Personnel assessment in the organization. Basic methods of personnel assessment What is the purpose of the personnel assessment system

Personnel assessment methods- This effective tools management, allowing to objectively assess the contribution of employees to the achievement of common goals, to identify promising employees, their personal and business qualities.

The simplest example is the selection of employees when hiring. Many enterprises also conduct recertification of employees, which helps determine the level of competence and professionalism. But the real problems that can be solved using modern personnel assessment methodologies are much broader.

Objective is an opportunity to clearly define the place and role of each employee in the company, identify promising, ambitious people, and weed out unreliable and incompetent personnel. All this is aimed at increasing the efficiency of an enterprise or organization, successfully achieving goals and objectives. According to statistics, 72% of companies use personnel assessment methods to hire employees, 62% to promote their employees, 40% to identify promising employees.

Methods for assessing personnel in an organization should be selected based on the goals and objectives set. For example, to determine the level of professionalism of employees, you should opt for a combined assessment: testing, interviewing or working on “simulators”.

To compile psychological portraits of employees, a testing or interview method is suitable, which will allow the implementation of a scoring technique or another quantitative method. And to identify business or professional skills, HR managers most often choose business games./

When conducting assessment work and analysis, the competence of experts, the availability of a prepared methodological base (cases, tests) and procedures come to the fore. Only in this case can we talk about an objective assessment, which can later be used to optimize the company’s structure, promote promising employees, set bonuses, set wages, etc.

Free catalog of policies and procedures for evaluating personnel in an organization

Basic techniques

All main methods are divided according to their focus: qualitative, quantitative, complex and combined. They differ in evaluation criteria and the set of tools used by the HR department or management.

Qualitative methods of personnel assessment.

1. Matrix. Provides for comparison of employee characteristics with the initially specified (reference) ones. This method is the simplest and most common.
2. Method of arbitrary characteristics. It involves identifying the employee’s best achievements and strengths. The data is compared with the most serious errors in the work, from which conclusions are drawn about success and efficiency.
3. Method for assessing the completion of assigned tasks. Allows you to obtain generalized conclusions about the employee’s work, since it evaluates his work activity as a whole (often as a result of a conversation).
4., including assessment of each employee by management, colleagues, subordinate personnel and self-assessment.
5. Group discussion method. It involves an open discussion of the employee’s work results with experts, representatives of the HR service and management.

Combined methods of personnel assessment.

1. Test method. Evaluates personnel based on the completion of assigned tasks.
2. Method of summing up scores. It is necessary to evaluate all employee characteristics on a given scale, after which the average indicator is compared with the standard.
3. Grouping method. Involves organizing workers into groups based on work results.

Quantitative methods.
1. Ranked. Compiling ratings of employee success and efficiency. They are compiled by several managers, after which the data obtained is compared, and the personnel occupying the lowest positions are reduced.
2. Scoring. Provides for the awarding of points to each employee for specific achievements in their work activities. At the end of the period (usually a year), all points are summed up and the most successful and lagging employees are determined.
3. Free scoring. The process involves assessing each employee’s quality (personal or professional) by independent experts. The points received are summed up.

These methods are considered the most objective, since they allow us to draw general conclusions and express them in numerical equivalents for further comparison.

Another effective personnel assessment is comprehensive. It involves the implementation of a certification methodology that allows us to identify the level of compliance of an employee with his position in the company. Many companies practice certification of all employees once a year.

Psychological methods of personnel assessment

Psychological methods of personnel assessment are of great interest to modern HR management. They allow us to determine not only the existing personal and professional qualities, but also to identify prospects and opportunities for the development of each employee.

Psychological methods for assessing professionally significant personal qualities of employees may include:

conversations;
interview;
business cases;
psychological testing;
the use of “archival” methods;

Also, when conducting a psychological assessment, a structured interview, training exercises and a self-presentation method are often used.

Psychological methods are implemented by experts in the field of psychology, who select the appropriate methodology and reliably transform the results into visual conclusions. Psychological assessment methods provide high accuracy and good detail, but can be expensive for the company due to the need to attract professional psychologists for the objectivity of the analysis of work performance. This seems most reasonable for assessing the leadership potential of employees, the psychological portrait of future managers, and introducing a system for assessing staff performance.

Nonverbal personnel assessment technique

Non-verbal technique belongs to the category of non-traditional methods. It is most often used when hiring a new employee, when difficulties arise with an objective assessment of the psychological portrait of the applicant for a vacancy, his professional qualities. Nonverbal methods allow us to determine with great certainty:

temperament;
communication skills;
strong-willed qualities;
leadership skills.

Specialists who use nonverbal techniques to evaluate working personnel analyze during a conversation with an employee (or potential employee):

total duration of answering questions;
duration of pauses;
complexity and nature of statements;
errors;
reservations;
corrections in speech;
presence of speech defects;
facial expressions;
breath;
coughing;
gestures;
posture changes;
direction of view.

It is the involuntariness and spontaneity of a person’s nonverbal reactions that allow experienced psychologists to see a person’s true emotional state, even if he tries to disguise it. Non-verbal communication, unlike verbal ones, contains virtually no deception, so specialists have the opportunity to assess the employee’s true intentions, and not just declarative statements.

Modern methods of personnel assessment

Modern methods represent a combination of the most objective and effective traditional methods. Assessment centers, which represent centers for assessing personnel and performance results, have become widespread. Work in them is based on simulating situations in which an employee is able to demonstrate his strengths in the workplace, both in terms of personal qualities and professional skills. Such exercises usually include:

analytical presentations;
written business exercises;
group discussions;
personality questionnaires;
role-playing games.

Modern methods of personnel assessment show the most promising areas of employee development and allow a comprehensive assessment of the necessary personal data to perform job duties. Often, such methods are automated and computerized classical methods for assessing business qualities, significantly simplifying the interaction between the employees being assessed and experts (brought in from outside or employees of the same company).

