Abstract
Content
- Introduction
- 1. The nature and objectives of personnel evaluation
- 2. Methods and techniques of personnel evaluation
- 3. Common Mistakes personnel evaluation
- Conclusions
- Source List
Introduction
In Ukraine, not enough attention is paid to the evaluation of personnel. The most effective way to identify talent and measure the results and the level of professional competence of employees, as well as their potential in the context of the strategic objectives of the enterprise is the system of evaluation of personnel.
Evaluation of staff is seen as an element of management and the system of certification of personnel employed in the enterprise in a particular modification. At the same time it is a necessary means of studying the qualitative composition of the personnel potential of the company and its strengths and weaknesses, as well as the basis for improving individual labor abilities of workers and increase their qualifications.
The central issue of personnel evaluation is to establish its indicators, evaluation criteria.
They can be characterized as general points of equal value to all employees, and specific standards of work and behavior for a particular job or a particular post.
In the first case, the assessment indicators determine the status of an employee to a particular organizational and social system, in the second – Relevant staff professional requirements.
In addition, it is a means of evaluation of personnel, allowing to determine the real state of staffing in terms of its strengths and weaknesses, prospects for further development, the extent to which the objectives of employees of the enterprise goals.
It is the basis for personnel decisions and identify the reasons for the successes and failures of personnel policy and the enterprise as a whole.
Modern trends of globalization and integration, penetrating into all parts of life in Ukraine, cause a more thorough study of the human capital as one of the key factors that directly determines these processes.
1. The nature and objectives of personnel evaluation
Evaluation of staff is seen as an element of management and the system of certification of personnel used in the organization in a particular modification. At the same time it is a necessary means of studying the qualitative composition of the personnel capacity of the organization, its strengths and weaknesses, as well as the basis for improving individual labor abilities of workers and increase their qualifications [1].
Since the results of the assessment determine the position of the worker in the production and the prospect of its movement, they are an important motivational factor in improving employment and attitude to work.
The main objectives of personnel evaluation are:
– Administrative, which consists in making personnel decisions on an objective and regular basis (location of personnel, their displacement and wages);
– Informative – providing managers the necessary data on the quantitative and qualitative composition of the staff;
– Motivational – Orientation workers to improve work in the right direction for the organization.
Of all the goals and directions of the personnel evaluation highlights key:
– To improve the management of the organization. The company can not rely on long-term development without effective people management and organization of their work.
The basis for this provision is the estimate as a starting staff to improve staff motivation and appropriate remuneration.
Evaluation of employees in the most fully covers two areas of its activity:
– Current;
– Promising.
In the analysis of current activity focuses on how the worker performs the work.
The long-term solution for the activities regulated by the alignment, rotation, movement and training of personnel, requires an assessment of skills, personal qualities, motivation, predicts potential worker [2].
When working with people organizing the data are fundamental for effective personnel decisions.
Personnel Assessment – a purposeful process of determining compliance with the qualitative characteristics of personnel (abilities, skills, motivation) requirements of the post or workplace.
Evaluation of staff provides a comparison of certain characteristics of the person – professional qualification level, business skills, work results with the appropriate parameters, requirements, standards.
Even such common human traits as intelligence, beauty, strength, accuracy determined by comparison with something, and therefore need to be assessed.
So, rightly claim that evaluate staff – it means to conclude on the basis of a comparison of the "ideal" employee with the real people working in your organization, in a given function.
Staff evaluation is to determine how much each employee achieves the expected results in the work, and meets the requirements that flow from its production problems.
Staff evaluation is a procedure carried out in order to identify the extent to which the personal qualities of the employee, the quantitative and qualitative results of work with regulatory requirements, goals.
The employee must meet the requirements of his official duties, the content and nature of the work, as well as the requirements of the organization and culture of the company.
to assess not only the potential of employees, their professionalism, competence and realization of these opportunities in the implementation of assigned responsibilities and achieve regulatory performance of the enterprise.
Assessment is required for all categories of workers, but the importance of it to certain categories is different.
Naturally, the assessment of the personal qualities and business managers, senior specialists is more difficult than the production staff. Evaluation of the production staff – the definition of certain professional and personal qualities of employees, based on their functions and objectives of the enterprise, according to the established criteria.
