Evaluation of the effectiveness of the work of managers and specialists of the enterprise. The result of labor: basic concepts and indicators. Labor productivity. Evaluation of the results of the work of the organization's personnel

09.05.2020

is a purposeful process of establishing conformity quality characteristics personnel to the requirements of the position or .

Objectives of personnel assessment

Administrative purpose is achieved by making an informed administrative decision (promotion or demotion, transfer to another job, referral for training, dismissal) based on the results of the assessment of personnel performance.

informational purpose is that both employees and managers have the opportunity to obtain reliable information about the activities. Such information is extremely important for the employee in terms of improving their activities, and gives managers the opportunity to make the right decision.

motivational goal is that evaluation itself is the most important means of motivating people's behavior, since adequately assessed labor costs will ensure the further growth of workers, but only if the work of a person is evaluated according to his expectations.

Tasks of personnel assessment:

assess the potential for promotion and reduce the risk of promotion of incompetent employees;
determine the cost of training;
maintain a sense of justice among employees and increase labor motivation;
organize feedback with employees on the quality of their work;
develop programs and staff development.

Personnel assessment subjects:

line managers. As a rule, they are the main actors in the business evaluation of personnel. Responsible for objectivity and completeness information base for evaluation, conduct evaluation conversations;
workers;
colleagues and employees who have structural relationships with those being assessed;
persons who are not directly related to the assessed employee. Among them are independent experts and evaluation centers.

All subjects of evaluation are divided into formal and informal. To formal subjects of evaluation include managers and employees of personnel management services. It is they who have the right to make an administrative decision based on the results of the assessment.

Informal subjects of evaluation- colleagues, independent experts - only give their opinion, which is taken into account by the formal subjects of assessment when summarizing information for making management decisions.

Recently, in practice, a combined assessment is often used, when the appraiser is not one subject, but several at once.

Personnel assessment object

Object of assessment- one who is evaluated. The object of assessment can be either individual employees or a group of employees identified according to a certain attribute (for example, depending on the level in organizational structure or professional).

It is quite simple to evaluate the results of the work of workers, especially pieceworkers, since quantitative and qualitative results their labor is expressed in the quantity of products produced and their quality.

It is much more difficult to evaluate the results of the work of managers and specialists, since they characterize their ability to have a direct impact on the activities of any production or management link.

Personnel assessment subject

subject of evaluation The results of the labor of personnel are the personal qualities of employees, and the effectiveness of labor.

Classification of factors taken into account when assessing personnel


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

Personnel assessment criteria

To obtain reliable information, it is necessary to accurately and objectively identify the indicators for which the assessment is made. In this case, it is important to establish clear and thoughtful criteria for assessing personnel.

Evaluation criterion personnel - the threshold beyond which the state of the indicator will satisfy or not satisfy the established (planned, normalized) requirements.

Such criteria can characterize both general points that are equivalent for all employees of the organization, and specific norms of labor and behavior for a particular workplace or a particular position.

There are four groups of criteria that are used in any organization with some adjustments:

professional criteria personnel assessments contain characteristics professional knowledge, skills, skills, professional experience of a person, his qualifications, results of work;
business criteria personnel assessments include such criteria as responsibility, organization, initiative, efficiency;
moral and psychological criteria personnel assessments, which include the ability to self-assessment, honesty, fairness, psychological stability;
specific criteria assessments of personnel, which are formed on the basis of the qualities inherent in a person and characterize his state of health, authority, personality traits.

Evaluation of the results of personnel work

Evaluation of labor results must be carried out for all categories of workers, but, as noted above, it is easier to evaluate the results for the category of workers and much more difficult for managers and specialists.

Two groups of indicators used in assessing labor productivity:

direct indicators(or quantitative) easily measurable, fairly objectively quantifiable, and always predetermined; on their basis, the degree of achievement of the goals set is determined;
indirect indicators characterizing the factors that indirectly affect the achievement of results; they cannot be quantified, as they “characterize the employee according to criteria corresponding to the“ ideal ”ideas of how to perform official duties and functions that form the basis of this position.