Modern popular methods for determining employee competencies include the “360 degree” method. It was developed in 1987. In Russia, the method gained popularity only in the 2000s. Its main advantage is that it involves determining suitability for the position held and feedback, which is implemented through the employee’s self-assessment.

Particularly important is the complete anonymity of the survey using the “360 degree” method. If this requirement is neglected, the correlation with independent testing is less than 1%, and the technique becomes completely ineffective. Assessing an employee using the “360 degree” method is considered stressful, so it is recommended to use it when planning further career advancement or creating a list of employees sent for training, etc. The assessment must be clearly justified.

Examples

As an example of conducting a comprehensive assessment of personnel at an enterprise or organization, the following cases can be cited.

1. The HR department is tasked with assessing employees on their intellectual level, diligence, communication skills, desire for self-development, stress resistance and non-conflict. These qualities are important for effective and successful work. To systematically assess such a large set of characteristics, complex methods were chosen, including psychological testing, competency interviews, training exercises on communication skills and a “360 degree” assessment.

2. The distribution company assessed the professionally significant personal qualities of managers working with clients. It is necessary to evaluate achievement orientation, organizational skills, charisma, and the ability to competently express one’s thoughts to the public. A set of tools for assessing such characteristics was selected as follows: self-presentation, business case, psychological testing.

3. To assess the leadership qualities of personnel at a large industrial enterprise, an assessment of the most promising employees was carried out. For this purpose, a third-party expert organization was invited, which proposed the following set of assessment tools: interviews, psychological testing, written business exercises, role-playing games.

Improving methods for assessing personnel performance

In order for personnel assessment work at an enterprise or organization to constantly improve and become more effective, a number of factors must be observed:

interest from management;
involvement of competent highly qualified specialists in the assessment to assess the characteristics of workers and their professional activity;
documenting the operation of the personnel evaluation system;
regularly informing employees about the implementation and operating principles of the personnel evaluation system;
establishing a strong and clear connection between the assessment system and the work motivation system.

Compliance with all of the above conditions creates the necessary minimum basis for the successful implementation of a system of employee assessment and improvement of the method used for assessing the results of personnel work in the organization.

The main requirement for the system is efficiency. If, based on the results of the personnel assessment, there have been no changes in the company staffing table, wages, bonuses for employees, then the assessment system will be perceived as an unnecessary link in personnel management.

The system will be effective when employees who receive high ratings in the evaluation system will have increased bonuses compared to those who received low results. Alternatively, successful employees can be sent for training, advanced training, enrolled in the personnel reserve, awarded vouchers or valuable prizes.

In addition to being effective, the personnel evaluation system must be practical (easily applicable in practice). The constantly improving assessment system allows:

accurately determine the performance of employees;
form a personnel reserve in a timely manner;
create a corporate identity and a clear understanding of corporate objectives and goals.

To improve the system and methods for assessing the organization’s personnel and the results of their work, the following is required:

increasing the role of the personnel service in the enterprise;
competent regulatory and legal support for assessment activities;
introduction of instruments of responsibility for made personnel decisions;
development of a personnel recruitment and selection system;
quality improvement vocational training workers.

It is necessary to eliminate all unnecessarily complex methods and techniques, and try to establish the most objective evaluation indicators that will not cause resistance and negative attitudes from employees.

Methods for assessing personnel when hiring

Hiring personnel is always a responsible decision that can affect further development company, especially when it comes to top management. Therefore, the enterprise needs to develop an objective system for personnel selection, which will allow assessing professional achievements and personal qualities.

Most often, personnel services use the following 3 methods when hiring.
1. Psychological testing.
2. Interview. Includes situational behavioral interview and competency assessment.
3. Nonverbal assessment methods.

Methods for assessing candidates for vacancies are selected based on the characteristics of the company’s field of activity and the vacancy itself. They will be radically different in the case of selecting a workshop foreman and a sales manager, since they require the assessment of various personal qualities necessary for successful professional activity.

Methods for assessing the effectiveness of personnel management

Assessing the effectiveness of personnel management is a tool that allows you to determine how effectively it works personnel service, to what extent the costs associated with the implementation of the HR program are justified, how successfully employees can realize their potential.

Key performance indicators of the personnel management system:

labor productivity;
personnel costs;
quality of products (services);
psychological situation in the team;
level of staff satisfaction;
effectiveness of implementation of management programs.

When assessing the effectiveness of employee management, the organization of managerial work and the quality of personnel management are taken into account. The following methods are used for this:

mathematical and statistical modeling;
based on the experience and knowledge of professionals;
based on the analysis of information flows;
complex techniques.

Evaluation of the effectiveness of personnel management is carried out systematically. It is the comparison of current and previous assessment results that will make it possible to analyze the dynamics, see the improvement or deterioration of the enterprise’s personnel policy and take timely corrective measures.

Personel assessment is a purposeful process of establishing compliance of the qualitative characteristics of personnel (abilities, motivations and properties) with the requirements of a position or workplace.

The personnel assessment process consists of the following elements:

Theory and practice of assessment.

Evaluation of individual contribution.

Personnel certification.

Assessing employee potential.

Based on the degree of this compliance, the following tasks are mainly solved:

choosing a place in organizational structure and establishing the functional role of the employee being assessed;

development of possible ways to improve the professional or personal qualities of an employee;

determining the degree of compliance with the specified criteria for remuneration and establishing its value.

In addition, a business assessment of personnel can help in solving a number of additional tasks:

establishing feedback with an employee on professional, organizational and other issues;

satisfying the employee’s need to evaluate his own work and quality characteristics.

Business assessment is a critical component of the personnel selection and development process. There are two main types of business assessment:

assessment of candidates for vacant positions;

current periodic assessment of the organization's employees.

Both types of assessment allow solving basically similar (from the above) problems, therefore, in their formulation, the word “employee” should also be understood as “candidate for a position.”

Domestic and foreign practice of business assessment of candidates for a vacant position allows us to talk about four main stages that determine the content of the assessment process of this type.