In this approach, personnel evaluation must include a psychological component, and be aimed at developing recommendations on how to manage the staff as a whole, and individual workers.
The evaluation allows staff:
– Planning a career and promotion of employees in the service;
– To determine the level of competence of experts;
– Get psychological portrait of people in the organization;
– To conduct an effective selection of the right people;
– Learn the specifics of interpersonal relationships and the psychological climate in the team;
– To determine the degree of satisfaction and motivation of employees in the organization;
– Finding the means to secure the right people in the organization;
– Develop an effective system of motivation of labor activity;
– Streamline methods of work with the staff.
An important objective of the assessment is to provide feedback: the employee must know how to evaluate its performance, quality performance of his desire to work with the management.
The assessment should be considered open, the employee should be discussed achievements and selected ways to improve its operations. Employees need to know what mistakes were their fault, but depend on the internal conditions of the company.
This allows you to adjust the behavior of workers and their working conditions.
Assess staff provides information on:
– The efficiency of the staff;
– The potential of specialists and their growth prospects;
– Reasons for inefficient work of certain professionals;
– The needs and priorities in education and training;
– The desire and the hope of workers;
– Ways of improving the organization of work.
In the evaluation of a number of administrative decisions based on the issues:
– Personnel selection and placement, clarification of the contribution of each employee in the company's activity;
– Promoting employees both vertically and horizontally;
– Improving the structure, style and management practices;
– Strengthening linkages administration and union leaders and subordinates.
Each of these issues related to various aspects of business valuation. For example, in employment, require, above all, assess the personal qualities of the applicant and, if certification – performance appraisals.
The regular and systematic assessment of staff provides guidance information to make informed decisions to improve wages, promotion, qualification assignment, and the like.
Of all the goals and directions of the personnel evaluation highlights key – improve the management of the organization.
The company can not rely on long-term development without effective people management and organization of their work.
The basis for this provision is the estimate as a starting staff to improve staff motivation and appropriate remuneration.
Evaluation of employees in the most fully covers two areas of its activity – current and future.
In the analysis of current activity focuses on how the worker performs the work.
The long-term solution for the activities regulated by the alignment, rotation, movement and training of personnel, requires an assessment of skills, personal qualities, motivation, predicts potential worker.
When working with people organizing the data are fundamental for effective personnel decisions.
Staff evaluation (self-evaluation and external) has two main functions: orienting and stimulating.
The orienting function is that each person through the assessment of the community and with the help of self-conscious of himself, his state and behavior, is able to determine the direction and methods of future activities.
Enabling the evaluation function is manifested in the fact that it, causing a person experiences success or failure, confirming the correctness or incorrectness of the chosen behavior, encourages people to work in a certain direction [3].
Human resource management involves the extensive use of the results of evaluation of personnel, because every organization strives to maintain the best staff, create conditions for the professional qualification of growth and at the same time get rid of workers inert, low-skilled.
The characteristic feature of an effectively functioning system of evaluation of personnel is its comprehensive nature. Thus it requires linking all the elements of the evaluation system in the management of personnel.
The value of evaluation of personnel is understandable only in the context of the personnel policy pursued by the company. It turns out it is difficult to distinguish any separate function or line of work from the entire complex of problems to be solved in the process of personnel management.
The fundamental condition for the effective operation of the system of evaluation is its comprehensive nature, taking into account the diversity of tasks undertaken by each individual company in the management of personnel [4].
The evaluation criteria should be established in the company, respectively, first, to the strategic development goals, and secondly, with the requirements defined in the analysis of the work at each workplace [5].
The criteria for assessing performance:
– Effective, professional skills, meeting deadlines;
– Hourly production;
– Marriage;
– The use of working time;
– Mindfulness; technological discipline;
– Rhythm of work; the frequency of errors.
Criteria of conduct in the workplace:
– The use of working time;
– The structure of the time spent on work assignment and workplace culture;
– Labour discipline;
– Honesty;
– Personal initiative;
– Businesslike;
– Willingness to make decisions, improve their qualifications;
– Workload;
– The transfer of professional knowledge;
– Willingness to help colleagues;
– Respect for the means of production.