List of indicators for evaluating the results of work for some positions of managers and specialists

Positions	List of indicators for evaluating the results of labor
Head of the organization	Profit Profit Growth Profitability of production Capital turnover ratios Market share Product Competitiveness
Line managers (heads of production, workshops, foremen)	Fulfillment of planned tasks in terms of volume and nomenclature Dynamics of production volume Dynamics of labor productivity Reducing production costs Number of complaints and their dynamics Product quality indicators The magnitude and losses from downtime Staff turnover rate
Head of Human Resources	Labor productivity and its dynamics Reducing the standard labor intensity of manufactured products Specific gravity technically reasonable standards The level of wages per unit of output and its dynamics Staff turnover rate and its dynamics Number of vacancies Indicators for training and advanced training of personnel Personnel costs in production costs ( specific gravity and dynamics)
HR manager	Number of vacancies in the organization The number of applicants for one vacancy Turnover rate by personnel categories and departments

Assessment steps:

description of functions;
definition of requirements;
assessment by factors of a particular contractor;
calculation of the overall score;
comparison with the standard;
assessment of the level of the employee;
communicating the results of the evaluation to the subordinate.

chief actor in personnel assessment is line manager. He is responsible for the objectivity and completeness of the information base necessary for the current periodic evaluation, and conducts an evaluation conversation with employees.

The task of the personnel service The task of evaluating candidates for employment is, in essence, to select such an employee who is able to achieve the result expected by the organization. In fact, evaluation at admission is one of the forms of preliminary quality control of the organization's human resources.

Despite the fact that there are a large number of different approaches to evaluation, they all suffer from a common drawback - subjectivity, the decision largely depends on who uses the method, or who it involves as an expert.

Necessary conditions and requirements for personnel assessment technology:

objectively- regardless of any private opinion or individual judgments;
reliably- relatively free from the influence of situational factors (mood, weather, past successes and failures, possibly random);
reliable in relation to activities- the real level of skill proficiency should be assessed - how successfully a person copes with his work;
predictive- the assessment should provide data on what types of activities and at what level a person is potentially capable;
complex- not only each of the members of the organization is evaluated, but also the connections and relationships within the organization, as well as the capabilities of the organization as a whole;
process assessment and assessment criteria should be available not to a narrow circle of specialists, but understandable to appraisers, observers, and the appraisers themselves (that is, to have the property of internal evidence);
carrying out evaluation activities should not disrupt the work of the team, but be built into the overall system personnel work in the organization in such a way as to really contribute to its development and improvement.

Personnel assessment methods

Classifications of assessment methods:

assessment of the employee's potential;
business appraisal.

Methods for assessing the potential of employees

1. Personnel assessment centers. They use a complex technology built on the principles of criteria-based assessment. The use of a large number of different methods and the mandatory evaluation of the same criteria in different situations and in different ways significantly increases the predictive value and accuracy of the assessment. It is especially effective in evaluating candidates for a new position (promotion) and in evaluating management personnel (for more details, see clause 8.3).

2. Aptitude Tests. Their goal is to assess the psychophysiological qualities of a person, the ability to perform a certain activity. 55% of those surveyed use tests that are in some way similar to the job that the candidate will have to perform.

3. General Ability Tests. Assessment of the general level of development and individual features of thinking, attention, memory and other higher mental functions. Especially informative when assessing the level of learning ability.

4. Biographical Tests and Biographical Studies. Main aspects of the analysis: family relationships, nature of education, physical development, main needs and interests, features of intelligence, sociability. Data from a personal file is also used - a kind of dossier, where personal data and information obtained on the basis of annual assessments. According to the personal file, the progress of the employee's development is traced, on the basis of which conclusions are drawn about his prospects.

