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

Basic concepts

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

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

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

What is appraisal and why is it needed?

Any modern organization, no matter how extensive the experience of its employees or their high qualifications, is focused on results. That is why performance appraisal is so important. Evaluation of labor results characterizes the effectiveness of the organization's work in the context of the goals and objectives set for each employee.

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

Labor evaluation factors and their classification

Natural biological:

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

Socio-economic:

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

Technical and organizational:

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

Socio-psychological:

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

Market:

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

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

Differences in the assessment of categories of personnel

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

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

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

Key Concept

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

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

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

It is customary to distinguish three categories of employees of the administrative apparatus. And each of them has its own function in the management process: specialists carry out the development and preparation of the solution, the next link draws them up, and the management makes and evaluates the decision, as well as monitors its quality and controls the deadlines.

The result of the manager's work

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

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

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

Labor productivity is characterized by two indicators:

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

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

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

According to the same scheme, one can trace the formation of the economic results of the work of the entire staff of the organization.

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

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

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

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

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

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

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

Staff incentives

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

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

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

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

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

Basic rules of remuneration

They are common and effective:

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

Evaluation of specialists is carried out in various areas (Scheme 1.1.). The main ones are related to the assessment of the results of the employee's activity (the main one and its accompanying one), which is supplemented by a socio-psychological assessment of the employee's behavior in the team.

Evaluation of the results of the activities of specialists is carried out using a system of indicators. Depending on the content and nature of the work of specialists and, above all, on how clearly it is possible to characterize the results of labor quantitatively, whether there are norms of time for the performance of certain works, whether workers are given a normalized task in terms of the amount of work to be performed over a certain period, various indicators: the complexity of labor, its productivity, quality. In some cases, the entire set of indicators is used for evaluation, in others, only part of it. The complexity of the work of specialists can be characterized by a scoring of the factors that determine the complexity of the work of this category of workers (responsibility, independence, variety of work, etc.).

In practice, the method of indirect assessment is often used, when the job description serves as a comparison standard. The complexity of the work of a specialist is determined as a result of the correlation of the work actually performed by him and the work provided for by the instruction. However, an employee can also perform work that is not related to his direct duties, and their complexity can be both higher and lower. Another indirect approach to assessing the complexity of work is to calculate the ratio of the average salary of employees of a unit engaged in similar work to the salary of a particular specialist. (The fixed part of employees' wages should be compared, since the variable part depends not only on factors related to the complexity of work or qualifications.) Labor productivity of specialists is characterized by the amount of work per unit of time worked. Naturally, the calculation of the indicator is feasible in cases where the direct results of the work of specialists can be evaluated in terms of value or if there are standards for the time spent on performing a unit of work. Then the level of labor productivity of specialists (PTS) using the so-called labor method of its measurement is equal.

The calculation can be made both for a team of employees (by structural unit), and for a specific specialist. The standards themselves should be systematically reviewed taking into account changes in the conditions of work. In addition to the labor method, in the conditions of issuing normative tasks of a production nature to employees in calculating the labor productivity coefficient (Kpt), such an approach is also possible.

If the results of the work of specialists are characterized by the parameters of the serviced object or their number (meaning primarily their quantitative characteristics), for analysis, you can use the indicator of labor intensity, which is the ratio of the actual volume of serviced objects to the service rate. Evaluation of the quality of work of specialists also implies the presence of clear, quantitatively expressed requirements for its results. The coefficient of quality of work of specialists is determined according to the methods in force at enterprises within the framework of an integrated system for managing the efficiency and quality of work. Thus, the quality of work of specialists in research institutes and design bureaus is determined by the quality of the completed developments, which is evaluated by an expert when handing over to the customer or during the defense of developments at the Academic Council.

Based on the results of calculations of indicators for assessing the main activity of specialists, a generalized coefficient of labor efficiency can be calculated in relation to a specific work (developments), and then for the entire set of works performed over a long calendar period. For this purpose, the following method for calculating such a generalizing indicator can be used. Labor efficiency coefficient of a specialist when performing the i-th job .

In general, for the inter-certification period, the labor efficiency coefficient Kef is determined as follows:

where Ti - the duration of the i-th work, days; n - the number of works in the inter-certification period.

As can be seen from Scheme 1.1., in addition to the results of the main activities of specialists, creative activity, work related to advanced training, and social activity are also evaluated. The creative activity of an employee is characterized by such indicators as the number of copyright certificates, certificates of rationalization developments and their implementation, the total economic effect of the work performed, the number of awards, prizes, taking into account their significance, etc. The activities of employees in relation to advanced training can be expressed by the total number of years of training with and without interruption from work, the facts of internships, replacement of an employee in a higher position, etc.

