An example of a personal assessment of the activities of employees. Methods for assessing the labor activity of the organization's personnel on the example of JSC "Svyaznoy"

Evaluation of personnel performance helps to determine the effectiveness of the performance of a particular work of an employee, allows you to establish the compliance of performance indicators with established requirements. In addition, the assessment process helps to identify both the individual problems of the employee and the general ones that are characteristic of the entire team (department or company).

Problem 1. How to develop criteria for personnel evaluation?

Problem 2 Who should be involved in developing the evaluation criteria?

Problem 3. What requirements must the assessment criteria meet?

Personnel assessment helps to determine the effectiveness of the performance of a particular work of an employee, allows you to establish the compliance of performance indicators with established requirements. In addition, the assessment process helps to identify both the individual problems of the employee and the general ones that are characteristic of the entire team (department or company). But most leaders have difficulty evaluating their subordinates. This is due to the lack of clear, unambiguous and result-oriented evaluation criteria for the employee. Sometimes this leads to the adoption of some management decisions under the influence of personal sympathies, as well as problems associated with a non-working reward system, with low employee discipline. To avoid such problems, it is important, when developing an employee assessment system, to determine on the basis of what criteria the assessment will be carried out.

What are the criteria?

Evaluation criteria are divided on various grounds, among which the following groups can be distinguished:

Organizational criteria (applicable to all employees of the company, for example: timeliness, completeness of duties, etc.) and specialized criteria (that is, corresponding to a specific workplace, type of activity);

Quantitative criteria (assessment based on the results achieved) and qualitative criteria (individual characteristics of the employee and quality of work);

Objective criteria (standards, quality and performance standards that can be set for almost any job) and subjective criteria (indicators and characteristics that are evaluated based on the opinions and assessments of experts);

Integral and simple criteria. If, when assessing, one indicator takes into account or combines information obtained as a result of evaluating various characteristics of work and work behavior, then such an indicator is an integral criterion. If, however, individual aspects of work or work behavior are being evaluated, such as the level of productivity or the absence of being late for work, then these indicators can be considered as simple criteria.

The choice of specific evaluation criteria depends on the categories of employees being evaluated and on how the results are supposed to be used.

HR Dictionary

Criteria for evaluation- these are key parameters (working, behavioral, personal indicators and characteristics) by which the effectiveness of an employee's performance is assessed. Evaluation criteria determine how each function and each action must be performed in order to meet the requirements of the company and customers.

We follow the sequence in the development of criteria

The algorithm of actions in the development of criteria is as follows:

1. we define a group of positions for which criteria will be developed (according to professional characteristics);

2. identify significant activity factors for these groups;

3. We evaluate the criteria for the following points:

Are the selected criteria really important;

Do you have enough information to evaluate according to the selected criteria;

4. describe the criteria. You can only describe the criterion itself or in relation to the rating scale;

5. we group and do the ranking of the criteria (that is, we determine the weight of the factors influencing the result of the activity). This is necessary in order to separate the main and auxiliary performance indicators of the employee.

Boris Beltinov, Head of Recruitment Service at Work Service (Moscow):

“When developing the evaluation criteria, we take into account the specifics of the activity, the market segment (sales, production), goals and objectives, that is, what we want to get from the personnel evaluation. In addition, it is necessary to determine which criteria will be priority. For example, the main criteria for assessing line personnel include: the quality of work (no errors, compliance with customer service standards), the amount of work performed, discipline, loyalty.

We propose to consider the application of the algorithm of actions on the example of developing criteria for sales personnel.

We define job groups. In our example, these will be a cashier and a sales assistant.

We determine the factors of activity, essential for this group of positions. For example, the scope of work performed, the quality of work performed, professional knowledge (knowledge of goods and services, company standards when working with clients, work with customer objections), discipline, loyalty, oral communication, ability to control emotions, ability to listen, creativity, leadership skills, the ability to prioritize.

We evaluate the criteria. As a rule, many managers try to identify as many significant factors as possible for personnel assessment, believing that in this case the assessment will be the most complete. But in reality, everything turns out to be far from the case. Evaluating all possible factors is time consuming and results in blurry results. To avoid this, it is necessary to evaluate the selected criteria, that is, to determine which criteria are most important and which are superfluous - this will save time and effort when evaluating personnel. To do this, we recommend making a table (see below).

Determining the Importance of Criteria for Sales Personnel

We have found that criteria such as creativity, prioritization and leadership skills are not important in assessing specified posts and should be discarded. Thus, we have determined the criteria by which the evaluation will be carried out: discipline, loyalty, the volume and quality of work performed, professional knowledge, oral communication and listening skills, the ability to control emotions and solve difficult situations.

We describe the criteria. Consider the description of the criteria in relation to the evaluation scale. We also recommend that you make a table (see pp. 94-95).

Evaluation scale for some criteria

Grouping and ranking criteria. In our example, it will look like this:

The volume and quality of work, professional knowledge will be included in the group of criteria - the fulfillment of the main official duties. Loyalty and discipline - attitude to work. Oral communication, the ability to control emotions, the ability to listen - communication skills.

The ranking of the criteria will look like this.

Fulfillment of basic duties. Among them:

1 - professional knowledge;

2 - quality of work;

3 - the amount of work.

Attitude towards work, among them:

1 - discipline;

2 - loyalty;

3 - the ability to solve difficult situations.

Communication skills, including:

1 - verbal communications;

2 - the ability to control emotions;

3 - the ability to listen.

Natalya Maleeva, HR Director of M.Video (Moscow):

“Since our company is developing dynamically, it becomes necessary to refine both the criteria and the evaluation procedure. It usually happens like this:

A working group is being formed, which includes key employees of the retail directorate ( best managers sections, store directors managing the region) and representatives of the commercial directorate responsible for sales growth certain goods in shops.

The purpose of the working group is determined. For example, one of the criteria for evaluating the seller of our stores is knowledge of technology. In this case, the goal of the working group is to determine which categories of goods occupy a large share of sales in the department, technically complex products, new seasons, and also to highlight categories that have become irrelevant or are being withdrawn from the assortment of stores. Based on this information, a percentage of the number of questions for each of the categories will be formed. In addition, it is determined whether the seller must know all the technical characteristics thoroughly or only have information about the functionality of the product and its use in everyday life.

Who should be involved in developing the criteria?

Evaluation criteria can be developed by the head and the HR specialist or jointly with the employees who perform the relevant work. In the first case, it is important that the line manager also takes part in the development of the criteria, since it is he who sets goals for the employee and evaluates the results of work. Joint development of criteria for the line manager together with employees has its advantages. Firstly, the criteria will be clear for both the manager and employees, and secondly, they will be more appropriate for the specifics specific work, thirdly, will reflect, take into account the conditions and content of the work, and, finally, will be accepted by employees. But it should be noted that the manager makes the final decision after discussing the developed criteria with senior management and personnel service specialists. Remember that general recognition and understanding of the evaluation criteria is necessary, so before the meeting, each participant needs to explain what the evaluation criteria are, why they are important and how they will be used in the employee performance evaluation process.

Olga Svetlysheva, Lecturer at the Center "Specialist" at MSTU. N.E. Bauman, candidate of legal sciences (Moscow):

"IN project team managers of different levels and specialists whose task is to fill the proposed forms with content (for example, formulate goals for employees for a certain period and criteria for achieving them) must necessarily include. The main thing when developing criteria is to remember the connection between the company's strategy and the goals and planned results of specific departments and each employee.

Do not neglect the description of the criteria. This will serve as a tool for reaching a common understanding and will act as a "dictionary" of terms accepted in the organization.

What documents do you need to have when developing personnel assessment criteria?