For management personnel depending on the requirements apply other criteria than employees [6].
criteria of behavior and work performance:
– Professional qualification, experience and application of skills, knowledge, independence, initiative;
– The ability to analyze, to find solutions; reliable performance;
– The feasibility of the methods of work;
– Endurance load and stability, focus on results, co-operation.
Investitionstatigkeit – es ist eine Tatigkeit, fur die Bildung, Vermittlung, Anlage, der Transformation und der Erstattung von Investitionen, einschlie?lich der Verwaltung und das gesamte System der Investitions‑Beziehungen und Investitionen mit dem Ziel, der Gewinn und (oder), um eine positive Wirkung zu erzielen.
Abbildung 1.1 – das Hauptziel der Investitionstatigkeit der Unternehmen
2. Methods and techniques of personnel evaluation
Instrumentation personnel evaluation system was influenced by the needs of solving practical problems of production and management activities on the basis of certain methods.
Methods for evaluating personnel must comply with the structure of the enterprise, the nature of the activities of the personnel evaluation purposes, be simple and clear; include a 5 – 6 quantitative indicators, combined written and oral assignments.
Methods of assessment are divided into traditional and nontraditional.
The first focused on the individual employee and are based on the subjective assessment of the manager or colleagues.
The traditional methods are effective in large hierarchical organizations working in a relatively stable external environment, their disadvantage is that the assessment of an individual worker is given without regard to the purpose of the organization is based on an assessment of the head, with complete disregard for the views of colleagues, subordinates, customers and m. d.; focuses on past (achievements) and does not take into account the long-term prospects of the organization and the employee.
Alternative – consider working group (division team, team) and put emphasis on the evaluation of the employee by his colleagues and the ability to work in a group; evaluation of the individual employee and the working group is made taking into account the entire organization, and does not take into account not only the successful implementation of today's functions, but also the capacity for professional development and the development of new skills and knowledge. Nontraditional methods began to be used 15 years ago, but now serve as a "standard" methods of evaluation in many companies around the world. The literature allocate the whole system of methods, the main ones are:
– Standardized assessments – Its essence lies in the fact that the head of a special form, describing every aspect of the employee [3].
. This is a simple and accessible method, but the evaluation is subjective; Written recall leader in free or fixed form;– Arrangements workers on the basis of pairwise adjustment within the group;
– Estimates of the deviations from the average value of total employment characteristics of groups of workers;
– Evaluation of behavior in critical conditions; graphic expression evaluations;
– Method alpha – a numerical assessment (assessment of personal qualities).
The basis of alpha – a numerical assessment of the scale of staff. According to it compares labor achievements and personal qualities of the employee.
In carrying out this evaluation is necessary to determine what factors work and behavior should be assessed.
Next, you need to define standards, which will be measured according to the facts, to establish methods for measuring them.
The evaluation results thus largely determined by the ratio of managers to subordinates, which certify.
Currently, the use of a sufficiently appropriate rating scale with different levels and sublevels.
For example, some American companies use a system of seven rating levels, each of them differentiated, taking into account three factors:
A – employee assessment by comparison with the duties of his activities in accordance with the job description;
The – assessment of the extent to which the employee needs help and control by the immediate supervisor for the performance of their duties;
With – assessment of employee professional experience, he uses when performing production tasks. A summary of the results.
This method of personnel evaluation is seen as a communication mechanism by which managers and subordinates are interested in achieving productive results and the level of remuneration, satisfying both parties.
The head serves as a consultant, not an appraiser, focusing not only on the results achieved, but also on the development of skills, professional development, employee interest.
If this assessment are actively involved and the workers themselves.
There are often discussed results of work without exposing estimates. Emphasis is placed on the joint decision of the challenges and the salary is considered separately.
The method of forced choice – Experts are selected from a set of one characteristic that is most appropriate to the employee (such as work experience, ability to plan, organize personal work, observation).
The method description – provides consistent thorough characterization of the advantages and disadvantages of the employee and can be combined with the method of forced choice.
The method of deciding the situation – used to evaluate the performers, based on the description of the "right" and "wrong" employee behavior in certain situations, these descriptions serve as a benchmark for comparison if the behavior of the employee, which is estimated.
The method of assessment scale.
For this scale is based on the minimum and maximum values ??at specific intervals.