Indicators of creative activity and advanced training of an employee are compared with the average values ​​of the corresponding indicator for the whole enterprise for a certain job category. If the individual value of the indicator falls within the range of ±30% of the average value, the activity of a specialist is recognized as average, with a greater excess (by more than 30%) - successful, otherwise - unsatisfactory.

Evaluation of the socio-psychological aspects of the specialist's activities allows you to determine his authority in the team, the impact on the socio-psychological climate, the strengths and weaknesses of character. The assessment is made both by colleagues (anonymous survey) who have worked with the certified specialist for at least a year, and by the manager (higher assessment), and the assessment given by the manager should not be anonymous. Such an assessment (in points) is carried out only on those qualities of an employee that are manifested directly in relations with higher management (diligence, discipline, initiative, etc.). If a specialist has a negative impact on the team, on the results of the work of his colleagues, the certification committee may decide to transfer him to another position (as a rule, without demotion) or to another team.

Chapter 9

EVALUATION OF LABOR AND STAFF COSTS

Evaluation of the activities of personnel management units

Evaluation of the economic efficiency of projects to improve personnel management

Nbsp; Calculation of costs associated with improving the personnel management system

Evaluation of labor productivity of managers and personnel management specialists

Evaluation of the effectiveness of personnel management ( one of the functions of personnel management) is aimed at determining the level efficiency leadership of people. Its core is a characteristic of the leader's ability to provide direct influence on the activities of subordinates, any production or management level.

The indicators of the final results of the work of employees of the administrative apparatus, as well as its content, are influenced by a combination of various factors. Accounting for these factors obligatory 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.

The classification of factors taken into account when assessing labor productivity is shown in Figure 1.

Indicators, signs and criteria , by which employees are evaluated, constitute a system for assessing the effectiveness of personnel management. The same system includes the evaluation standard.

A fairly large number of criteria are required to evaluate labor productivity, so two important circumstances should be taken into account when choosing evaluation criteria. Firstly, for which specific tasks the results of the assessment are used (increase in wages, promotion, dismissal, etc.), and, Secondly, for which category and position of employees the criteria are established, given that they will be differentiated depending on the complexity, responsibility and nature of the employee's activities.

As is known, they distinguish three categories of managerial workers(employees): managers, specialists and other employees. Employees of each of these categories contribute to the management process:

- specialists personnel management services that develop and prepare a solution;

- employees, who make decisions;

- leaders whose task is to make decisions, evaluate the quality of their execution and control the timing of achieving goals.

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

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

Have a direct and decisive influence on the result of all activities of the organization;

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

They are comparatively few;

Make up at least 80% of all results;

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

An approximate list of quantitative indicators - criteria for assessing labor productivity for some positions of managers and specialists (See Table 8.1 ..

The scoring method is most often used to evaluate performance factors. For example, when assessing the complexity and quality of work, the interpretation of the scores is shown in Table 8.1.

Table 8.1 - An example of scoring the complexity of labor

Table 8.2 - An example of scoring the quality of work

To assess the effectiveness of labor, various methods are used, the classification of which and a brief description are presented in Table.

Most widely in organizations around the world, the method of management by goals (tasks) is used to evaluate the performance of managers, engineers and clerical workers who are not directly related to the release of products. An example of the formulation of some goals (tasks) is presented in Table 8.3.

The greatest difficulty in assessing the performance of managerial employees through goals lies in determining the system

Table 8.3 - Examples of using the method of management by objectives

		Figure 8.7 - Assessment methods

Individual targets. The development process includes the following stages:

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

2. The sphere is installed responsibility manager, i.e. each function from among those introduced into the target indicators is specified in certain economic (or any other) categories (profit, costs, volume, timing, quality) on which it affects. For example:

Table 8.4 - Responsibilities by management function

3. Installed units for each category (percentages, days, dollars) and a system of indicators reflecting the results of the managers' activities (growth of profit as a percentage compared to the previous year, etc.). Namely:

Table 8.5 - Performance indicators

4. For each indicator set individual standards execution. They must take into account all the reserves of the employee, but proceed from real premises, like a double standard. The first characterizes "good performance", the second - "outstanding".

This concludes the development of indicators.

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

Table 8.6 - Performance evaluation

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

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

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

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

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

develop directions for improving the assessment of personnel work.

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

Theoretical and methodological basis research served as 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 of social and labor relations at enterprises, assessment of personal, business qualities and labor efficiency of employees.