The development of personnel performance criteria should be based on one or more following documents: the strategic plan of the company, clearly defined business processes, the mission and goals of the company, job descriptions, standards and regulations for the performance of work, etc.

It is necessary to focus on what is really important for a particular position, and determine the acceptable minimum of tasks and results that must be achieved.

Svetlana Nikitina, senior account manager consulting group"CONSORT", member of the Association of HR Consultants (Moscow):

“First of all, a copy of the job description of employees is needed to develop criteria. It is extremely important here that the assessment indicators correspond to the content of the work, for this it is worth checking how the functions performed correspond to the job description. It is also used to form evaluation criteria. overall strategy development of the company and the form of employee evaluation. In addition, documents are used that fix service functions, they can be called: functional responsibilities, job responsibilities, functional tasks. Duties may be included in job description, which defines the authority of the employee.

It is important to have sufficient information to evaluate according to the selected criteria, that is, it should be possible to compare the activities of employees in relation to the established standards of work in the company.

Requirements to be met by the criteria

After the evaluation criteria are written, it is necessary to determine whether they meet certain requirements. So the criteria should be:

1. Be achievable, which is necessary to get the job done.

2. Be objective and justified and not depend on who performs them (that is, they must be developed for a specific position, and not for a person).

3. Inform the employee about what specific actions and results are expected from him.

4. Correspond to the content of the work.

5. Motivate the employee to achieve the best results.

6. Conform to the goals of the organization.

7. Be understandable and clearly linked to the most important characteristics of work behavior and (or) the most important results of work.

8. Be dynamic, that is, they must develop and adapt to existing changes in the company.

Olga Novikova, Deputy General Director for Human Resources, SINTEZ N Group of Companies (Moscow):

“Very often, the middle manager lacks the knowledge to evaluate the personnel subordinate to him. This leads to subjectivism and bias, a formal approach and a violation of the periodicity of evaluation activities. This problem can be solved by making the HR department responsible for the entire evaluation process in the organization. That is, the department will not only participate in the development of the assessment system, but also monitor compliance with the regulations and deadlines for assessment activities. In addition, I recommend developing motivational schemes for managers, including an assessment of middle managers in terms of working with personnel. Also, an important role is played by the systematic training of managers in personnel management, which should be initiated and organized by the personnel department. Particular attention should be paid to explanatory work among middle managers on personnel management issues, which should be constantly carried out by the head of HR service.

Clear evaluation criteria help both the manager and the staff understand what is expected of their work. This understanding provides the basis for establishing feedback, makes it possible to evaluate personal prospects, contributes to the effective activity of each employee. In addition, the criteria allow you to determine how employees fit the organization and how the organization meets the expectations of the employee. Thus, the evaluation criteria will help to evaluate the employee's contribution to the achievement of the organization's goals, which enables management to make the right administrative decisions.

• Personnel assessment, assessment

Keywords:

1 -1

It is important for us that he is not indifferent to what he does and with whom he works, and also meets corporate requirements:

What are the differences between the assessment of an employee and a manager, how to see the results of work that "seem not to be seen", what methods to help, what principles are important as air - she told Tatyana Zolotareva , Vice President for Human Resources at Technoserv.

- Tatyana, what is the difference between the assessment of a manager and an employee?

In the assessment of the manager and the employee, there are both general approaches, and significant differences. If we talk about general features, then it is advisable to evaluate both the manager and the employee in three key areas. The first is the actual performance of labor, which is usually expressed in KPIs. As we know, there are personal KPIs, while at the same time there are general KPIs for departments and companies. One way or another, these are measurable results of labor that can be expressed in concrete figures and indicators, normalize, etc. The second direction is the assessment of personal and business qualities, the so-called soft skills. This is all that is connected with the influence of a person’s character, his personality on work efficiency.

For example, the universal soft skills include the communication skills of an employee, his ability to work in a team. If we are talking about a leader, then leadership qualities are necessarily evaluated.

The third direction includes profile, professional competencies- hard skills. We are talking about the knowledge and professional skills of employees (education, various refresher courses, etc.). This area is considered one of the most easily measurable in terms of evaluation work.

During the work of our company - we are already 25 years old - our own traditions of personnel assessment have been formed. Manifold existing approaches We apply flexibly and expediently to the tasks before us in the assessment and current situation. If we talk about the annual evaluation procedure, for the past few years we have been using the ABCD ranking principle. It is built on expert analysis leader of the performance and potential of his subordinates. As a result each employee of the unit belongs to a certain group (A / B / C / D) characterizing its effectiveness, potential, value for the unit and the company as a whole, determining the vector of management decisions recommended in relation to it.

To assess the key employees of the company (including, for example, sales managers), Assessment Center. This is the method integrated assessment personnel, based on the use of complementary methods, aimed at identifying the level of development of professionally important qualities (competencies) and potential capabilities of employees, in order to form individual development plans.

When conducting the Assessment, two types of exercises are used: individual written exercises; group oral exercises. In one Assessment group, no more than 6-8 employees can be assessed at a time. At the same time, according to the rules of procedure, there is a separate observer (an expert conducting the assessment) for every two assessed persons.

When carrying out any appraisal activities Don't Forget the Following Components : evaluation should be regular, consistent and as objective as possible. As we all understand, there are no identical divisions / departments and people, and therefore it is necessary to take into account the culture, subculture and realities of specific individuals who are being evaluated in order to work out the most objective tools. Good mark for employees is famous for feedback and specific recommendations for their development.

Any method of assessing employees can be applied to both managers and line employees. The main difference lies in what is specifically evaluated by the manager and what is assessed by the employee.

For example, let's take a conditional unit (department) consisting of 5 people and its head. An ordinary employee has personal productivity, qualities and competencies. When conducting an assessment, his individual results of work are considered (how timely and efficiently he performs his tasks, how many requests / calls he has completed, prepared documents, etc.) Let's assume that in general our employee works efficiently. However, there are five of them in the department. This means that we also need to evaluate the ability this employee work in a team - how does he influence colleagues, is he able to perform team tasks, etc. Thus, when evaluating an ordinary employee, he is considered as an autonomous unit of the team, which also affects other employees and the overall team result of the unit as a whole.

Assessing the head of the department, we understand that earlier, most likely, he also held the position of an ordinary employee, worked autonomously, but now he has switched to leadership position. Today, his professional knowledge is also important and significant, however the focus of evaluation shifts to how effectively his team works, and what results this command shows. Mainly, the assessment of the head of the unit occurs due to the assessment of the performance of the employees entrusted to him and the block of business processes of the organization.

In targeted research, in addition to providing feedback to each employee, we prepare a consolidated report for the manager with specific recommendations on how to use the proven competencies of his team members as efficiently as possible for the benefit of the department, the company.

- What is the approach to assessing an employee - what do you recommend paying special attention to?

As already said, There are three key areas of employee evaluation. Typically, the evaluation process begins with a review of the employee's performance. Most often, in companies, this assessment is the base one. It's no secret that high productivity is a reason to think about raising an employee, and low productivity can be a reason for rotation and even dismissal.

An employee's performance is assessed by analyzing his KPI, plus the manager's expert feedback on the employee's performance individual plan works and professional development. It is easiest to evaluate the performance of employees in a department where business processes are extremely standardized, and labor results are easy to measure. For example, in the IT support service (ServiceDesk), this is the number of requests processed, the time they were processed, etc. In order to rank employees according to the degree of productivity, it is enough for the manager to compile a matrix of labor indicators and compare the results of the work of employees on it, highlight the most and least effective.