For example, knowing the maximum measured in 10 points using the following scale: 1, 2, 4, 6, 8, 10.
The method of assessment based on the detailed description of the person – given the characteristics of the formulation and evaluation of the employee to choose the most suitable for him.
For example, the attitude toward labor is estimated so:
5 – He loves to work;
4 – trying to work well;
3 – normally works;
2 – a few not serious about work;
1 – neglects to work.
The method of evaluation norm of work, ie assessment of the employee is based on the standards for the work he performs in the quantity, quality and time.
Evaluation method Committees – man's work is discussed in the group. A list of actions that are evaluated both positively and negatively, by comparing the requirements to which the employee or office concludes with the "price" of achievements.
The method of independent courts – an assessment of the human workers who are not familiar with it (5 – 7 people) on the basis of 'cross-examination ».
Method 360 ° – estimated worker supervisor, colleagues and subordinates. To be completed by general and individual for each form.
The method of modeling the situation – the creation of artificial, but close to the real conditions of work and management situations (selection of business papers, drafting documents, interviews). The assessment criterion is the ability to organize and plan, flexibility, work style, stress.
The method of situational interview – applicants describes the same situation, and then ask questions to address them.
The method of interview – the applicant is given the task to interview several candidates for jobs and to make a decision. This method is designed to check the ability to properly evaluate and select the workers.
The method of collective discussion of the candidate for the position, the method of comparison, when the candidate is compared with the real workers who are accepted as the standard.
It should be noted that in the target, planning and operational assessments both in the domestic and foreign practice in the management of all existing methods conventionally combined into three groups: qualitative, quantitative and combined.
The group of qualitative methods include methods of biographical descriptions, the business characteristics, specific oral characteristics, standard as well as the method of discussion.
The group of quantitative methods include all methods of quantitative evaluation of the quality employee.
The most common are the coefficients of a ballroom and a method.
Combined Methods – This method of expert evaluation, testing.
The evaluation of personnel form the following documents:
– Results of testing (examination) professional knowledge and skills;
– Social – a psychological portrait of the person;
– Evaluation of business and moral qualities;
– Analysis of the bad habits and hobbies;
– Assessing the level of production skills.
Evaluation of labor production and management personnel is widely used in enterprises, since the 70-ies of XX century, and is built on a system of points. In 1989 the Research Institute of Labour (d .. Moscow) was issued guidelines that served as a basis for improving the practice of personnel evaluation based on a points system.
The main idea of ??this evaluation – quantitatively expressed by points as the essential characteristics of the worker and the work he performs. To quantify the characteristics of the employee subject to his professional qualification level (K) and business skills (D), which create the necessary prerequisites for the implementation of the respective functional responsibilities.
Over the features that characterize the work, taken complexity of functions (f) and the concrete results achieved (p).
These attributes are closely interrelated. Thus, the assessment of current performance confirms the assessment of business skills. Correlate vocational qualification level of the employee and the complexity of its work.
For a comprehensive assessment of the personnel it is advisable to consider these characteristics together.
A comprehensive assessment of a particular employee (CRC) is calculated according to the formula
CRC = 0,5 – R – Rn + Sf – Pp, (1.1)
where 0,5 – factor.
The elements of a comprehensive assessment have varying degrees of permanence. If the vocational qualification level, quality and complexity of the business functions performed, virtually unchanged, the performance appraisal is the most dynamic and on a monthly basis.
Professional – employee qualification level is determined by the total of all categories of staff set of objective evidence, which are: education, professional experience, active participation in the continuous improvement of professional skills.
To assess the professional qualification of workers, professionals and managers use a single set of attributes for a specific value of the same.
By training all employees are divided into five groups, each of which corresponds to a certain numerical score (Table 2.1).
In methodical recommendations SRI work experience evaluated:
– Up to 15 – five years for each year – 0.01 points;
– 15 years or more – 0.15 points.
According to the overall assessment of professional qualification of the procedure take into account the active participation in the system of continuous improvement of professional skills in various forms of training.
