating content or performance should be based on a comprehensive review of performance.

3. Assessors should be able to consistently observe how assessees perform their assignments.

4. Evaluators should use the same scoring criteria and scores should be calculated under standardized conditions.

5. The criteria used to evaluate performance should not unfairly underestimate the scores of minority groups.

6. Assessment forms and assessment instructions for assessors are a necessary part of the process and require justification.

7. Criteria, such as tenure of office, duration of training, are usually not considered parts of the actual professional qualifications. Because they are often used among performance criteria, they require supporting data.

When evaluating performance, the analysis of the current results of the employee’s activities is of paramount importance, but it is equally important to evaluate those qualities of the employee that will help him better prepare for the requirements tomorrow. With these features in mind, it is possible to develop successful plan staff development and training.

Currently, foreign companies use a number of methods for assessing the professional strengths and weaknesses of personnel as a starting point for their further development. An effective evaluation system usually includes a number of areas. First, it is advisable to determine the scope of professional interests and intentions of the employee. Then they proceed to the study of the achievements of the employee over the past period of time and the results of the performance of certain tasks. Many companies are developing a methodology for assessing the level of qualification, which also serves as a kind of complex criterion for evaluating an employee. This technique includes not only the current results of the employee, but also his potential and aspirations.

For greater reliability, the evaluation process uses various sources of information, in particular from his direct management, multi-channel feedback, and even professional HR consultants. In order to increase labor productivity, a system of material incentives for personnel should be developed.

The development of a motivation system is one of the most urgent and demanded problems today. One of the main goals of creating a motivation system is to orient people to the maximum effective solution challenges facing the company. Accordingly, the incentive system must be linked to the strategic goals of the trade organization. This can be done using the system key indicators activities. On the one hand, such a system should encourage employees to work productively, on the other hand, it should be economically justified. According to a study conducted by the American scientist E. Locke, the creation of an effective motivation system at an enterprise makes it possible to increase labor productivity by an average of 30% (at the same time, 90% of all enterprises participating in the

research). When creating a personnel motivation system, it is necessary to cover all structural divisions of the organization. In order for the interests of none of the departments to suffer, it is recommended to involve the heads of all departments in the development of an incentive system. structural divisions and key professionals.

Consider general principles, on the basis of which it is possible to develop new system motivation for organizations or to make adjustments to the already existing Regulations on material incentives for employees. A motivation system exists in almost every organization. However, with its help, many organizations fail to achieve the desired goals: to increase labor productivity, to interest subordinates in the results of the organization's activities, etc. In most cases, the reason for such failures is that the motivation system does not take into account the characteristics of a particular organization. Copying some fragments of the personnel incentive system, managers do not think that the motivation system of each enterprise should be developed taking into account its specifics and characteristics of the staff.

As evidenced by a survey of leaders of large trade organizations, the motivation system always depends on the company's policy in the field of personnel management. Of course, you need to take into account the motivation systems developed by competitors. The staff turnover and productivity of employees will depend on how much the own motivation system is more effective than the competitor's system. Therefore, a careful elaboration of the incentive system is necessary, taking into account individual features organizations. You need to be prepared for the fact that this is a laborious process that will require considerable time, for example, in large organizations this may take up to several months.

There are a number of requirements that should be guided by when developing an incentive system:

Objectivity - the amount of an employee's remuneration should be determined on the basis of an objective assessment of the results of his work;

Predictability - the employee must know what remuneration he will receive depending on the results of his work;

Adequacy - remuneration should be adequate to the labor contribution of each employee to the result of the activities of the entire team, his experience and skill level;

Timeliness - remuneration should follow the achievement of the result as quickly as possible (if not in the form of direct remuneration, then at least in the form of accounting for subsequent remuneration);

Significance - the reward must be significant for the employee;

Fairness - the rules for determining remuneration should be clear to each employee of the organization and be fair, including from his point of view.