These typical stages include:

analysis of personal data;

making inquiries about the tested employee (at the place of previous work or study);

verification tests;

interview.

The current periodic assessment of an organization's employees usually comes down to two main stages:

assessing the results of work and the factors that determine the degree to which these results are achieved;

analysis of the dynamics of labor productivity over a certain period of time, as well as the dynamics of the state of factors (conditions) influencing the achievement of results.

The organizational procedure for preparing a business assessment involves the following mandatory activities:

developing a business assessment methodology (if appropriate, such a methodology can be purchased) and linking it to the specific conditions of the organization;

formation of an assessment commission with the involvement of the immediate supervisor of the employee being tested, specialists from higher, equal and lower levels of the hierarchy, as well as specialists from the organization’s personnel management service or specialized assessment centers;

determining the time and place of the business assessment;

establishing a procedure for summing up the assessment results;

elaboration of issues of documentation and information support of the assessment process (formation of a complete set of documentation in accordance with the assessment methodology, its reproduction, distribution and determination of channels and forms of information transfer);

consultation of appraisers by the developer of the methodology or a specialist who knows it.

The main player in personnel assessment is the line manager. He is responsible for the objectivity and completeness of the information base necessary for the current periodic assessment, and conducts an assessment conversation with the employee. The opinion of the future immediate supervisor is decisive when assessing candidates for a vacant position. When forming the current periodic assessment, the opinions of colleagues and employees who have structural relationships with the employees being assessed, subordinates, results in the field of business assessment and the results of the employee’s self-assessment are summarized.

In some cases, the commission includes a manager at a higher level of the organizational hierarchy (for example, the head of a functional subsystem, the overall management system of an organization).

The central issue of any business assessment is the establishment of its indicators. They can characterize both general aspects that are equal for all employees of the organization, and specific standards of work and behavior for a specific workplace or specific position. In the first case, assessment indicators determine the employee’s belonging to a specific organizational and social system; in the second, the employee’s compliance with professional requirements.

Personnel decisions should not be different for individuals of different gender, age, nationality and religion.

A formal system for filing complaints and reviewing decisions within the firm should be available to those who disagree with those decisions.

More than one independent appraiser should be used.

In all actions, it is important to be guided by the official system for making personnel decisions.

Those conducting the assessment must have access to materials characterizing the performance of the employee being assessed.

Qualities such as “reliability,” “energy,” “ability,” and “personality” should be avoided.

Performance assessment data must be verified empirically.

Performance standards must be known to employees.

Appraisers should be provided with guidance on how to conduct performance appraisals.

Assessment should be based on individual specific job skills rather than in a “general” manner.

Workers should be given the opportunity to receive opinions regarding their qualities.

With all the variety of assessment indicators, they can be divided into several groups:

labor productivity;

professional conduct;

personal qualities.

In assessing labor productivity, one should distinguish between the so-called “ hard" and "soft" indicators.

“Hard” indicators are quite easily measurable and are, as a rule, covered by the organization’s information system. Indicators of this type can be formulated subjectively by the developer of the assessment methodology, but they must be amenable to fairly objective quantitative assessment, for example, by the manager. The production system of the organization, as well as divisions in the management system that have pronounced relationships with the external environment, are most consistent with the “hard” indicators: the marketing department, the logistics department, the chief mechanic department, etc.

“Soft” evaluation indicators are determined by the dependence of the subjective opinion of the evaluator and are used in a department with limited ability to measure a specific result (for example, in research departments).

Despite the importance and priority of labor performance indicators, you should always remember the following rules:

do not give clear preference to any one indicator or to a given group of indicators in general, as this leads to employees neglecting other, often equally important aspects of activity;

determine the necessary and sufficient number of indicators so that, on the one hand, they cover all the essential aspects of labor productivity, but, on the other hand, do not overload the assessment.

These rules are important not only for this, but also for subsequent groups of indicators.

Indicators of professional behavior are conventionally divided into factors (or conditions) for achieving labor results and indicators of direct professional behavior.

The factors (or conditions) for achieving labor results are understood mainly as the ability or desire to perform general management functions both in relation to other objects of influence and in relation to oneself: planning activities, organizing and regulating the process, accounting and monitoring the progress of work. In other words, these indicators characterize the degree to which an employee creates his functional role.

Indicators of direct professional behavior cover such aspects of activity as cooperation and collectivism at work, independence in solving certain problems, readiness to accept additional responsibility or additional workload, etc.

At the same time, it is important to take into account the fact that directly observable behavior is really necessary when performing work and that its inclusion as an evaluation criterion does not interfere, but rather contributes to the achievement of certain results (in some cases, these results can be considered as joint for the interacting parties). When developing these indicators, it is important to specify them, which will weaken or eliminate the possibility of multiple interpretations on the part of the appraiser.

The third group of assessment indicators is personal qualities. Despite its apparent simplicity, this group of indicators is associated with great problems in their selection, formulation and accounting. This is due to a wide range of personal qualities, significant subjectivity in their perception and an increased likelihood of violating the rules for choosing criteria that were formulated earlier when considering performance indicators. The main problem lies in the lack of possibility of direct observation of personality properties.

If we observe people while they perform certain work, then we can talk mainly about their behavior and the results achieved and, to a lesser extent, about personality traits. The difficulty lies in the fact that any pattern of behavior can be the result of the action of unmanifest personality traits. An unambiguous assessment of these properties is possible with repeated, fairly constant observation of the employee, which is actually a very difficult matter and often leads to a distorted perception of the employee by the appraiser, since the systematic assessment is not ensured. At the same time, a certain personal property may be considered as the potential to achieve a result for another person, but for another it may not be such.

These features of the use of personal characteristics as indicators of personnel assessment require a careful and balanced approach with mandatory combination with other groups of indicators.

One of the most important issues when conducting a business assessment of personnel is the choice of methods by which certain indicators are assessed.