If the company is faced with the task of minimizing the time and labor costs for personnel assessment, as a rule, first of all, attention is paid to employees with the lowest performance (where there are regular failures, errors in work, where there is a need to adjust the employee's professional behavior), as well as specialists with the greatest potential, who perform the greatest amount of work and are considered for the positions of managers or their deputies.

If a decrease in the performance of an employee is detected, then in this case it is necessary to move on to the two remaining areas of assessment - personal and business competencies and professional knowledge. Most often, the reason lies in the lack of knowledge, or personal abilities. For example, it is obvious that it is unwise to put an introvert in a position related to negotiation. It is also necessary to look at the work of the employee in the team. Excessive conflict of the employee with a high degree of probability will interfere with teamwork. Therefore, when evaluating an employee, one should not forget to consider not only his personal effectiveness (although it is in the foreground), but also other qualities that are significant for a particular unit and type of activity.

It should be noted that it is the assessment of personal and business qualities that is most difficult in companies, as it requires significant organizational costs and deep expert study. There are many evaluation methods for this. Among them - "Score 360". It implies the existence of a competency model adopted for the employees of the company as a whole and for specific departments in particular. For example, it may include: loyalty to the company, effective communication, responsibility for the result. To conduct the assessment, an assessment form is created, within which the manager and other experts participating in the assessment (colleagues / external partners, etc.) can evaluate the employee using the presented system of criteria and points. The questionnaire may look different. Other common assessment methods - already mentioned above Assessment Center, or ranking according to the ABCD system.

Read also: Personnel assessment results: how to make informed management decisions

As a rule, both the area of ​​personal competencies and the area of ​​professional knowledge of any employee are subject to adjustment and development, if he has his own interest, motivation and readiness for change. This can be done through additional training, providing quality feedback, etc. The annual appraisal is great way sum up the work of the employee and show his weaknesses by developing a joint adjustment strategy.

In total, there are three levels of personnel assessment. The first is local (employee assessment). The second level is the assessment of units. The third is a company-wide study, which takes place at the level of the entire company. The level of evaluation is chosen depending on what is most relevant to the situation, which will allow the company to uncover problem areas. At the same time, it is necessary to understand that the main task of the company's employees is not to act as test subjects, but to fulfill their work duties. Thus, one of the criteria that must be taken into account is the minimum time spent on carrying out evaluation activities.

- What is the approach to assessing the leader - what do you recommend paying special attention to.

The effectiveness of the work of the head, as a rule, is estimated in direct proportion to the effectiveness of the work of his unit. If the unit does not cope with its tasks or does not cope well enough, then it is necessary to look for the root of the problem. And it can be hidden both in various "external" reasons, and in the personality of the leader himself.

Firstly, Any leader should have an outstanding set of qualities, which are usually included in the model of managerial competencies. These include: organization of work, decision making, delegation, the ability to effectively manage both an individual team member and the entire team as a whole, effective communication and the ability to spread one's influence, leadership, employee motivation, and much more.

The next most important are professional competencies and the manager's knowledge of the features of the business in which he works. Of course, the manager must have specialized knowledge in his field, because this provides him not only with expert leadership, but also with competent decision-making. Knowledge of organizational characteristics also enhances managerial efficiency leader, because each company has its own formalized and "tacit" rules, as well as the accepted management style and organization of work. The loyalty of the head of his company is also very important and, as a rule, ensures the loyalty of employees within his team.

It is worth noting here thatany assessment of the head cannot go without an assessment of the activities of the unitand is not replaced by an assessment of personnel performance alone. In most cases, they complement each other.

- How managerial functions generally "complex" the evaluation process?

As already mentioned above, the concept of an "effective leader" includes an extensive set of requirements that a person must meet. It is important to highlight from this list those qualities that are important for a particular division of a particular company.

First, it is important to note that managers avoid conducting own assessment. Second, most often leaders are familiar with assessment tools, and this knowledge enables them to sufficiently project the socially expected behavioral indicators that they want to be counted from them. There are frequent cases when when evaluating managers, it is deliberately necessary to create a field of uncomfortable conditions to determine the true qualities of a leader. Thirdly, very often the assessment still takes place in artificial conditions, including in the Assessment Center, and HR has to overcome the complexity at the collection level. additional information about how the leader behaves in immediate life, and not in the evaluation process. Evaluation of the performance of a number of exercises in conditions where there are participants of equal or higher status is not equal to the evaluation of the management of one's own team.

These three components are one of the key ones. It is clear that the assessment of employees is most often a streaming action. A single concept is being developed and launched throughout the company. Evaluation of managers is a "piece product", requiring a more filigree approach and better processing.

In addition, one of the complicating factors in the assessment of managers is their high workload, and as a result, the lack of time that they can devote to conducting a qualitative assessment of their activities. In this case, in my opinion, the most effective for the manager is to conduct an assessment according to the Assessment Center model, which allows assessing the personal and business qualities of a person, as well as assessing managerial skills. In addition to this, you can separately evaluate the work of the unit and combine the results of the assessment.

In conclusion, I would like to emphasize that any assessment must be carried out without errors as much as possible, since this is a colossal responsibility. The assessment and its results cannot be superficial. Any assessment should be expert and aimed at obtaining a specific result. The results of the assessment are confidential information. We support and apply this principle, because people should not perceive the assessment as a tool that entails exposing the weak qualities of an employee to the outside, which may affect them. further work In the organisation. All evaluations are recommended on a positive wave, supporting the targetPRinside the company.

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The effectiveness of the company's activities directly depends on how the performance of each employee meets the established requirements. The performance indicator is personnel evaluation criteria. These criteria help to identify personal (individual employee) or general ( structural unit) reasons for low performance.

Personnel evaluation criteria is a critical feature that separates the satisfactory and unsatisfactory functioning of the team.

In order for the information obtained as a result of the audit to be reliable, performance indicators must be clearly thought out and adapted as much as possible to the specific goals of the organization.

Personnel assessment criteria are divided into four groups

1. General organization and specialized.
2. Quantitative and qualitative.
3. Objective and subjective.
4. integral and simple.

Organization-wide criteria apply to all employees, while specialized criteria evaluate the effectiveness of a particular position or workplace.

Quantitative criteria analyze the overall result of the work, and qualitative criteria individually characterize a particular employee.

Objective criteria evaluate the compliance of the work with the standards and regulations established in a particular company, while subjective criteria are based on the opinion of experts.

Simple criteria check certain aspects of labor and labor behavior (productivity, adherence to working hours, etc.), and integral criteria combine information from various characteristics related to the performance of the employee's duties.

What should be the criteria for assessing personnel

1. Achievable (giving employees a real opportunity to get the job done).
2. Objective and justified (designed for a specific position, regardless of the personality of the employee)
3. Understandable (the employee must have information and understanding of the content of his work duties).
4. relevant to the content of the work.
5. Motivating (the employee must be motivated to achieve better results)
6. Aligned with the goals of the company.
7. Linked to positive characteristics labor behavior and the most important results of work.
8. Dynamic (able to adapt to changes in the company).

Is your team efficient? Evaluate according to the checklist

Check what is preventing the command from showing top scores, according to 6 criteria described by the editors of the magazine “ CEO» in a special issue article.

Who develops the criteria for assessing employees

The development of the criteria is the responsibility of the top management of the company and the relevant HR specialist. It will be useful to involve line managers, as well as employees subordinate to him, in the development.

The experience of the head of the structural unit is indispensable in the development of evaluation criteria, since it is he who sets tasks for ordinary employees and evaluates the result. Evaluation criteria developed with the participation of ordinary employees have the following advantages:

• take into account and reflect the content and real working conditions;
• as much as possible correspond to the conditions existing at the enterprise;
• accessible for understanding not only management, but also ordinary employees;
• are well received by the staff.