Despite the simplicity and obviousness of the above requirements, they should not be neglected. As practice shows, non-compliance with these requirements leads to instability in the team and has a strong demotivating effect. As evidenced by the experience of trade organizations, this has a much stronger effect on the productivity of the organization's personnel than the absence of any mechanisms for determining remuneration for the results of work. In order for the organization's personnel motivation system to bring a tangible positive effect, it is recommended that the following steps be followed sequentially during its creation: (1) formation of the organization's personnel structure and determination of the size of the permanent part of the salary; (2) highlighting key indicators

performance of employees for calculating the variable part of wages; (3) development of incentive mechanisms (determining the rules for calculating the variable part of employee remuneration).

The formation of the personnel structure and the determination of permanent payments is one of the most common options for remuneration, which is the payment of a constant part of the remuneration (monthly) and its variable part (according to the results of work). It is a mistake to believe that it is possible to effectively motivate the staff of an organization only through the payment of a variable part of the remuneration. Although the constant part of the remuneration does not allow employees to focus on more productive work and the solution of certain tasks, it is designed to form their loyalty to the organization and is aimed at creating long-term incentives.

Unfortunately, it is impossible in practice to completely abandon the permanent part of wages. The calculation of the amount of remuneration is seriously influenced by the situation on the labor market. That is, if an accountant in most organizations is offered a permanent salary, then it is hardly possible to find a good specialist by offering a reward that depends entirely on the results of his work. When determining the conditions of remuneration, you always have to take into account the requirements of the market, otherwise this will lead to high staff turnover. Another reason why the payment of a constant part of the remuneration is necessary is the presence of a large number of positions, the result of which will be visible only after a certain time. In other words, if the result of the work can be assessed only after a year, then no one will work this year for free, expecting rewards in the future.

The creation of a system of permanent payments implies an analysis of activities in the workplace, a description official duties, as well as an assessment of the value of jobs based on a specific list of job responsibilities. At the stage of analysis of activities in the workplace, it is necessary to determine what actions are the responsibility of the employee under the existing management system, as well as analyze their need. The authority to describe the duties performed by employees, as a rule, is transferred to the heads of departments. However, activity analysis requires training in activity regulation. After the list of duties is compiled for each position, it is necessary to make adjustments to the existing job descriptions and familiarize employees with them.

A number of organizations are currently in the process of describing functional duties for each position. This does not mean that previously there were no job descriptions. As in many organizations, typical job descriptions are usually used, which have little to do with the real state of affairs and do not carry information about the estimated indicators, which can be taken as a basis for developing an adequate motivation system. The last step is to assess the value of jobs. In large organizations, it is advisable to pre-break all positions into groups (for example, "workers", "specialists" and

"leaders") and determine the value for each of the groups. Within these groups, subgroups can be distinguished (“line managers”, “middle managers”, “top management”, etc.). Then you need to determine the specific values ​​​​of the salary of each group of positions. Often in practice Russian enterprises a simpler method is used - setting salaries by company management based on personal experience and their own perceptions of the labor market. Another variant

Positions are ranked in order of importance by top managers of the company. Then the total wage fund is determined, which is distributed according to

positions in accordance with the assigned degree of importance. After the distribution of the payroll, salaries are adjusted.

However, there are more complex ways to evaluate positions, for example, by assigning points to each position on several factors. Those factors are selected that are recognized by the members of the expert group as the most important (labor intensity, qualifications, responsibility, etc.). After that, the positions are ranked according to the points scored. Usually included in working group includes top officials of the enterprise, heads of departments and sometimes external experts. One of the most effective methods for assessing the value of jobs, which already contains the necessary factors and calculation mechanisms, is the method of Edward Hay. In a simplified form, the position is evaluated as follows:

Total position score = experience * intellectual activity * responsibility

In the proposed formula, the value of the “Experience” indicator is calculated taking into account three indicators: professional knowledge, complexity and variety of actions performed, interaction with other people. Edward Hay has developed special tables by which you can evaluate all of the above indicators and calculate the total score of the position. The use of one or another method for assessing the cost of a position largely depends on the specifics of the organization's activities. It is obvious that for a small trading organization it makes no sense to evaluate according to the E. Hay method, but for big company this may be appropriate. Thus, the assessment of labor productivity is the most important factor in improving the efficiency of personnel management and has an impact on employee motivation, allowing you to adjust the employee's behavior in the workplace and achieve an increase in the performance of the entire organization as a whole.