In any case, the method or method of assessment should ensure the greatest possible objectivity in measuring specific indicator values. It is necessary to point out the importance of observing the following condition in the assessment methodology: the need for a detailed description of the quantitative and qualitative interpretation of the possible states of the indicator. In this case, we are talking about the desire to minimize the subjectivity of assessments, since it is hardly possible to find a way to achieve their complete objectivity. Various methods of personnel assessment are given in Appendix 14.1.

The principles for distinguishing two groups of assessment methods can be formulated as follows:

assessment indicators are preset (testing, expert assessments, comprehensive labor assessment method, etc.);

the appraiser is free to choose these indicators (business game, self-report, method of analyzing a specific business situation).

When using methods with preliminary establishment of evaluation indicators, the developer of the evaluation system determines what should be evaluated and what signs to focus the appraiser on.

When assessing, several methods are used that determine the features of identifying specific indicator values:

the characteristic value is set on a scale for each employee (scaling method);

several estimates are ranked in relation to one value (rank ordering method);

an individual employee is characterized in terms of the presence and absence of the proposed indicator value (method of alternative characteristics).

Today, in conditions of fierce competition, enterprise managers pay increased attention to personnel verification. The success of the company directly depends on the criteria by which the staff is formed and how effectively their potential is used. And good leaders understand this very well. Due to the demand dictated by the realities of the time, higher education institutions began to graduate specialists of a new level - personnel managers. Courses in this specialty are also very popular. They enable middle managers to quickly acquire new skills necessary for effective work.

At first glance, it may seem that not every enterprise and company needs HR specialists. However, in reality, they perform very important work that cannot be delegated to other employees. Highly qualified management personnel have a wide range of techniques and methods for assessing professional performance. Moreover, in this process the acquired experience is very important, and managers’ own developments often prove effective. Today we will describe the process of conducting personnel assessment and touch on all its stages.

Personnel evaluation: some general information

For the first time, people started talking about personnel testing with a scientific approach to this issue around the twenties of the last century. The greatest interest in this process was seen among American businessmen, who tried to use every opportunity to increase labor productivity.

Thirty to forty years later, specialists appeared who deal only with personnel issues. They began to be trusted with recruiting employees for production and analyzing their level of qualifications relative to their positions. In this regard, there was a need to develop basic knowledge that could become fundamental tools in the activities of HR managers. Thus, types of personnel assessment, analysis methods and classification of criteria by which the professional suitability of employees are determined were developed. Of course, at this time they were still, so to speak, “raw”, but nevertheless they gave good results.

In the nineties, courses for HR managers became increasingly popular. Gradually, the new direction transformed into a full-fledged scientific discipline, which to this day systematizes the accumulated knowledge acquired over the years of its existence. Most successful companies do not skimp on HR specialists, who can either be part of the organization’s staff or be civilian employees. Today, large entrepreneurs try to analyze the activities of their employees at least twice a year. This kind of forethought allows you to save money. work time, wages, make the most effective personnel changes and in other ways increase labor productivity, and, consequently, the performance of the enterprise itself.

We will give an assessment and classification a little later) can be represented as a set of several systems that act as tools. The latter allow you to most effectively perform personnel management functions. These include:

selection of employees;
determining a workplace for them;
motivational component;
employee training;
development of individual abilities of staff that contribute to career advancement;
formation of a reserve personnel base;
resolving all personnel issues, including reshuffling in all categories of personnel.

We have listed the main functions of managers above, but this does not reveal much about their relationship with assessment activities. But this question is very important in the topic we are studying. We will talk about this later.

Human resource management functions and employee performance assessment

Before moving on to the types of personnel assessment, it is necessary to talk in more detail about the relationship between assessment activities and the main functions of managers, which we have already listed. So let's take a closer look at these processes.

Without personnel planning, it is already extremely difficult to imagine the work of any enterprise. Even small firms are trying to pay significant attention to this issue. Based on the assessment results, the HR specialist identifies the level of qualifications of existing employees, and as a result of the analysis, the company’s need for new personnel becomes clear.

Recruiting new employees for any HR manager can be a challenging process. Thanks to the application different types Personnel assessment specialists determine how effectively a company uses its resources to attract highly qualified workers.

Without training its staff, any company is doomed. She will not be able to keep up with the times and will quickly lose her position to business competitors. Therefore, assessment activities will allow us to draw correct conclusions about how high the employees’ need for training is. Also, by assessing the company’s personnel, it is determined whether the existing training programs correspond to the spirit of the times and what results they give in reality.

Without exaggeration, the personnel reserve can be called the “golden” reserve of an enterprise. This database is replenished based on the results of assessing the activities of employees and their effectiveness in various work processes.

Personnel training and development are very close, but still not identical functions. in this area determines not only the qualification levels of personnel, but also their yet to be revealed potential. But for its 100% disclosure, training will be necessary, which we have already written about earlier.

Without motivational and stimulating components, the process of interaction between employer and employees is impossible. More precisely, it can be effective for only a short period of time. Then the introduction of certain motivational systems is required. The assessment will help you choose the most effective tools that stimulate employees to produce higher performance indicators.

The process of personnel assessment at some stages of the organization work activity is an integral part of it. For example, it is impossible to imagine a reception at workplace a new employee without a specific assessment of his personal and professional qualities. Also, when promoting certain employees, a thorough analysis of their activities and the potential that can be revealed in a new position is carried out.

Objectives of employee evaluation

Management personnel primarily care about increasing the efficiency of each individual employee and the entire enterprise as a whole. But this is a kind of generalized formulation of the goals that the manager pursues when introducing an assessment procedure into everyday work. The scientific justification for goal setting of this process covers it more widely. It is believed that the main goals in the assessment activities of enterprise employees are three:

Identifying the benefits of maintaining an employee. This is done by determining the ratio of costs for each specific employee and the quality of work performed by him. After receiving the results of the personnel assessment analysis, the manager can decide whether to continue to keep the employee in his place or to reduce staff.
Identifying employee potential. Assessing personnel in this area is important when it comes to searching for a candidate for promotion. The head of the company must clearly understand whether among his employees there is a person who can take responsibility and occupy the vacant chair. Otherwise, the company will have costs to search, attract and train an outside person.
Identifying the functional role. Each employee plays one role or another in the company. Moreover, it often has no connection with his position and professional skills. A functional role is a consequence of a combination of personal qualities and characteristics. Employee assessment allows you to determine categories of personnel: team player, bright individual, potential leader, and so on.