Finally, the personnel assessment criteria (even if they were fully developed working group made up of the line manager and employees subordinate to him) are approved by the General Director.

It is important to remember that if employees are involved in the development of criteria, then it is necessary to first explain the goals and objectives of the assessment, why it is important and how to affect the employee.

Development of personnel assessment criteria: step by step instructions

Step 1. Determine for which positions you need to develop evaluation criteria. Suppose you will evaluate the performance of sales assistants-cashiers. Further instructions will consider this case.

Step 2. Choose what knowledge, professional skills and personality traits significantly affect the quality of this task. duty. For example:

1. Discipline.
2. Loyalty.
3. The quality of the work performed.
4. The scope of work performed.
5. Professional knowledge.
6. Leadership skills.
7. Creative skills.
8. The ability to control emotions.
9. Ability to prioritize.
10. Listening skills.
11. Oral communication skills.

More doesn't mean better! Don't chase the number of criteria Some managers mistakenly believe that the more criteria you define, the more accurate your assessment will be.

In fact, redundant criteria not only increase the time for personnel assessment, but also lead to a blurry result. To save time and at the same time achieve an accurate result, we recommend that you make a table.

An example is a cashier. Leadership skills, creativity and the ability to prioritize do not affect the performance of an employee's duties. These criteria can be immediately excluded from the evaluation.

Discipline, loyalty, quality and volume of work performed, professional knowledge and oral communication skills, on the contrary, are very important for this purpose. These criteria must be taken into account without fail.

The criteria in the “Desirable” column (the ability to control emotions, solve difficult situations and listen to the client) are not necessary to perform the functions of a cashier, but significantly improve the quality of his work. Therefore, it is also worthwhile to evaluate them.

Step 4 Expand the criteria. Describe briefly and clearly what is meant by each criterion. For example, “Discipline – don’t be late, don’t miss work without good reason, don’t spend work time for other things." You can also give a description of each of the criteria in relation to the rating scale.

Step 5. Group and rank the criteria. It is necessary to arrange each criterion in accordance with its importance in order to determine the main and auxiliary indicators of compliance with the position held.

The criteria can be grouped as follows:

• Group 1 - "Performance of the main job duties." It includes an assessment of the quality and volume of the employee's work and professional knowledge;
• Group 2 - "Attitude towards work", including loyalty and discipline;
• Group 3 - "Communication skills", which includes oral communication skills, the ability to listen, the ability to control the manifestation of emotions.

Now let's do the ranking. It will look like this:

1. Professional knowledge.
2. The quality of the work performed.
3. The volume of work performed.

1. Discipline.
2. Loyalty.
3. Ability to make decisions in difficult situations.

1. Oral communication skills.
2. The ability to control the expression of emotions.
3. Ability to listen to the interlocutor.

What documents to use in the development of criteria

Here is an approximate list of documents that should be guided by when developing personnel assessment criteria:

• job descriptions;
• business process regulations;
• strategic plan for the development of the company;
• mission and goals of the company;
• working standards, etc.

Evaluation of what criteria will speed up the work of warehouse personnel by 2 times

Maria Ponomarenko, Director of Smart Personal, Moscow

Previously, I was one of the leaders of a company engaged in black metal rolling. In the early 2000s, business profitability declined. Customers increasingly needed small wholesale lots, and we specialized in large wholesale sales. We decided to switch to the sale of small batches of metal, which required a complete restructuring of warehouse logistics.

Previously, metal was delivered to a warehouse in bundles (one type of metal in one bundle weighing 5–7 tons), unloaded by cranes into storage cassettes, and then loaded into trucks in the same bundles and sent to customers. The workers were interested in unloading and loading as many tons of metal as possible. After changing the strategy, when shipping metal from the warehouse, it was necessary to break the pack, take out and weigh the required volume, and pack the remaining metal and return it to the cassette. The complexity of the process has increased. It took the crew 30 minutes to ship one item. It became clear that if the speed of operations was not increased, the staff of workers would have to be doubled (it was 170-180 people).

The salary structure of warehouse workers includes salary and bonus. The premium began to be calculated on the basis of three indicators.

1. The number of wagons unloaded at the warehouse and loaded for customers.

2. The number of processed assortment items (previously, tonnage was used instead of this indicator); rates were introduced for each unloaded or loaded wagon and each assortment item shipped to customers.

3. Personal effectiveness, including four criteria. To avoid bias, each employee is assessed according to these criteria first by the foreman, and then by the foreman. To determine the indicator of personal effectiveness, all scores are summed up and multiplied by 0.01:

Kef \u003d Kots × 0.01, where Koc is a qualitative assessment of activity in terms of key parameters or competencies of the worker for the accounting period (the actual value of Kef lies in the range of 0.2–1.0).

Four Criteria for Evaluating Workforce

Here premium calculation formula based on three indicators: (B × S1 + P × S2) × Kef, Where

• B - the number of unloaded or loaded wagons per month;
• S1 - premium for each wagon (for example, 100 rubles);
• P - the number of shipped or accepted assortment items per month;
• S2 - premium for each position (for example, 10 rubles).

Thus, taking into account the individual performance of the employee, his bonus varies in the range of 20–100% of the rate. For example, in a month a worker as part of a brigade unloaded and loaded 100 wagons and shipped 650 assortment items, and his personal efficiency ratio was 0.9 (there were violations of the work technology). We receive a bonus of 14,850 rubles. ((100 × 100 + 650 × 10) × 0.9). In parallel with the change in the motivation system, work was done to ensure a more efficient layout of the metal, the optimal routes for the movement of cars in the warehouse were determined, etc.

The described motivation system was introduced at the end of 2002. At that time, one team shipped an average of two assortment items per hour (30 minutes per item). In 2006 average in stock increased to 3.5 positions per hour (about 17 minutes per position). Then it increased to four positions, and the most efficient crews ship about five positions per hour. For several years, it was possible to increase the speed of loading and unloading operations by 100%.

CHAPTER 3

EVALUATION CRITERIA AND WORK STANDARDS

3.1. WHAT DO WE EVALUATE?

Any leader in his work is constantly faced with the need to

the ability to evaluate subordinates - to make decisions about rewards,

promotion, training, probationary results, changes in

pay or bonus.

It is easy for a leader whom the personnel department has “armed” with such

instrument as a validation procedure. Practice, alas, shows that in-

far from everyone has this tool, and its quality sometimes leaves the same

make the best.

The one who is unlucky cuts hours out of his busy work

schedule (no one canceled the plan!) and begins to evaluate the personnel of self-

worthy. “So - how are things with Ivanov-Petrov-Sidorov with the

job responsibilities, behavior, efficiency, compo-

tenacity, character traits, ability to lead, compliance with

discipline, initiative, responsibility, etc.? Perhaps,

still worth appreciating appearance, loyalty to the company, accuracy and accuracy

ness." The list can be continued indefinitely.

Alas, with this approach, only colossal

the cost of time and nerves, the likelihood of error, problems with further

reply to the subordinate’s questions: “Why did my neighbor receive a bonus for 3

rub. 62 kop. more than me?".

For those who do not have enough time to transform from a line manager

into a cannibal and a soul-lover (or a personnel manager), we propose an algorithm

employee appraisals.

1. We know what an employee in this position should do.

We know what are the key factors for this position. We select

evaluation criteria corresponding to key factors.

2. Describe the evaluation criteria. Since we often invest in one and

the same words have different meanings, it is useful to decide in advance on the rules of the game.

If we can, we introduce a scale from “very bad” to “very good”. Scale

we determine for ourselves - the scale can be at least two-point, at least ten

tiball.