Evaluation of the activity of workers, students may be so:
– Short-term courses, internships at the company, targeted courses and mass forms of education
– Education at the school for working youth
– Getting a second profession, specialty attested
– Refresher courses (once every 4 years) with a certificate
– Education at the university
Ratio professional qualification level is determined by the formula:
Kn = (O + C + A) / 0,85, (1.2)
where O – formation evaluation;
With – evaluation of professional experience;
A – Active participation in lifelong learning;
0,85 – Maximum Score vocational qualification level.
Evaluation of staff in all categories and his work directly with the end results of the company.
The work of such products, and it – immutable law of production.
As a target, planning and operational evaluation of the existing methods are combined into three groups: qualitative, quantitative and combined.
Methods of personnel evaluation should be divided into methods of individual and group assessment methods:
The methods of individual assessment are:
– Evaluation questionnaire is a standardized set of questions;
– About given the choice;
– Behavioral rating scale;
– Opisuvalny method of assessment.
Methods Group estimates give an opportunity to compare the effectiveness of the personnel within the group of employees to compare with each other. There are:
– The method of classification;
– Alternative Method of classification;
– The method of comparison in pairs;
– The method given distribution [7].
Evaluation of employees is not difficult, but it is advantageously carried out in an integrated manner, taking into account the professional – qualification level, business skills, the complexity of features and results.
Evaluation of the qualifications of employees is carried out on the most versatile features, significantly affect the personal productivity, morale – psychological climate in the team, which means that the whole atmosphere of the labor process and its practical results.
The following table provides a recommended list of possible characteristics to assess the professional qualities of workers.
Each evaluation business skills has four detection level and evaluated in points:
– Low 0,5;
– Average 1;
– Above average 2;
– With the high score.
The rating of from 0.5 to 3 points is set for each of the employee attributes given its specific value. Evaluation of the entire set of business skills is determined by the levels of evaluation, taking into account evidence of their relative importance. Difficulty rating functions performed by workers. Difficulty rating functions performed by employees, held on the grounds, covered in tariff – qualifying reference and reflected in wage categories, as well as takes into account not included in the reference signs, but those that affect the complexity of the workers and require them to greater stress, experience, efforts, namely the variety of work, the management element, gang, more responsibility in the process, working on the basis of self-control. Evaluation of the workers into account quantitative and qualitative parameters of work performed, as well as their rhythm. According to the guidelines of, features and price, the following scores.
Using the aggregate results across the board, it is possible to carry out a comprehensive assessment of the worker and his work.
The results of evaluation should be considered in the process of moving frames. Here, you must adhere to the results of assessments of raising or lowering employees for positions qualifying category, as well as taking into account their interests, abilities and opportunities. The essence of the problem and the evaluation of personnel must be available and understandable to the basic structure of employees in both the production and management personnel.
The ultimate goal should be to make estimates Bat staffing companies highly qualified staff and improving its performance.
Bei der Erreichung der gesetzten Ziele der Verwaltung der Investitionstatigkeit wird eine Reihe von Funktionen (Abbildung. 1.2).
Abbildung. 1.2 – Management-Funktionen der Investitionstatigkeit
3. Common Mistakes personnel evaluation
Evaluation anyway performed at each stage of work with the staff.
An unscheduled assessment is carried out, when the leadership is forced to resort to the procedure, such as hiring a new employee, a new employee in passing the test when it detects what – or problems in the interaction between departments or reorganization of the company, at the request of the employee salary increase, or transfer to a new position, and so on. d.
In this case the initiative comes from the employee's immediate supervisor.
The planned evaluation of personnel is usually held on the initiative of the General Director, as it allows to analyze the state of affairs within the company and helps in building a strategy for further development.
Accordingly, the purpose of the assessment personnel will be different.
In the context of the planned evaluation of this can be compilation of individual career plans, a system of education and training, the creation of a personnel reserve, the revision of the incentive scheme, to develop an action plan for the development of the internal PR and HR brand, validation techniques of recruitment, changes in the organizational the structure of the company and introduction of new staffing positions.
Emergency assessment is carried out for a decision on a particular issue, and its results are more operational than strategic in nature.
Based on the purpose of personnel evaluation, assessment procedures.
There are several types of assessment procedures.
First, it is directly the estimation of personnel, which is used to evaluate the employee, his personal qualities and professional knowledge, skills and abilities.
Secondly, this performance evaluation is inherently summarizing employee for a certain period of time.