5. personality tests. Psychodiagnostic tests to assess the level of development of individual personal qualities or a person's relevance to a certain type. Rather, a person's predisposition to a certain type of behavior and potential opportunities are assessed. 20% of respondents answered that they use various types personal and psychological tests in their organizations.

6. Interview. A conversation aimed at collecting information about the experience, level of knowledge and assessment of the professional important qualities applicant. A job interview can provide in-depth information about a candidate that, when compared with other assessment methods, can provide accurate and predictive information.

7. Recommendations. It is important to pay attention to where the recommendations come from and how they are framed. Well-known and reputable companies are especially demanding on the execution of such documents - in order to receive a recommendation, information is required from the immediate supervisor of the person to whom this recommendation is presented. Recommendations are made out with all the details of the organization and coordinates for feedback. When receiving a recommendation from an individual, attention should be paid to the status of this person. If a recommendation to a professional is made by a person who is very famous in the circles of specialists, then this recommendation will be more reasonable.

8. Non-traditional methods. 11% use a polygraph (lie detector), psychological stress test, tests for honesty or attitude towards something set by the company. 18% use alcohol and drug tests for candidates. Typically, these tests rely on urine and blood tests as part of a typical medical examination when applying for a job. None of the organizations surveyed use AIDS tests for their candidates. 22% use some type of psychoanalysis in order to identify the skills of candidates for possible work in their organizations.

Results of the comparative effectiveness of candidate assessment methods

Comparative effectiveness of candidate assessment methods

Methods of business assessment of personnel

Business appraisal of staff in progress labor activity can be done in the following ways:

Methods of individual assessment

1. Questionnaires and comparative assessments

2. Preset Choice Method- a questionnaire in which the main characteristics are set, a list of options for the behavior of the person being assessed. The importance scale evaluates in points a set of characteristics of how the assessed employee performs his work.

3. Behavioral Attitude Rating Scale- a questionnaire that describes the decisive situations professional activity. The rating questionnaire usually contains from six to ten decisive situations with a description of behavior. The person conducting the assessment notes the description that is more consistent with the qualifications of the person being assessed. The type of situation correlates with the score on the scale.

4. Descriptive evaluation method is that the evaluator is asked to describe the advantages and disadvantages of the employee's behavior. Often this method is combined with others, such as attitude rating scales.

5. Estimation method by decisive situation . To use this method, specialists prepare a list of descriptions of the "correct" and "wrong" behavior of employees in certain (decisive) situations. These descriptions are divided into headings according to the nature of the work. The assessor prepares a journal of records for each assessed worker, in which he enters examples of behavior under each rubric. This journal is then used to evaluate performance. As a rule, the method is used for assessments given by the manager, and not by colleagues or subordinates.

6. Behavior Observation Scale, as a method of assessing the decisive situation, is focused on fixing actions. To determine the behavior of the employee as a whole, the appraiser fixes on the scale the number of cases when the employee behaved in one way or another.

Group assessment methods

Group assessment methods make it possible to compare the effectiveness of the work of employees within the group, to compare employees with each other.

1. Classification method: the appraiser must rank all the workers in turn, from best to worst, according to some one general criterion. However, this is quite difficult if the number of people in the group exceeds 20 people, it is much easier to single out a successful or unsuccessful employee than to rank the average one.

The way out can be found by using alternative classification method. To do this, the person conducting the assessment must first select the best and worst employees, then select the next ones, and so on.

2. Pair comparison makes the classification easier and more reliable - each is compared with each in specially grouped pairs. At the intersection of surnames in a pair, the surname of the employee who is considered the most effective in this pair is noted. Then the number of cases when the employee is the best in his pair is noted, and based on this, an overall rating is built. Evaluation can be difficult if the number of employees is too large - the number of couples will be too large and the questionnaire will become tedious.