3. We check how clear our criteria are for specific applications.

bot. (In this regard, I recall heated debates from my own practice

work in marketing regarding the questionnaire about shopping preferences By

towards fish products. Marketers tried to understand, enters

whether "product quality" in the top three criteria. Have you even seen

one person who says that he eats low-quality fish?)

If the criterion is not clear (" quality work", for example, may include

deadline, creativity, etc.) or too complex (on-

example "achieving a positive result in certain period"), his

should be broken down into simple criteria or more clearly described.

4. We minimize our efforts. Consider the criteria that are important for

this position and not very much (the latter should be abandoned), what information

we have the ability to assess the performance of an employee in this

criterion. We group similar criteria (namely, we group, and not pre-

rotate into one immense).

5. Once again, we evaluate the remaining criteria (are they understood enough?

ny) and bring the rating scale in line with reality (too

high demands are just as dangerous as too low ones).

The main thing in this process is to determine the key factors

for this position, compliance with which must be assessed in the

certification process.

It is quite a natural desire to evaluate at the highest possible

the number of criteria to "know everything". For example:

Subject of assessment:

* Communication skills.

* Creation.

* Leadership skills.

* Loyalty to the company.

* Discipline.

* Making decisions.

* Relationships with colleagues.

* The speed of work.

* Learnability.

* Accuracy.

* Fulfillment of official duties.

* Behavior in critical situations.

* Operational efficiency.

* Leadership skills.

* The level of achievement of goals.

* Competence.

* Personality features.

* Appearance and order in the workplace.

* ...

This list goes on. You just have to remember that with this

approach and the certification process can continue indefinitely. Required

we have to look for the optimal solution.

* Criteria must be important for this position, i.e. when

non-compliance with the standard of work according to the selected criterion, the work cannot

performed at the required level. For example, we would like to work

the person who cleans the office before the start of the working day had good

communication skills, able to work quickly, able to arrange

priorities. In fact, you can do without it. Much more important to

she was meticulous and meticulous in her work, completing the cleaning

by the beginning of the working day (we don’t care how many hours she spent cleaning

if she does not have a piece-rate payment), clearly followed the instructions of the supervisor

tel (who himself will prioritize cleaning), did not exceed the authority

whose and did not clean in the drawers of desktops.

* We must have sufficient information to evaluate the

selected criteria, i.e. have established performance standards (HOW

work to be done, e.g. number of rooms to be cleaned

for a cleaner, the beginning and end of the working day for evaluation by the criterion

"discipline") and have the necessary information to compare the actions

employee performance in relation to accepted standards. For example, we

we cannot evaluate an employee either good or bad according to the criterion “Skill

plan work" if we do not know how this planning is carried out by him

occurred during the period under review. Oddly enough, problems are more often

all arise with the availability of information. Insufficiently prepared

the line manager often does not know in detail what exactly and how he does

his subordinate at the workplace. Certification thus allows, with

on the one hand, to diagnose the shortcomings of the leader's activity, on the other hand,

on the other hand, to show the need to overcome such shortcomings.

To check the selected criteria, I would recommend filling out

the following short form:

CHECKING SELECTED CRITERIA

Evaluated group of positions (positions): _____

Criteria

What information

macia with us

available

Criteria

grades Very important Important Not important

What information

macia with us

available

1. Do you have enough information to rate "Very important"

nym" criteria? If not, think about how to get this information.

2. Do you have enough information to rate on "Important"

criteria? If not, consider whether these criteria are so important. If they

are important, consider how to obtain this information.

3. Don't waste time grading by "Not Important Criteria".

Live business

IN big store department heads were concerned that

information about what is happening in the departments through informal channels quickly

spreads throughout the store and becomes the subject of discussion

and gossip. At the seminar, they proposed to introduce such an evaluation criterion as

"Non-dissemination of information about what is happening in the department." I'm interested-

but how are they going to get information about this

dissemination of information. Install surveillance cameras and eavesdroppers

devices in the smoking room? Initiate denunciations? It turned out that ethical and

To date, no one has been able to offer legal ways. Corresponding-

As a matter of fact, the criterion had to be abandoned. Another important one for everyone

criterion that “pops up” at almost every seminar is a decent

ness. But so far no one has proposed on the basis of which the production will be

score on this criterion.

Earlier on manufacturing enterprises was much easier

lead certification. existed and were available industry norms -

how much the loader should carry per shift, how much and what kind of products you

let a worker of a certain specialty and category, what area and with

what characteristics to remove the cleaning lady. There were time limits

production, maintenance, number, cost rates of physical and nervous

energy of employees, etc. That is, it was clear what to evaluate and how. Now

such rules exist, but they have limited use. Norms

depends on technological conditions work that can significantly

differ for different companies, especially in view of the constant appearance

new equipment and different working conditions. In addition, in a real

situations, not all companies can provide a rhythmic and planned

work. Therefore, the fulfillment of the norms by an individual worker depends not only

on how he himself works, but also on how the management provided

to him the “front of work” and how the accounting system was set up at the enterprise.

Live business

At the seminar we discuss how, by what criteria to evaluate the work

warehouse loader. The company is selling outerwear. Pro-

induction comes from abroad, then from the warehouse it is distributed throughout the ma-

gazines (own and dealers). The products are packed in boxes and bags of various

volume, respectively, the weight of the package in kilograms is not the only

stvenny defining norms of production. The number of transferred

the call also affects the location of the racks and the availability of loading

unloading equipment. In addition, due to the unpredictability of customs and non-

sufficient organization of dealers, the work is irregular

rakter - there are periods of downtime and "hands-on work" through no fault of the movers. In mo-

the moment of arrival and shipment of goods the main task is to complete as soon as possible

sew work. In this situation, the assessment of the work of loaders by the number

transferred kilograms seems impractical. Firstly,

this will require the introduction of an additional staff unit, whose tasks

swarm will include accounting for individual results of labor. Secondly, in

due to different dimensions of cargoes are inevitable or disputes,

or the need for additional calculations (it is unlikely that the costs

such calculations will be justified). Thirdly, the main task of loaders

is not the transfer from place to place of a certain amount of kilograms

mov, and the implementation of loading and unloading work depending on the

running machines. Therefore, during certification, it should be developed

a system of criteria that takes into account the speed of work, responsibility,

ability to work in a team, etc. The main “evaluator” should be

foreman who directly sees how loaders work.

1. DEFINE JOB GROUPS

(according to professional characteristics, by managerial level)

AND ANSWER THE QUESTIONS:

What are the significant factors for these groups

(based on job analysis)?

Are the selected criteria really important?

Do we have enough information

to evaluate according to the selected criteria?

2. DESCRIBE THE CRITERIA

3. GROUP CRITERIA

AND RANGE IF NECESSARY

Note: 2m3 steps depending on the project

can be swapped.

Rice. 3.1. Development of evaluation criteria

On fig. 3.1 presents a "plan" for the development of criteria. Next

In this section, we consider in detail an example of the developed criteria.

3.2. EXAMPLE OF EVALUATION CRITERIA AND SYSTEM DEVELOPMENT

EVALUATION CRITERIA

These criteria can be used when evaluating rating me-

methods and self-assessment. It should be emphasized that these criteria are not

is the "ultimate truth" and may vary depending on

the needs of the organization and the objectives of the certification.

Performance evaluation

Significantly exceeds requirements (5):

Always does a much better job than required

noah position.

Exceeds requirements (4):

Performs work at a higher level than required for this

positions.

Compliant (3):

Performs work as required.

Does not always meet requirements (2):

Does the job generally well, but in some cases makes mistakes

ki.

Does not meet requirements (1):

activity does not match minimum requirements to this

positions.