Interestingly, in many Asian countries, personnel assessment is an integral part of the work process. And often it is completely based on it. This is most relevant for Japan. There, HR managers conduct a thorough and multifaceted assessment of the employee, determining his abilities, and only based on the results of the work done, they appoint him to a particular position. Thus, any enterprise uses its personnel as efficiently as possible, which increases its competitiveness and brings it to a new level of development.

Russian companies are still far from their foreign colleagues. However, every year foreign developments are increasingly adapted to Russian realities and put into practice. But still, very often problems arise due to the lack of a unified system that would meet all the needs of the management team at the same time.

Criteria for evaluation

How can you evaluate employee performance? First of all, based on a set of criteria. By them, experts understand a number of characteristics: personal, professional, behavioral, and so on. They must separately answer the manager’s question about how exactly the employee’s duties will be performed. As a result, it becomes clear whether the employee’s capabilities meet the employer’s personal requirements and corporate ethics.

Today we can say that employees are developed taking into account many factors. The specialist studies the specifics of the company’s activities, the current state of the company, as well as what exactly the manager wants to receive as final product. It is very important for a personnel evaluator to understand the purposes for which personnel evaluation is carried out. That is, it is necessary to determine a priority criterion depending on the type of activity of the employee. For example, when selecting personnel for employment on a production line, high quality work is a priority. At the same time, the employee must be efficient, loyal, disciplined and have the ability to perform large volumes of work.

The results of the inspections and its effectiveness for the manager of the enterprise primarily depend on the evaluation criteria. Today, these criteria are mainly divided into two groups:

Identifying This group includes assessment of the employee’s professional qualities. The specialist evaluates his knowledge, skills acquired on the job, as well as acquired skills. In addition, the employee’s behavioral model is studied, which is formed mainly from the totality of his personal qualities. It is most convenient to carry out such an assessment by setting certain tasks for the employee in the form of a number of typical situations that most often occur to him in the workplace. And he must solve them, relying on his professional skills. This method is quite effective when it comes to identifying the level of competence of an employee.
Revealing the effectiveness of work. In this group, all approaches and methods are associated with comparative analysis. It takes the actual results of one or another individual employee and the indicators planned by management for the same period of time. However, before conducting an assessment using such criteria, it is necessary to first very clearly outline the range of tasks for the employee and notify him of the expected results. However, they must be expressed in certain categories. For example, sales volumes, concluded transactions, amount of profit, and so on.

It is worth noting that the development of employee evaluation criteria is a very important stage immediately preceding the process of personnel evaluation. In this case, the work is carried out by a group of people: a personnel specialist, a manager, a personnel manager. In the future, they announce all the criteria to employees so that all participants in the process equally understand what is expected of them and how their professional activities will be assessed.

Primary requirements

When developing criteria, the internal needs of the company and its management are always taken into account. However, the general requirements applicable in the industry must always be maintained. Typically, at least seven general requirements apply to the set criteria, which should not contradict individual ones.

First of all, it is necessary that the criteria are achievable. For example, if a company concludes ten to fifteen contracts a year with major partners through the joint efforts of the entire management team, then it is not worth setting the same ten contracts as the main task for each of them and then evaluating activities based on these criteria.

An important condition for developing criteria is their objectivity. The specialist must first of all take into account the position occupied by the employee and, focusing on it, lead the development. Bias lies in focusing on a specific employee, which is a fundamentally wrong approach to assessing professional performance.

Don't forget about transparency. After all, the results of the assessment directly depend on how clear the employees are of the tasks assigned to them and the requirements presented to them.

In the process of developing criteria, it is necessary to take into account such requirements as motivation and compliance with job responsibilities. That is, evaluative activity must be combined with a motivational component. It should be taken into account that the requirements cannot be wider than the range of duties that the employee performs while in his position.

Also, the criteria should correspond to terms such as “understandability” and “dynamism”. The last requirement for criteria is very important, since in modern realities the operating conditions of companies are changing very quickly. This means that the company’s employees must also comply with them.

Types of employee performance evaluation

Highly qualified management personnel are proficient in several types or methods of assessing the work of other employees. The more extensive their set, the higher the likelihood that the assessment results will be accurate and useful to the entrepreneur.

Today there are three types of assessment. They are classified according to their focus:

Descriptive.
Quantitative.
Combined.

Descriptive employee assessment

HR managers still very often call this type qualitative, since it completely excludes the use of quantitative characteristics. It allows you to describe the employee most fully, using several simple techniques:

Matrix method. It consists of creating an ideal employee model for each position available in the company. In the future, personnel will be compared precisely with this matrix.
System of arbitrary characteristics. For such an assessment, it is necessary to isolate his most significant achievements and failures from all the employee’s work activities. Next, the manager or specialist in charge of personnel management evaluates the personnel based on the data received.
Assessment of task completion. This approach is considered the simplest of all. It is often used by novice specialists when the goals of personnel assessment do not affect the issues of employee promotion. In this case, the assessment requires data on the entire work of a particular person, allowing us to understand how well he copes with his direct responsibilities.
"Three hundred and sixty degrees." To obtain the material necessary to analyze an employee’s production activities, information is required from his colleagues, superiors and subordinates.
Group discussion. Each employee individually conducts a conversation with his supervisor and invited specialists in the same field to determine the effectiveness of his work and future prospects in this industry.