Ministry of Education and Science of the Russian Federation

NIZHNEKAMSK MUNICIPAL INSTITUTE

Department of Economics and Management

COURSE PROJECT

in the discipline "Personnel Management"

Level of education: specialist

Type of course work: theoretical and practical

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

Head _A.F. Sungatullina

Standard controller A.S. Lopukhov

StudentT.S. Melnikova

Nizhnekamsk 2010

Introduction

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

Conclusion

Bibliography

Applications

Introduction

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

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

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

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

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

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

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

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

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

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

develop directions for improving the assessment of personnel work.

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

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

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

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

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

1.1 The concept and essence of personnel performance appraisal

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

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

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

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

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

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

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

Yu.A. Tsypkin understands "work evaluation" as: "a formal process by which the relative complexity of various kinds work in order to establish payment ". This approach to the evaluation of work seems to be quite sufficient if it is used in order to establish wages.

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

personnel assessment labor result

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

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

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

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

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

Table 1

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

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

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

1.2 Criteria and indicators for evaluating the results of personnel work

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

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

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

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

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

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

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

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

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

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

Table 2 shows indicative list quantitative indicators for evaluating the results of work for some positions of managers and specialists.

table 2

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

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

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

1.3 Forms and methods for assessing the results of personnel work

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

subordinates of the assessed;

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

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

the use of a combination of the listed forms of assessment: the assessment of the controller can be confirmed by self-assessment, and the results of the assessment by the boss can be compared with the assessment of subordinates or colleagues. Bilateral (appraiser - assessed) discussion of the assessment results gives good propositions for top management.

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

Chapter 2. Practical aspects of assessing the results of the work of personnel of a modern enterprise

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Table 3

List of qualities included in the questionnaire

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

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

if always - 1.5 points;

if in most cases - 1 point;

if sometimes - 0.5 points;

if almost never - 0 points.

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

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

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

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

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

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

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

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

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

n is the total number of experts.

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

K \u003d Zsr * Psr,

where K is quality.

Further, by summing the weighted average scores for all qualities, the final score of the assessed person is determined. The commission compares the final assessment with the standard. The standard is calculated as follows: the sum of points for all 10 qualities (10 + 9 + 8 + 7 + 6 + 5 + 4 + 3 + 2 + 1 \u003d 57) is multiplied by 1.5 (the coefficient of the degree of quality manifestation, if it always appears ), or by 1.0 (if it appears in most cases), or by 0.5 (if the quality is sometimes present). As a result, we get the following results:

57 x 1.5 = 85.5;

57 x 1.0 = 57.0;

57 X 0.5 = 28.5.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

The assessment should be carried out in the following areas:

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

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

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

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

A system of indicators is also needed, drawn up taking into account various requirements for business qualities about two dozen categories of personnel (managers of three levels, designers, customer service, office workers, etc.).

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

planning and coordination;

management in critical situations;

administration;

training of subordinates;

control over the activities of subordinates;

delegation of authority;

motivation of subordinates;

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

the ability to communicate effectively with employees;

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

professionalism and effective application of special knowledge;

perseverance in achieving goals;

commitment to the goals and policies of the corporation;

relation to the new.

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

The motivation of subordinates is specified as follows:

encouraging subordinates to achieve high standards of work;

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

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

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

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

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

The most optimal method of evaluation professionally and corporately important qualities for personnel is the method of group peer review. Heads of departments act as experts.

The best way to assess professional competence will be a qualification work that allows you to identify the strategy of behavior of a given leader in everyday and crisis situations.