Quality of work:

self-correcting), neatly and carefully.

(5) Consistently very high levels of accuracy and precision, without the need for

an additional check is being made, you can rely on his work, maybe

perform work without the help of a supervisor.

(4) Accuracy and accuracy above the expected level, errors are encountered

very infrequently, follows instructions well, needs little

support from the leader.

rip his work.

ny checks and corrections.

Scope of work (quantity):

The work is being carried out as planned.

(5) Very fast and energetic employee. Constantly and with ease

does more than is expected of him.

(4) Works fast. Often does more work than

planned.

(3) Working stably. Achieves planned targets.

(2) Works slowly. You need to "customize".

(1) Works slowly, wastes a lot of time, cannot cope with

planned scope of work.

Professional knowledge:

Possesses the knowledge required for the position.

(5) Brilliant knowledge of one's business, far in excess of what is required

dim level. Clarifications from the manager are required at a minimum.

nye.

(4) Professional knowledge exceeds the required level. Ho-

he understands his duties well. Rarely requires clarification from outside

leader.

(3) Knowledge is relevant to the work being done. In some cases

needs more instructions.

(2) Not always enough knowledge. Many work questions need

additional explanations.

(1) A clear lack of knowledge. Poor understanding of his work. Needs to

constant clarification.

Work attendance/discipline:

reasons specified in advance. (5) Extremely reliable. Always at work and

during.

reason. Always gives advance notice of the absence of the head and

colleagues.

having serious negative consequences for work. About the absence

warns in advance.

(2) Unreliable. Not always punctual. Sometimes forgets about the absence

warn in time.

Ability to analyze, evaluate facts, apply logic:

In his work, he is logical, attentive to facts, analyzes and evaluates

receives data (task, situation).

(5) Always shows logic, analyzes all available information

on the basis of which it offers the right solutions and recommendations.

Strives to collect and use as much information as possible, even outside

their immediate responsibilities.

(4) Relates to the performance of work carefully and balancedly, conclusions

and decisions are backed by analysis and facts.

(3) Avoids hasty decisions. As part of the tasks performed

ready to justify their actions.

(2) Does not always substantiate his conclusions and decisions. Can action-

move too hastily.

(1) Approaches his work superficially. Offers are usually

unreasonable and hasty. Doesn't try to get to the bottom of the problem

We. Skips the obvious. Careless with information.

Ability to make decisions and take responsibility

walks away from responsibility.

dstva.

(2) Prefers not to make decisions on his own. Even in non-

significant issues seeking management approval.

walking in the course of their duties. Gets away from responsibility

ness in every way.

Learnability / attitude to the new:

Able to accept new tasks, knowledge, conditions.

put them into practice.

(4) Learns new things quickly. Starts working on new tasks

without much difficulty.

(3) Does not avoid the new, but does not strive for it either. Can perform non-

how many different tasks, but when new ones appear, they need support and

clarifications.

(2) Is slow to learn new tasks and has difficulty adjusting to

changing conditions. Difficulty moving from one task to another. Not

seeks to acquire new knowledge.

(1) Unable to learn new areas. Refuses to study. Emphasis-

etsya any changes.

Loyalty to the organization (department):

(5) Knows the organization very well and is committed to it. Always puts inte-

the resources of the organization are higher than their own. Even if things don't go well,

speaks enthusiastically about the organization, management, colleagues as at work,

as well as beyond. He is truly proud of his organization.

(4) Positively perceives the organization and himself in the organization. Not

allows himself unconstructive criticism or grumbling. Satisfied that

works in the organization.

(3) Satisfied with the fact that he works in the organization. Avoids public expression

reap dissatisfaction with the organization, colleagues, boss.

(2) Does not feel part of the organization. Sometimes it does not hold back nega-

positive emotions towards the organization.

(1) Extremely negative about the organization. Pursues his personal

new goals. Criticizes the organization and colleagues both at work and outside

lamy.

Ability to plan/organize work

Organization and planning of your working time.

priorities, draw up a current work plan. Not a minute of working time

does not go to waste. Colleagues associated with him at work always know in advance

know what materials he will require and when they will receive the results of his work.

Always completes tasks on time without additional supervision.

(4) Able to independently and effectively plan his time and

coordinate your plans with those of your colleagues.

(3) With the help of the boss, he plans his working time schedule,

coordinated with the work plan of colleagues. In the vast majority of cases,

ev sticks to the plan.

(2) Needs his boss to develop a plan for him. Often

deviates from the plan, forgets the necessary.

(1) Disorganized and often fails to complete tasks on time. Late and for

It happens. He regularly lets his colleagues down.

Initiative / creativity:

Tries to improve its activities, to make it more

effective. (5-4) Constantly looking for new opportunities to improve efficiency

the effectiveness of their work and the work of their team. Not afraid of experiments

develop and come up with new ideas. As a result of his proposals

processes have accelerated (the volume of work has increased, costs have decreased). "Generator

ideas."

(3) To improve the efficiency of its work, regularly contributes

offers.

(2-1) Avoids taking initiative even when it is not-

necessary. Proponent of routine. No matter how obvious the inefficiency

work, prefer obsolete "sample". Never contributed any

many offers, shows indifference to work. Achievement of key

results/priorities:

(5-4) Knows how to prioritize and highlight those tasks in the work that

which are most important to the organization. Initiates and participates in

projects that are important for the development of the organization.

divides priority areas in its work in accordance with their significance

bridge for the organization.

has for the organization. Despite the instructions, he prefers to do it in per-

I turn what he considers necessary. As a result, his contribution to the common cause

not perceptible.

Communication, verbal and written:

Non-aggressive. Logically and reasonably able to convince of his innocence with

taking into account the interests of the organization, manager, colleagues. Written reports and

memorandums do not need additional comments. When he

expresses his thoughts, avoids beautiful poses and speaks to the point.

(3) Knows how to explain his position and prepare a competent report.

nuyu or defensive position. Written reports abound in error-

mi, they lack logic and structure, prepared carelessly. Work in

command:

Ability to work with colleagues for the benefit of the team.

(5-4) Always puts the interests of the team ahead of his own, constant

extremely reliable. Friendly, ready to support both in work and

in difficult personal situations. Interested in team development, not in

own self-affirmation.

(3) Correct and friendly. Helps colleagues, shows interest

resonance in overall success. Reliable.

(2-1) Pursues his own interests, no matter how

his interests are aligned with the interests of the team. Carries out a clear section-

between one's own work and that of others. Not interested in the overall result, ob-

pays attention only to its narrow area of ​​work. Refuses to help

to other team members, often compromising the overall result.

Ability to control emotions

The ability to control oneself and behave according to the situation.

(5-4) Works well not only in normal, but also in stressful situations

tion, always maintains optimism, endurance and a positive attitude towards work

and those around. No one has ever seen him "lost his temper". When things are

go badly, he calms those around him with his behavior. His maturity and

the ability to control emotions is one of the reasons that colleagues tend to

to work on projects with him.

(3) Equal, calm attitude to work and to colleagues. trying hard

restrain yourself even in a difficult situation. Evaluates and corrects

consequences of admitted emotional deviations.

(2-1) It is hard to work with him - constant discontent and unkindness

lingual attitude repel others from him and create tension

ness in the team. Emotional behavior is uneven, characterized by

ups and downs.

Relationship with the leader:

The ability to obey the order of the management and conduct constructive

active negotiations.

(5-4) Always open for conversation with the manager. Management decisions

la, even if he does not agree with them, accepts with respect and performs.

If he has a point of view that is different from the point of view of the leader, conveys it

to the head in a balanced and reasoned manner. Supports authority

leader and is always ready to be a support for him.