Quantitative type of assessment

This type of assessment is considered the most accurate, since its results are presented in the form of numbers, tables and diagrams. When using it, the following methods are used:

Scores based on points. Before conducting a staff performance review, a point system is developed, based on assigning a certain point to an employee for each of the possible achievements. After the required time period, results are summed up that clearly show the performance of the staff.
Ranked. This method requires a very long preparation and a lot of experience. It is based on a rating system. The criteria for its preparation vary in each specific case depending on the needs of the manager. Briefly, it can be described as the process of assigning a rating to employees, and those who find themselves in the lowest positions are subject to reduction, dismissal or removal from their positions.
Free scoring. This approach is a combination of the previous two. A company employee receives points for his personal and professional qualities. As a result, a rating is compiled that is used by the manager for his own purposes.

Combined assessment

If a manager wants to cover all the qualities and achievements of personnel as widely as possible in order to obtain the most detailed information during the assessment process, then he should turn to its combined form. It includes two main methods:

Summarizing points. Each employee is carefully analyzed and a score is assigned to his characteristics. As a result, they are summed up and then compared with the ideal indicator derived using the matrix.
Grouping. Here, the assessment result excludes individuality, since all personnel are subject to division into groups. They can have different purposes and focus. For example, a manager allocates impeccable employees into one group, initiative ones but without sufficient experience into a second group, and the most hopeless ones into a third group. Variations of use this method quite a bit of.

Although all of the above types of assessments seem comprehensive, in reality they only assess certain aspects of an employee’s performance. Therefore, HR professionals are working to create more effective techniques, which would allow obtaining the most accurate results in several parameters.

Format of personnel evaluation indicators: possible options

The result of a personnel check usually ends up on the manager’s desk in the form of a score sheet. The most convenient design is a table. Moreover, it can be in different formats.

For example, the quantitative format involves comparing scores for each employee. In this case, all criteria stated at the initial stage of verification are important. But the individual format, based on an assessment of personal and professional qualities, gives the manager information about what types of work the employee can perform and what skills he has.

Personnel management and personnel assessment are very important aspects of a company’s activities, contributing to its development and determining growth prospects.

- this is a purposeful process of establishing compliance of the qualitative characteristics of personnel with the requirements of the position or.

Objectives of personnel assessment

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

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

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

Personnel assessment tasks:

assess the potential for promotion and reduce the risk of promotion of incompetent employees;
determine training costs;
maintain a sense of fairness among employees and increase work motivation;
organize feedback with employees about the quality of their work;
develop programs and personnel development.

Subjects of personnel assessment:

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

All subjects of assessment are divided into formal and informal. TO formal subjects of assessment include managers and employees of personnel management services. They are the ones who have the right to make an administrative decision based on the assessment results.

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

It is quite simple to evaluate the results of the labor of workers, especially piece workers, since the quantitative and qualitative results of their labor are 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 directly influence the activities of any production or management level.

Subject of personnel assessment

Subject of assessment The results of personnel labor are the personal qualities of workers and labor productivity.

Classification of factors taken into account when conducting personnel assessment


Naturally biological	Age Health status Mental capacity Physical abilities Climate Geographical environment Seasonality, etc.
Socio-economic	State of the economy Government requirements, restrictions and laws in the field of labor and wages Worker qualifications Work motivation Standard of living Level of social security, etc.
Technical and organizational	Nature of the tasks to be solved Difficulty of work State of organization of production and labor Working conditions (sanitary and hygienic, ergonomic, aesthetic, etc.) Volume and quality of information received Level of use of scientific and technological achievements, etc.
Socio-psychological	Attitude to work Psychophysiological state of the employee Moral climate in the team, etc.
Market	Development of a mixed economy Entrepreneurship development Level and volume of privatization Independent choice of remuneration system Price liberalization Incorporation of organizations and etc.

Personnel evaluation criteria

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

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

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

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

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

Evaluation of personnel performance

Assessment of labor results must be carried out for all categories of workers, but, as noted above, it is easier to assess 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) are easily measurable, can be fairly objectively quantified and are always established in advance; on their basis, the degree of achievement of the set goals is determined;
indirect indicators characterizing factors that indirectly influence the achievement of results; they cannot be quantified, since they “characterize the employee according to criteria corresponding to “ideal” ideas about how to perform job responsibilities and the functions that form the basis of this position.”

List of indicators for assessing labor results for some positions of managers and specialists

Positions	List of indicators for assessing labor results
Head of the organization	Profit Profit growth Production profitability Capital turnover indicators 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 Labor productivity dynamics Reduced production costs Number of complaints and their dynamics Product quality indicators Magnitude and losses from downtime Employee turnover rate
Head of HR Service	Labor productivity and its dynamics Reducing the standard labor intensity of manufactured products Share of technically sound standards Wage level per unit of production and its dynamics Staff turnover rate and its dynamics Number of vacant places Indicators for training and professional development of personnel Personnel costs in production costs (share and dynamics)
HR Manager	Number of vacancies in the organization Number of applicants for one vacant position Turnover rate by personnel categories and departments

Assessment steps:

description of functions;
definition of requirements;
assessment based on factors of a specific performer;
calculation of the overall score;
comparison with the standard;
employee level assessment;
communicating assessment results to subordinates.

The main character in personnel assessment is line manager. He is responsible for the objectivity and completeness of the information base necessary for the ongoing periodic assessment, and conducts an assessment conversation with employees.

HR task, which evaluates candidates for employment, essentially consists in selecting an employee who is able to achieve the result expected by the organization. In fact, admission assessment is one of the forms of preliminary quality control of an organization's human resources.

Despite the fact that there are a large number of different approaches to assessment, they all suffer from a common drawback - subjectivity, the decision largely depends on who uses the method, or who is involved 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 regarding activities- the real level of skill proficiency should be assessed - how successfully a person copes with his work;
with the possibility of forecasting— the assessment should provide data on what types of activities and at what level a person is potentially capable;
comprehensively- not only each member of the organization is assessed, but also connections and relationships within the organization, as well as the capabilities of the organization as a whole;
process assessments and evaluation criteria must be accessible not to a narrow circle of specialists, but understandable to both appraisers, observers, and the appraised themselves (that is, to have the property of internal evidence);
Carrying out assessment activities should not disorganize the work of the team, but should be integrated into the overall system of personnel work in the organization in such a way as to actually contribute to its development and improvement.