3. KTU (labor participation rate) was widespread in the 1980s. The value of the base KTU is equal to one.

In the United States, the geographic rating scale method is most commonly used. The descriptive method and questionnaires are widely used. The share of other methods is no more than 5%. Classification and comparison by pairs are used by 10-13% of employers.

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

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

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

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

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

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

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

call a direct impact on the activities of any production or management link. In the very general view the result of the work of an employee of the management apparatus is characterized by the level or degree of achievement of the management goal at the lowest cost. At the same time, important practical value It has correct definition quantitative or qualitative indicators reflecting ultimate goals organizations or departments.

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

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

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

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

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

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

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

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

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

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

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

Table 9.3. Example scoring complexity and quality of work

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

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

To evaluate the results of labor, various methods, whose classification and a brief description of are presented in table. 9.4.

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

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

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

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

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

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

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

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

They must be defined in behavioral terms;

They must relate to stable repetitive forms of behavior;

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

They must be directly observable.

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

Scope of tasks and job responsibilities;

Deadline - scope of tasks and functions;

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

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

So, there are three levels of task scope:

Minimum;

In the scope of official duties;

Additional to official duties.

Questionnaire for assessing labor productivity

I. General information ____________________

FULL NAME. assessed ____________________

Job title ____________________

Division ____________________

Company ____________________

Evaluation date ____________________

II. Questionnaire

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

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

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

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

3. Tasks additional to those provided for by the job description (assignments, projects, temporary substitution absent colleague) (9-12).

1. Deadlines for completing tasks.

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

1. All tasks are overdue.

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

a) completed ahead of schedule;

b) overdue.

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

a) completed ahead of schedule;

b) overdue.

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

a) completed ahead of schedule;

b) overdue.

5. All tasks are completed on time.

6. All tasks completed ahead of schedule.

2. The quality of the tasks performed.

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

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

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

a) higher than expected;

b) lower than expected.

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

a) higher than expected;

b) lower than expected.

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

a) higher than expected;

b) lower than expected.

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

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

III. Final score.

IV. Keys and rules.

Volume of tasks.

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

Questionnaire item	Grade

Interpretation of results

29-36 Efficiency above the norm

21-28 Efficiency is OK

13-20 Performance below normal

8-12 No or minimal performance

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

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

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

Employee performance appraisers can be:

senior manager;

direct supervisor;

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

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

There are a number of reasons why a performance appraisal is needed: 1) it provides information that can be used to make promotional and salary decisions; 2) allows you to consider the behavior of a subordinate at work and develop a plan for correcting shortcomings, revising career plans.

Evaluation of labor productivity - one of the functions of human resource management - is aimed at determining the level of efficiency of work performed by a manager or specialist. It characterizes their ability to have a direct impact on the activities of any production or management link.

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. The indicators by which employees are evaluated are called evaluation criteria.

These include:

The quality of the work performed;

Its quantity;

Value evaluation of results.

To assess labor productivity, a fairly large number of criteria are required that would cover both the volume of work and its results (for example, the amount of revenue).

Therefore, when selecting evaluation criteria, one should take into account, firstly, for which specific tasks the results of the evaluation are used (increase in wages, career growth, dismissal, etc.) and, secondly, for which category and position of employees the criteria are established, given that they will be differentiated depending on the complexity, responsibility and nature of the employee's activities. As you know, there are three categories of managerial workers (employees): managers, specialists and other employees. Specialists develop and prepare decisions, other employees formalize them, managers make decisions, evaluate them, and monitor their implementation. Table 17 presents indicators and criteria for assessing labor productivity.

Table 17

Approximate indicators and criteria for assessing labor productivity

Positions	List of indicators-criteria for assessing labor productivity (approximate)
bank manager	Profit Profitability Profit growth Capital turnover Market share
Branch manager	The volume of loans and their dynamics The quality of lending operations The number of new customers (growth dynamics and its quality)
Heads of additional offices (heads of departments)	Fulfillment of planned targets for lending / attracting loans Volume dynamics Dynamics of labor productivity of personnel Reduction in the cost of services, products Number of complaints and their dynamics Value of overdue loans Personnel turnover rate
HR Manager (for hire)	Number of vacancies in the organization Number of applicants for a vacancy Turnover rate by personnel categories and divisions

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 the labor of employees subordinate to him (for example, the level of remuneration of employees, the motivation of personnel).