(3) Follows the decisions of the leader. If there are disagreements,

strives to solve them constructively, without bringing disagreements to a dispute and confrontation.

tations. Does not discuss his manager with his subordinates and

legs.

(2-1) Openly confronts the leader and discusses behavior and

actions of the leader behind his back with subordinates and colleagues. Not counting

It is not mandatory to follow orders.

Appearance and workplace:

Ability to dress appropriately for the situation and maintain a work

place is ok.

(5-4) Always well and appropriately dressed. Workplace

always in order, even in the midst of hard work. Order at work

place and on the shelves makes it possible for colleagues to easily find the necessary information

formation in case of absence or employment of an employee.

(3) Dressed, as a rule, according to the situation and neatly. Suggests

order at the workplace at the end of the day.

(2-1) Dress according to mood, often without paying attention

on the situation and the environment. Not neat enough. Workplace post-

obviously in a mess, which leads to the loss of the necessary papers.

Grouping criteria

Fulfillment of basic job responsibilities

(quality of work; volume of work; professional knowledge; ability to

plan and organize work; specialized knowledge and skills).

Attitude towards work (loyalty to the organization; discipline (visiting

susceptibility); relationship with the manager; appearance and workplace).

Leadership qualities (ability to make decisions and take on

responsibility; organization of the work of the subordinate structure; development of

mended).

Communication skills (oral communication; written communication)

communications; listening skills; the ability to control emotions; work in co-

mande).

Understanding of work and potential (achievement of key results;

learning / attitude to the new; initiative/creativity; mind-

ne to analyze and apply logic).

Now consider how these criteria have been adapted to the tasks

specific organization. The purpose of certification is to create a system of training and

staff growth and identifying the potential of employees. should be assessed

were top and second level managers.

Initially, two approaches to grouping were developed in parallel

criteria.

Approach 1.

Competence at work

1. Professional competence:

* Knowledge of internal rules and regulations of the organization.

* Ability to quickly make decisions to achieve goals

goals and responsibilities.

* Quality of work and responsibility for results.

* Ability to predict and plan work.

* Ability to organize, coordinate, and control

vat and analyze the work of subordinates.

* Ability to work with documents.

* Learnability.

2. Discipline.

Managerial Competence

1. The ability to highlight the most important tasks for the organization (selection

priorities).

2. Independence, initiative, creativity.

3. Ability to lead (leadership qualities).

4. Ability to work in a team in the interests of the organization.

5. Ability to develop subordinates.

Psychological competence

1. Communication style.

2. The ability to control emotions.

3. Ability to listen.

4. Ability to maintain contacts with colleagues.

Approach 2.

The main groups of criteria:

1. Fulfillment of basic job responsibilities.

2. Understanding of work and development of standards and methods of work.

3. Communication skills.

4. Loyalty of the organization.

5. Qualities of a leader.

After agreement, the following system was built:

CRITERIA FOR CARRYING OUT

APPROVALS IN THE ORGANIZATION

The purpose of certification is to create a system for training and growth of personnel and

identify potential.

I BLOCK. COMPETENCE IN WORK

1. Knowledge and compliance with the internal rules and regulations of the organization

Knows the rules and regulations of the organization and knows how to work and weight

ti document flow in accordance with them.

(5) Knows and understands the rules of work and document flow in his sub-

division and organization and acts in accordance with them. Never before-

throws errors. Can both work and draw up documents in accordance with

compliance with the rules, and to explain these rules to colleagues. Perceives

existing rules positively and as a basis effective work organi-

zation.

(4) Knows, recognizes and understands the rules of work and document flow of the organization

organizations. Always acts and draws up documents in a timely manner in accordance with

in line with existing rules and regulations.

(3) Knows and follows the rules and regulations of the organization and formalizes

releases documents as required.

(2) Adheres to routine in most cases

work and paperwork, but sometimes makes mistakes and rejects

deadlines. (1) Does not recognize the need to comply with the rules and procedures

ka work with documents, does not know or does not want to pay attention to the

new procedures, denies the need to adhere to the rules and

organization norms.

2. The ability to quickly make decisions to achieve delivery

goals and take responsibility for decisions made

As part of his duties, he makes decisions and is responsible for them.

(5) In any situation, ready to make a decision and bear responsibility for it

vein. If you need to urgently make a decision that goes beyond

its powers, and there is no possibility to consult with the management,

ready to take full responsibility.

(4) Not afraid to make decisions, even difficult and responsible ones. Not

walks away from responsibility.

(3) Always makes decisions within its competence and is responsible

et for them. In difficult situations seeks to enlist the support of management

dstva.

(2) Prefers not to make decisions on his own. Tries

get management approval.

official duties. Avoids responsibility in every way.

3. Quality of work

Work is performed without errors (or with minor errors,

self-correcting), neatly and carefully. (5) By-

a consistently very high level of accuracy and precision, no additional

additional verification, you can rely on its work, can perform

work without the help and control of the head.

(4) Accuracy and accuracy above the expected level, well-performed

nyat instructions, does not need additional control.

(3) The quality of work meets the requirements.

(2) Sometimes sloppy, there are mistakes, sometimes you have to check

rip his work.

(1) Poor quality of work, constant errors, constant

ny checks and corrections.

4. Ability to predict and plan work

Organization and planning current work and work in the future.

(5) Able to independently and rationally set tasks, determine

priorities, draw up a current work plan and a plan for the future. Neither mi-

chickpeas of working time does not go to waste. Colleagues associated with him

bot, they know in advance what materials he will require and when they will receive

the results of his work.

(4) Able to independently and effectively plan his time and

cottages and coordinate their plans with the plans of colleagues.

(3) With the help of the boss, he plans the schedule of working hours, according to

co-ordinated with the work plan of colleagues. Sticks to the plan.

(2) Needs a boss to help develop a plan for him.

Does not always adhere to the plan, does not take into account all the facts when planning

ry.

(1) Not organized, unable to plan independently and often

deviates from the plan. Regularly lets colleagues down without giving them the necessary

data or requiring urgent assistance without prior notice

lead times.

5. Learnability / attitude to the new

Able to accept and apply new tasks, knowledge, conditions.

(5) Adaptive and flexible. Easily accepts non-standard tasks and

develops new knowledge. Performs a variety of tasks with ease.

Constantly, without coercion, strives to acquire new knowledge and knows how to

put them into practice.

(4) Quickly learns new things and strives to gain knowledge. Starts

work on new tasks without much difficulty.

(3) Positively perceives learning. Uses in the work received-

new knowledge.

(2) Does not seek new knowledge. Slowly mastering but-

tasks and adapts with difficulty to changing conditions.

(1) Unable to explore new areas. Refuses to study. Emphasis-

stvuet in the desire to work on once approved model. Resistance-

etsya any changes.

6. Discipline

Busy with work during business hours. Rare omissions for respectful

reasons specified in advance.

(5) Extremely reliable. Always at work and on time.

(4) Reliable. Rarely absent, if absent, then respectfully

reason. Always informs the manager and colleagues in advance.

(3) There is an absence from work for a good reason, not

having serious implications for work. Warns about the absence

in a timely manner.

(2) Not always punctual. Absence is sometimes forgotten in a timely manner

warn.

(1) Often absent or late. Extremely unreliable. Timely

but does not notify anyone of the absence.

II BLOCK. MANAGEMENT COMPETENCE

1. Ability to lead a team

Ability to organize, coordinate and supervise

analyze the work of subordinates.

(5) Always clearly sets and explains tasks, correctly distributes

subordinates at workplaces, taking into account the nature and scope of work and, in accordance with

in line with their abilities and interests. Effectively organizes the

assignment of tasks to subordinates, ensuring interchangeability. Controls

performance of work, finds out the causes of errors and helps to correct them,

teaches subordinates to effectively use working time and knowledge.