Personnel assessment methods

Classifications of assessment methods:

employee potential assessment;
business assessment.

Methods for assessing employee potential

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

2. Aptitude tests. Their goal is to assess a person’s psychophysiological qualities and abilities to perform certain activities. 55% of respondents use tests that are in some way similar to the job the candidate will be performing.

3. General Aptitude Tests. Assessment of the general level of development and individual characteristics of thinking, attention, memory and other higher mental functions. Particularly 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, characteristics of intelligence, sociability. Personal file data is also used - a kind of dossier in which personal data and information obtained on the basis of annual assessments are entered. Based on the personal file data, 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 whether a person belongs to a certain type. Rather, they assess a person’s predisposition to a certain type of behavior and potential capabilities. 20% of respondents responded that they use various types of personal and psychological tests in their organizations.

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

7. Recommendations. It is important to pay attention to where the recommendations are coming from and how they are presented. Well-known and reputable companies are especially demanding in the preparation of this kind of documents - to obtain a recommendation, information is required from the immediate supervisor of the person to whom this recommendation is being submitted. Recommendations are documented with all the details of the organization and contact details for feedback. When receiving a recommendation from a private person, you should pay attention to the status of this person. If a recommendation to a professional is made by a person who is very well known in specialist circles, then this recommendation will be more justified.

8. Unconventional methods. 11% use a polygraph (lie detector), psychological stress indicator, honesty tests or attitude tests set by the company. 18% use alcohol and drug tests for candidates. Typically, these tests are based on urine and blood tests as part of a routine medical examination when starting a job. None of the organizations surveyed use AIDS tests for their candidates. 22% use some type of psychoanalysis to identify the skills of candidates for possible work in their organizations.

Results of comparative effectiveness of candidate assessment methods

Comparative effectiveness of candidate assessment methods

Methods of business assessment of personnel

Business assessment of personnel in the process of work can be carried out using the following methods:

Individual assessment methods

1. Questionnaires and comparative assessments

2. Preset Selection Method— a questionnaire that specifies the main characteristics and a list of behavioral options for the person being assessed. The importance scale evaluates in points a set of characteristics of how the assessed employee performs his or her job.

3. Behavioral Attitude Rating Scale— a questionnaire that describes the decisive situations of 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 most closely matches the qualifications of the person being assessed. The type of situation is correlated with the score on the scale.

4. Descriptive assessment method is that the assessor is asked to describe the advantages and disadvantages of the employee’s behavior. Often this method is combined with others, for example, with behavioral rating scales.

5. Critical Situation Assessment Method. To use this method, specialists prepare a list of descriptions of the “correct” and “incorrect” behavior of employees in individual (decisive) situations. These descriptions are divided into categories according to the nature of the work. The person conducting the assessment prepares a journal for each employee being assessed, in which he enters examples of behavior for each rubric. This log is then used to evaluate job 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 assessment for a decisive situation, is focused on recording actions. To determine the behavior of the employee as a whole, the evaluator records on a 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 performance of employees within a group and compare employees with each other.

1. Classification method: the person conducting the assessment must rank all employees in turn, from best to worst, according to one general criterion. However, this is quite difficult; if the number of people in a group exceeds 20, it is much easier to identify a successful or unsuccessful employee than to rank the average one.

A solution can be found if we use alternative classification method. To do this, the person conducting the assessment must first select the best and worst employees, then select the next ones, etc.

2. Comparison by pairs makes classification easier and more reliable - comparison of each with each is made 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 in which the employee turns out to be the best in his pair is noted, and an overall rating is built on this basis. The assessment may be difficult if the number of employees is too large - the number of pairs will be too large and the questionnaire will become tedious.

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

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

“A worker who gives all his strength to the enterprise is the most valuable to the enterprise. But one cannot demand from him constant good work without an appropriate assessment of it" (Henry Ford)

One day a young man came to the sage and said: “I am so unhappy, everyone considers me a failure, pathetic and worthless. Help me find myself, is everything really that bad?” The sage looked carefully at the young man, handed him an unsightly ring and said: “Go to the market and sell this ring for no less than one gold coin.”

The young man tried to sell the ring all day, but the merchants only laughed at him. In the evening he came to the sage and said that he had failed. To which he replied: “Don’t be upset. Let's go to the jeweler." The master, seeing the stone on the ring, exclaimed: “This is a valuable ring and a beautiful stone! I’ll give you 70 gold coins for it!”

Then the sage said to the young man: “Every person is unique and inimitable, and so are you. Yes, it is not easy to discern the true value in a person. Then why walk around the market expecting that the first person you meet will be able to do it?”

Correct assessment of human resources affects the success of the company. However, spotting a “diamond” in a team is not so easy. This is why a personnel assessment is needed, which will identify not only the most effective employees, but also help make management decisions that will improve the performance of the entire company.

Global Mission: Personnel Assessment

Interest in methods for assessing employee competencies appeared at the beginning of the last century. The scientific approach to labor organization led to the emergence of algorithms that helped companies test workers of various skill levels. Thanks to the performance analysis, their professionalism was determined, and staff performance indicators were calculated. By the end of the 20th century, clear methods had emerged that are rapidly developing today, helping companies evaluate personnel performance.

Personel assessment– a systemic process that determines the performance indicators of its work. The main objectives of the assessment are to establish the compliance of the employee’s category with the position and fair payment for his work. Assessment helps management reveal the employee’s potential and adjust his work in the right direction.

Who runs the assessment program? This is handled by the line manager or HR manager. The main evaluation criterion is labor productivity. Competencies such as qualifications, professionalism or experience of an employee are relegated to the background during the assessment process.