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

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

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

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

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

Make up at least 80% of all results;

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

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

To assess the performance factors, the scoring method is most often used (Table 18).

Table 18

An example of scoring the complexity of labor

The procedure for assessing labor productivity will be effective if the following mandatory conditions are met:

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

Development of a procedure for assessing labor productivity (assessment methods - management by objectives, the method of the scale of rating behavioral attitudes, the method of assessment by a decisive situation, the method of the behavior observation scale);

Providing complete and reliable information to the appraiser on the performance of the employee;

Discussing the results of the assessment with the employee;

Deciding on the results and documenting the evaluation.

The greatest difficulty in assessing the performance of managerial employees through goals is to determine individual target indicators.

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

The area of responsibility of the manager is established, i.e. each function of their number introduced into the target indicators is specified in certain economic or other criteria (profit, volume, timing, quality).

Units of measurement for each category (%, days, monetary measurements) and a system of indicators reflecting the results of activities (profit growth, etc.) are established.

For each indicator, individual performance standards are set. They must take into account all the reserves of the employee, but proceed from real premises. Chase Manhattan sets a double standard for every metric. The first characterizes "good performance", the second characterizes "outstanding".

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 this process manifests itself individual qualities employee, 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 assigned task with minimal costs, including working time, with highly efficient use of equipment and high quality 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 business activity organization personnel. It shows how the result of the work of the staff corresponds to the goals, standards, technological process and planned performance.

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

What is appraisal and why is it needed?

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

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

Labor evaluation factors and their classification

Natural biological:

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

Socio-economic:

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

Technical and organizational:

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

Socio-psychological:

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

Market:

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

Taking into account the described factors is necessary in order to evaluate the result of the work of each employee in certain conditions and time intervals. Analysis of the results of work various categories personnel differs in tasks, indicators, significance, characteristics and complexity of calculating 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 managerial level or production area. 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 client base, 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 cost is required for manufacturing process. Labor productivity of workers characterizes the profitability of the enterprise. Calculate this indicator for a single period. The data obtained make it possible to draw up planning targets: calculate future production volumes, and with them the proceeds, draw up estimates, purchase materials, hire workers, etc.

Labor productivity is characterized by two indicators:

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

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

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

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

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

Estimated is part of the balance sheet. This is profit minus tax and rent payments, interest on loans (payments by the enterprise for budgetary obligations), other creditors, owners natural resources etc. Each of the named payments within the limits of legislative norms represents compensatory, fiscal or stimulating 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:

Factors characterizing the products of labor (works and services, quality and volumes of goods produced).
Factors showing the quantitative and qualitative composition of the hired personnel, the level of payment and the degree of employment of employees.
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 an employee, to consolidate the current personnel, encouraging highly efficient labor and controlling 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 goal or task, the significance or content of the work performed, and self-respect. Providing such a reward is simple: it is enough to create the necessary conditions to work and set precise tasks.

External remuneration for work is given by the organization. It can be praise, promotion career ladder, recognition, symbols of prestige or new status, salary increase, additional holidays, 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:

It is necessary to reward or encourage morally quickly enough. The employee receiving remuneration should not lose the connection between recognition by the administration and his contribution to the common cause.
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.
The remuneration must correspond to the achievements of the employee in his field of activity.
Increase rewards when the organization is doing well and decrease when profits are down.
To carry out remuneration in the form most attractive to a particular employee.

Chapter 9

EVALUATION OF LABOR AND STAFF COSTS

Evaluation of the activities of personnel management units

Grade economic efficiency personnel management improvement projects

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.

Indicative list 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.

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.