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

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

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

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

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

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

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

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

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

Table 4

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

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

The social significance of the proposed methodology is that:

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

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

facilitating the personnel certification procedure;

increasing the level of professionalism of the staff;

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

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

Conclusion

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Bibliography

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Applications

Annex A

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

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

Annex B

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

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

Annex C

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

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

Annex D

Individual development plan

Appendix E

Form of certification sheet

The weight

Factor

Grade

Labor evaluation

Evaluation of labor - measures to determine the compliance of the quantity and quality of labor with the requirements of production technology.

Evaluation of labor makes it possible to solve the following personnel tasks:

· assess the potential for promotion and reduce the risk of promotion of incompetent employees;

reduce the cost of training;

Maintain a sense of fairness among employees and increase labor motivation;

organize feedback employees about the quality of their work;

· Develop personnel training and development programs for personnel.

To organize an effective system for assessing the performance of employees, it is necessary:

Establish performance standards for each workplace and criteria for its evaluation;

Develop a policy for conducting performance appraisals (when, how often and to whom to evaluate);

oblige certain persons to evaluate the effectiveness of labor;

• oblige assessors to collect performance data;

discuss the assessment with the employee;

Make a decision and document the assessment.

The stages of labor assessment at a particular workplace involve:

description of functions;

definition of requirements;

Evaluation by factors (specific performer);

Calculation of the overall score;

comparison with the standard;

assessment of the level of the employee;

Communicating the evaluation results to subordinates.

In order for labor assessment procedures to be effective in each particular enterprise, they must meet the following requirements:

The criteria used must be clear to the performer and appraiser;

· the information used for the evaluation must be available;

· the results of the assessment should be linked to the reward system;

· The scoring system should be appropriate to the situational context.

When it comes to performance appraisal systems, there are three main levels of appraisal:

Assessment level	Periodicity		Possibilities of use
	Daily assessment of professional performance (strengths and weaknesses)	Once a day, once a week	Actual Action Questionnaire Discussion	Feedback to the assessed for the purpose of behavior modification and learning
	Periodic performance appraisal	Once every six months, a year	Questioning on actual actions and results of labor Interview Discussion	Definition of perspective and development of joint goals
	Potential assessment	One-time, permanent	Testing Assessment Center	Building a personnel forecast, career planning

Evaluation of the results of the work of the organization's personnel

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

The indicators of the final results of the work of employees are influenced by a combination of various factors: natural and biological (gender, age, health status, mental abilities, physical abilities, climate, geographical environment, seasonality, etc.), socio-economic (the state of the economy, restrictions and laws in areas of labor and wages, qualifications of workers, labor motivation, standard of living, level of social security, etc.), technical and organizational (the nature of the tasks to be solved, the complexity of labor, the state of the organization of production, working conditions, the volume and quality of information received, etc.) , socio-psychological (attitude towards work, the psycho-physiological state of the employee, the level of use of scientific and technological achievements, etc.) and market (the development of a diversified economy, the development of entrepreneurship, the level and volume of privatization, competition, inflation, etc.). Accounting for these factors is mandatory when assessing the performance of specific officials in specific conditions of place and time, as it increases the degree of validity, objectivity and reliability of the evaluation conclusions.

Evaluation of the results of work of different categories of workers differs in their tasks, significance, indicators or characteristics, the complexity of identifying the results. So for workers, an indicator of labor is a comparison of planned indicators with real indicators of the quantity of goods produced and their quality. It is more difficult to evaluate the activities of managers and specialists. An indicator of their work is the degree to which the goal of management is achieved at the lowest cost. In general, the indicators for evaluating the work of an employee include: the quality of the work performed and its quantity, the value assessment of the results, the amount of work, etc.

To evaluate the results of labor, the concept of "evaluation criteria" is used, which is defined as the threshold beyond which the state of the indicator satisfies or does not meet the established requirements.

Let us give approximate indicators for evaluating the results of work for some positions. So for the head of the organization, such indicators are: profit, profit growth, capital turnover, market share. For the HR manager, such indicators are: the number of vacancies in the organization, the number of applicants for one vacancy, the turnover rate by personnel categories and departments.