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

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

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

1.1 The concept and essence of personnel performance appraisal

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

In the context of 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 types of work is determined 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

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

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

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

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

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

The indicators by which employees are evaluated are varied. These include the quality of the work performed, its quantity, the value assessment of the results. To 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 provides an approximate list of quantitative indicators for evaluating the results of work for some positions of managers and specialists.

table 2

Positions	List of indicators for evaluating the results of labor
Head of the organization	Profit Profit growth rate Capital turnover Company share in the market
Line managers	Fulfillment of planned tasks in terms of volume and nomenclature Dynamics of production volume Dynamics of labor productivity Reducing production costs The proportion of defective products and their dynamics Downtime Downtime losses Staff turnover rate
Head of Financial Department	Profit 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 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 are presented in Appendix 3.

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

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

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

When choosing an 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 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. A two-way (appraiser-assessed) discussion of the assessment results provides good suggestions for senior management.

The choice of personnel assessment methods for each specific organization is a unique task that can only be solved by the management of the organization itself, possibly with the help of professional consultants. As well as the compensation system, the certification system should take into account and reflect a number of factors - the strategic goals of the organization, the state of the external environment, organizational culture and structure, the characteristics of the workforce employed in it. In stable organizations with a stable hierarchical structure, as a rule, traditional methods of evaluation can be used effectively; for dynamic organizations operating in a changing environment, non-traditional methods are more suitable. When choosing an Attestation system, it is necessary to pay special attention to its compliance with other personnel management systems - compensation, career planning, vocational training, 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 the Pension Fund is 139 people. Staff turnover is below average, mostly specialists, workers with higher education, and people under 45 terminate the employment contract.

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

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

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

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

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

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

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

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

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

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

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

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

An assessment questionnaire for a manager or a specialist, an expert card, a form for the results of an expert survey and a form for calculating the final grade for a certified person - these are the mandatory documents of almost any method, 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	Striving for professional growth and continuous professional development	7
5	Discipline and organization	6
6	Initiative	5
7	Ability to seek agreement in decisions and actions of people	4
8	Ability to work with passion and enthusiasm	3
9	Sociability	2
10	Ability to show interest in related specialties	1

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

if always - 1.5 points;

if in most cases - 1 point;

if sometimes - 0.5 points;

if almost never - 0 points.

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

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

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

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

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

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

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

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

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

n is the total number of experts.

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

K \u003d Zsr * Psr,

where K is quality.

Further, by summing the weighted average scores for all qualities, the final score of the assessed person is determined. The commission compares the final assessment with the standard. The standard is calculated as follows: the sum of points for all 10 qualities (10 + 9 + 8 + 7 + 6 + 5 + 4 + 3 + 2 + 1 \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 of the certification committee 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 move up the 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 assessment, revise the assessment criteria in accordance with job descriptions and select appropriate methods for conducting personnel assessment. The subjects of assessment are the characteristics of one of the following groups - behavioral characteristics, performance efficiency, level of goal achievement, level of competence.

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

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

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

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

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

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

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

The assessment should be carried out in the following areas:

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

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

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

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

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

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

planning and coordination;

management in critical situations;

administration;

training of subordinates;

control over the activities of subordinates;

delegation of authority;

motivation of subordinates;

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

the ability to communicate effectively with employees;

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

professionalism and effective application of special knowledge;

perseverance in achieving goals;

commitment to the goals and policies of the corporation;

relation to the new.

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

The motivation of subordinates is specified as follows:

encouraging subordinates to achieve high standards of work;

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

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

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

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

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

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

The best way to 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 "examination effect" when the assessed person behaves differently than he would in real life, but tries to please, to guess the expert's expectations.

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

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

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

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

Thus, the least painful certification process is made by such basic measures as the introduction of clear deadlines 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, standard samples and methods of conducting personnel are developed without taking into account the specifics of the organization's activities.

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

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

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

As measures to improve the personnel assessment procedure, the author proposes: assessment of the business and personal qualities of employees; determination of a set of labor productivity factors; development of a common criterion for 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.	Personnel of the organization - a set of individuals who are with the organization as a legal entity in relations regulated by the contract of employment	ON THE. Volgin, B.V. Rakitsky Economics of labor and social relations, (course of key lectures), p.79.	The concept is targeted to a certain extent - a one-sided legal interpretation
7.	Personnel - the totality of all human resources that an organization has	T.Yu. Bazarov, B.L. Eremin, Personnel management, p.547.	The most acceptable interpretation

Annex B

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

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

Annex C

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

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