The third type of evaluation procedure – job evaluation includes an assessment of the importance for the company a certain position, followed by the assessment of its value.
Not knowing the differences between the assessment procedures, differ in goals and methods of implementation, creates one of the common mistakes of personnel evaluation – mix them in a single procedure.
Another common mistake in assessing a staff discrepancy between the stated objectives of the real, or, conversely, the coincidence of methods to address several objectives, mistrust of personnel procedures and results of the evaluation. For example, quite often to assess employee concerns the definition of requirements for staff training, and by the end often held mass layoffs and dismissals.
The employees are able to understand that, in this case, the tool uses the same as in the conformity assessment officer his post (questionnaires aimed at clarifying the professional knowledge and skills, specially designed "cases", interview competency tests capacity), changing its material rewards, assessing the potential for advances in employee talent pool.
This situation is a natural reaction of rejection, the person closes his answers are not reliable enough.
To talk about getting feedback is no longer necessary.
One of the possible ways out of this situation is to assess the training needs of the employee strength of his immediate supervisor.
But in order to determine within the framework of the current activities of the employee, why and how it should be taught, it becomes particularly important professional competence of the manager, possession of the skills of personnel evaluation, as well as the ability to provide timely and receive feedback.
Another way to overcome the difficulties arising from the – for confidence in the staff evaluation is to ensure a transparent uniform system of evaluation, training and desirable incentives.
In this case, it is not only important, but necessary drafting a clear list of competencies, training, courses, certificates, necessary to engage in a certain position; provision and development of professional broadcast variability depending on identified during the assessment of his potential abilities and interests.
A clear system of incentives, corresponding to the evaluation system and training staff to promote understanding, which should be learning and how learning outcomes will affect them personally.
These measures will enhance the confidence of employees, not only to the evaluation of personnel, but also to the management of the company as a whole.
One of the possible errors in the assessment is the lack of personnel competency model relevant post valued employee.
Without such a model, there is no clear idea of ??what needs to be evaluated and on what criteria.
This results in an unnecessary waste of resources (both human and material), since the value of the results of such an assessment is practically zero.
It is not always correct is to use the evaluation staff of certain procedures that were originally used in clinical psychology.
They can be used as an auxiliary tool to determine the status of the person at the time of assessment, but to consider the results as basic and taking on the basis of their managerial decisions is hardly possible, since these results are not sufficiently correspond with the necessary competence to class which – or positions, and can be questioned both by the employee and by the judicial authorities.
It is necessary that the evaluation procedure was accompanied by qualified personnel.
This is to avoid a number of errors:
– The so-called edge effect due to the fact that the head remains in the memory, only the last operation period (a week, a day), other periods thus fall from the estimate;
– The bias of the observer, as a result of which the particular person is replaced by the results (for example, closed, neobayatelny person may be a low estimate, whereas sociable, establish a good relationship in the collective employee will receive high estimates);
– The impact on the observer stereotypes regarding gender, age, marital status, etc.;
«Effect honors' when an employee is objectively deserves a bad evaluation, but the interviewer influenced the authority employee overestimates his assessment;
«The effect of contrast» – the tendency to allocate an observer at the employee traits own opposite;
«The effect of similarity» – the tendency to allocate an observer at the employee traits similar to their own;
«Gala effect» – one factor influences the other, resulting in a generalized impression of the observer leads to the perception of rough behavior, ignoring the subtle differences;
«The effect of leniency» – trend observer always give a positive assessment of what is happening;
«Grupping» – arises in situations where the observer is not inclined to differentiate the assessment of the group, although, for example, the department has attained poor results, not necessarily all bad employees worked.
A common mistake in the approach to the evaluation of personnel is the lack of understanding of the differences between the actual assessment and certification of personnel, although the differences between these two procedures is quite substantial. In the first place are not the same regulatory framework: evaluation of regulated local regulations of the enterprise, and certification – federal regulations.
A common mistake in the approach to the evaluation of personnel is the lack of understanding of the differences between the actual assessment and certification of personnel, although the differences between these two procedures is quite substantial.
First of all, not the same regulatory framework: evaluation of local regulations of the regulated companies.
The purpose of personnel evaluation is much wider purposes of certification.