Goals and objectives

Personnel assessment has the following goals:

1. Informational. Aimed at obtaining information about the work of personnel. They give management an idea of the current situation and allow them to make the right management decisions regarding monitoring the achievements of personnel.

2. Administrative . Based on the assessment results, an administrative decision is made on the employee’s future mission in the organization. This could be vertical or horizontal rotation, staff retraining or dismissal.

3. Motivational . Represents the essence of the assessment. If staff performance is assessed in accordance with employee expectations, this will ensure effective growth in labor productivity in the future.

Accordingly, the personnel assessment process sets itself the following tasks:

maintaining employee motivation;
personnel potential analysis;
identifying incompetent workers;
promoting effective employees;
calculation of costs for personnel development;
development of necessary training programs;
maintaining a sense of fairness among employees;
establishing feedback with staff;
obtaining complete information about the company's performance results.

Assessing staff performance is important for both management and each employee. The process helps the employee see management’s expectations from work, understand his level and position in the company, and plan future tasks. Whereas management, having carried out a competent assessment, sees the results of the staff’s work and can more effectively influence their activities. This helps to achieve alignment between the employee’s work and the company’s goals, as well as build trusting, open relationships with staff.

Personnel assessment is classified in two areas: assessment of competencies (potential) and business assessment of employees. Methods for evaluating employees, depending on the goals of the program, are divided into the following types:

1.Qualitative. Personnel assessment is carried out through interviews (based on pre-prepared questions regarding the employee’s activities). During the interview, the employee’s abilities, compliance with the corporate culture and position, experience and professionalism are assessed.

2. Quantitative. The method is based on statistical processing data. The company conducts testing and questionnaires, and often uses Cattell, Leonhard, EPI, and MMPI questionnaires.

3. Complex. Combines two methods, allowing you to obtain an objective and more accurate assessment. For example, some companies use the case method, which is carried out in standard operating mode and allows you to clearly see the solution to the current situation.

In modern companies, HR specialists use several methods of personnel assessment in combination. Let's look at some of them in detail.

Paired comparison. A group of employees is subject to research. The program involves specialists of the same level. During the assessment process, the performance of all participants is compared, then the pairs are changed, and the assessment is repeated. Based on the results, a success rating for each specialist is compiled.

Questionnaire. Provides a quick assessment program. Employee performance is assessed after filling out questionnaires with prepared questions. Using a survey, company management can judge the presence of certain employee competencies and the degree of their development.

Classification. Evaluation is carried out by ranking certain personnel criteria with their distribution from the most effective to the worst. The method is used when it is necessary to evaluate the performance of employees based on their labor productivity.

Certification. The technique has become widely used due to the transparency and accuracy of calculations. This assessment method is provided labor code RF. If, based on the results of the program, an employee receives the lowest grades, the employer has the right to terminate his employment contract.

Comparison. Used to determine the suitability of an employee for the position held. Evaluation is carried out based on the results of the work performed by the employee.

Psychological assessment. The method is popular. Conducted by a specialist in psychology, it allows you to determine the potential of employees, leadership and management competencies.

Simulation of the situation. During the assessment process, a situation is created that is close to the employee’s working conditions. The person’s working style, flexibility, display of business acumen, and resistance to stressful situations are taken into account.

The business and personal qualities of an employee are clearly demonstrated in the social technology “Management Duel” developed by Vladimir Tarasov. It represents a public intellectual duel between players during a conflict management situation. Each player must demonstrate the skill of conducting a constructive dialogue with an opponent. However, you need to beat this in such a way as to remain a positive hero and maintain normal, conflict-free relations with your opponent.

Depending on the purpose, management matches can be educational, competitive or evaluative. The technology is carried out in the following forms:

classic management fights;
dual management matches;
express fights.

Working with the results

In order for employee performance assessment to help see the real results of the company’s personnel achievements, the following requirements must be met:

Establishment of quality assessment criteria, linking them with the corporate culture of the organization.
Carefully prepare the people who will conduct the assessment. Subjective analysis of the results is excluded; the objective opinion of specialists is welcomed.
Communicating the goals of the assessment program to employees and its importance in order to avoid a dismissive, superficial attitude of staff towards the methods being carried out.

The personnel evaluation system should cover three important issues:

1. What exactly is being assessed (achievements, behavior, performance results).
2. How and by whom it is assessed (procedures carried out by a professional).
3. How are employees assessed (methods used).

When assessing labor productivity, direct and indirect indicators are used. Direct indicators are easily measured and serve for further calculations of the degree of achievement of goals. Indirect indicators reflect the factors that influenced the achievement of these goals. For example, indicators for assessing labor results for managers will be such factors as the growth of the organization’s profit, the profitability of the company, and indicators of the competitiveness of manufactured goods. For HR Manager key indicators performance results are the turnover rate in the company, the number of vacancies and the total number of applicants for one position.

Employee performance is determined based on three KPIs. You need to take into account:

amount of work completed;
deadline for its implementation;
quality of work.

For each area of activity, priority indicators are determined, which are based on the current tasks of the company or the characteristics of the work.

Let's sum it up

In order to correctly evaluate staff performance and choose a method that will meet the requirements and scope of the company, it is necessary to do labor-intensive work. Based on the results of the certification, a final evaluation sheet is drawn up for the employee, which displays the results of his work. The employee is invited to an interview, during which the reasons for the promotion (transfer), salary increase, or bonus are discussed.

Of course, today there are a lot of methods for assessing employee performance, and each of them has advantages and disadvantages. The main thing is to understand whether the methodology is suitable for your company, taking into account the specifics of the work, corporate culture and characteristics of the team.

Don't forget that in most cases, an employee's attitude towards his responsibilities reflects the management's attitude towards him. If an employee is sure that he is respected and valued, he will strive to show himself 100% at work and not let the company and team down. After all, he is firmly confident that his work will be noticed, appreciated and rewarded with fair pay.

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