Certification is aimed solely at identifying compliance specialist position, and takes into account only the professional knowledge and skills of the employee (excluding personal characteristics, which, however, also affect the overall performance) and only at the moment, that is not assessment of abilities, potential employee.
Staff evaluation shows not only the workers concerned his position, but also aim to assess the potential of employees, planning his career, getting feedback, and others.
To assess the staff, held in a company is only using the term "certification" as the procedure takes on a different meaning, a different legal status, as well as the decisions made on the basis of its results.
It is necessary to use these terms in view of the fact that there is a possibility of the trial with the worker disagree with the decisions taken on the basis of the results of the evaluation or certification of personnel.
Errors in the evaluation of staff leads to a distortion of the results and, as a consequence, the adoption of inadequate management decisions. To avoid this, you must carefully consider the development and implementation of the evaluation procedure.
The first step is the decision of the leadership of the procedures for evaluation. In order to understand the feasibility of assessment is necessary to determine the purpose for which it will be carried out and the effect on employee motivation, it is advisable to conduct a preliminary survey of staff.
It is necessary to analyze the different methods of evaluation and on this basis to decide on the method of assessment that will be used.
Then, the decision on the composition and the establishment of a working group to assess the personnel, which is developing a detailed action plan for the establishment and implementation of the evaluation system.
There are several stages of creation of the evaluation system.
During – the first, a system of competencies for each post.
During – secondly, it is necessary to clarify the company's organizational structure, line submission system of business – planning and key performance indicators.
It is important to relate the assessment of the personnel system of compensation and benefits, training and development, career planning and other staff. It should also be clarified and review job descriptions and individual key performance indicators, which should correlate with corporate performance indicators.
After the approval of the General Director of the results of the working group should prepare the following documents:
– Regulation on the evaluation of personnel in the enterprise (must contain objective of the evaluation, a description of the procedures and plan – a timetable for, and the decisions that will be taken on the basis of assessment);
– Evaluation forms;
– Instructions for the manager and staff (they must contain a description of all phases of assessment, recommendations for completing the evaluation forms and evaluation of the interview).
It is desirable to organize information support assessment procedures within the company.
In addition, the need to conduct training seminars for staff evaluation (seminar schedule should be drawn up and agreed upon in advance).
During the seminar wishes leaders necessarily fixed, and based on these adjustments are made.
After that the actual assessment of staff. At this stage it is very important advisory support managers and employees from the HR.
After the acquisition, processing and analysis of the data can be directly approached to management decisions based on the evaluation of personnel.
These include:
– Increase employee positions;
– Increase employee's salary;
– Provide staff development;
– Adding a new position in the company;
– Changing the system of motivation and incentives for staff;
– Revision of the training system;
– Changes to the organizational structure.
A year later, it is necessary to collect comments of employees and managers about the effectiveness of the assessment personnel.
Conclusions
Evaluation of staff is one of the most important components of the personnel management system.
On the Ukrainian enterprises for the evaluation of personnel is still characterized by incomprehensive;
a lack of systematic and regularity in the application of evaluation procedures. The characteristic features of current Ukrainian personnel evaluation system should include and focus on simplified procedures for assessment.
Therefore, to enhance the evaluation of personnel is necessary: ??
the spread of modern methods of assessment for all categories of staff;
the expansion of personnel access to the results of its evaluation;
active involvement of staff in the process of evaluation through the involvement of self-awareness activities and the development of measures to improve the work;
expansion of the evaluators, in which role other than immediate supervisor, top managers often act, colleagues, subordinates. Periodic assessment to determine the employee is a valuable enterprise;
to prove the feasibility of pay increases;
to evaluate the effectiveness of the service personnel.
In addition, it is a means of evaluation of personnel, allowing to determine the real state of staffing in terms of its strengths and weaknesses, prospects for further development, the extent to which the objectives of employees of the enterprise goals.
It is the basis for personnel decisions and identify the reasons for the successes and failures of personnel policy and the enterprise as a whole. Modern trends of globalization and integration, penetrating into all parts of life in Ukraine, cause a more thorough study of the human capital as one of the key factors that directly determines these processes.
So come to the fore questions about personnel management, in particular the evaluation of its performance and capacity.
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