(4) Distributes work among subordinates so that

result has been achieved. Controls the execution of tasks, analyzes

errors and shows how to fix them.

(3) Competently places subordinates in jobs, analyzing

and controls their work.

(2) Strives to organize the coordinated work of subordinates, one

but not always successfully. The system of control and analysis has not been developed.

(1) The work of subordinates is not organized, tasks are not distributed,

or distributed without taking into account the characteristics of work and subordinates. Absent-

there is control and analysis.

2. Independence, initiative, creativity

Strives to improve its activities and activities

subordinate unit, make them more efficient, introduce new

offers.

(5) Constantly looking for new opportunities to improve efficiency

sti of their work and the work of their team. Not afraid to experiment

put forward and implement new ideas. As a result of his proposals

the volume of work has increased. "Idea's generator".

(4) Shows initiative, independently introduces new methods of

bots.

(3) To improve the efficiency of work, regularly makes proposals

zheniya.

(2) Is creative about work, but avoids contributing

and implement suggestions. In most cases, prefers to install

working methods.

(1) Avoids taking initiative even when it is necessary

walk. Proponent of routine. No matter how obvious the inefficiency

work, prefers old pattern. Never made any suggestions

shows indifference to work.

3. Teamwork for the benefit of the organization

Ability to work collaboratively with colleagues for the benefit of the organization.

(5) Always puts the interests of the team and the organization ahead of his own

does not let colleagues down. Friendly, ready to support both in work and

in difficult personal situations. Ensures that the team works in

the interests of the organization.

(4) Puts the interests of the team and the organization ahead of his personal interests.

res. Helps and supports colleagues, strives to

the manda acted as part of the organization.

(3) Correct and friendly towards team members. By-

helps colleagues, shows interest in the overall success. Consider-

views his team as part of the organization.

(2) Maintain good working relationship with team members. Not

always puts the interests of the team ahead of his own. Can put the interests of

mandas are above the interests of the organization.

(1) Pursues his own interests, no matter how his

personal interests correlate with the interests of the team and the organization. Provo-

There is a clear separation between one's own and others' work. Not interested in

As a result, he pays attention only to his area of ​​work. Failures-

is expected to help other team members, often endangering the overall

result.

III BLOCK. COMMUNICATION SKILLS

1. Style of communication within the team

Attitude towards colleagues and a constructive approach to relationships

pits.

wu, shows interest in the opinions of others, constructively resolves the issue

sy and reach mutual understanding.

nomu solution of issues.

attacks.

2. Style of communication with customers

Attitude towards customers and a constructive approach to relationships

niyam.

(5-4) Positively tuned. Do not allow yourself to display unnecessary

emotions. Creates a friendly atmosphere. Invites to cooperation

wu, shows interest in the opinion of the wards, constructively resolves issues

and reach an understanding.

(3) Positive attitude, benevolent, striving for constructive

nomu solution of issues.

(2-1) Shows aggression or depression. Negative and pessimistic

stylistically tuned. The environment around him is hot or too cold.

Does not strive for a constructive solution of issues, either retreats, or

attacks.

3. Ability to listen

Interest in the opinions of others and the ability to correctly

hear and understand information.

(5-4) Interested in the opinions of others. Listen carefully, don't

interrupts, knows how to ask clarifying questions. It perceives exactly

what is said, avoids his own conjectures and interpretation of what he heard.

(3) Listens carefully to what is said to him and seeks to understand.

(2-1) Does not listen, often interrupts, does not allow the interlocutor to complete

thought. If he didn’t understand something, instead of clarifying, he adds his own in-

interpretation.

4. Ability to present information

The ability to express thoughts clearly, accurately and effectively.

(5-4) Expresses his thoughts very well, both orally and in writing.

Not aggressive. Logically and reasonably able to convince of his innocence.

When he expresses his thoughts, he avoids beautiful poses and speaks to the point.

Checks whether the interlocutor understood what was said.

(3) Able to calmly and structuredly explain his position.

(2-1) Expresses his thoughts with difficulty. Instead of answering

clarifying questions, offended that they do not understand him. Takes aggressive-

nuyu or defensive position. Statements unstructured Anna,

difficult for others to understand.

IV. FOR TOP-LEVEL MANAGERS

(in addition to the above criteria)

1. The ability to highlight the most important tasks for the organization

The ability to identify the most important tasks for the organization in a certain

given point in time and do them first.

(5-4) Knows how to prioritize and highlight those tasks in the work that

which are most important to the organization. Initiates projects and accepts

participation in projects important to the organization. Considers activity

of his bloc not in isolation, but as part of the organization's activities. If

the interests of the organization at a certain point in time do not coincide with the interests

bloc’s resources, makes efforts to harmonize interests, while

considers the objectives of the organization a priority.

(3) In the presence of appropriate instructions and recommendations, determine

divides the priority directions in the work of its unit in accordance with their

importance to the organization as a whole.

(2-1) Often does not think about what and why he is doing, what is the meaning of this

has for the organization. Despite the existence of priorities in the work of the

zation, prefers to do first of all what he considers necessary.

2. Ability to develop subordinates

The ability to identify the potential of subordinates, accurately put before them

tasks, explain, support and help.

(5-4) Can identify the strengths and weaknesses of subordinates. Sil-

develops, in the presence of shortcomings, provides assistance and support

holds. Sets realistic achievable goals depending on knowledge and

skills of subordinates. Motivates subordinates to achieve results.

Explains both the specific task and the prospects for work. Analyzes

the results of the work of subordinates and plans their growth in the organization.

(3) Allocates tasks according to the abilities of subordinates.

nyh, clearly explains the tasks, helps in their implementation, supports support

mended.

(2-1) Does not think about abilities and in-

teresah of subordinates. Does not like to give additional explanations and answers

chat for questions. Does not seek to motivate subordinates.

3. Loyalty to the organization

Respect for the organization.

(5-4) Knows the organization very well and is devoted to it. Always puts in-

the interests of the organization are higher than their own. Even if things don't go well,

never allows himself to speak badly of the organization. positively and with

speaks enthusiastically about the organization, management, colleagues as at work,

as well as beyond. Really proud of the organization.

(3) Satisfied with the fact that he works in the organization. Does not allow himself to

constructive criticism. Positively perceives the organization and himself in the organization

downgrading.

(2-1) Does not feel part of the organization. Sometimes does not hold back

negative emotions towards the organization and colleagues as in the organization,

as well as beyond.

The following points need to be emphasized: The final version is not

is a simple union and copy of the ones proposed at the beginning

this section of the criteria. The formulation of the proposed criteria

undergone changes taking into account the specifics of the organization, new ones were added

and excluded the unimportant ones. For example, the criterion "Communications, verbal and

written" was broken down into several more detailed criteria - "Style

communication within the team", "Style of communication with customers", "The ability to

shat”, “The ability to present information”. NEVER take a workpiece and

mechanically transfer to your organization. Any workpiece must be

be accepted as what is colloquially called a "blank" or "fish

ba", that is, some scheme, starting from which you can develop your own

own system.

Let's see how to "bring to mind" the developed system of criteria,

before proceeding with its implementation.

At the preparatory seminar before certification, managers were

proposed to discuss this system. Here are some comments and suggestions

ny.

* The standard is too low. What is considered significantly above the norm (estimated

ka "5") should be considered as the norm (score "3"). This remark is

belonged to the first person. It was difficult to agree with him. With an increase

requirements, it would turn out that at least half of the certified work

the same standards. What would it give? Statement of what we already know - that

Our employees are far from perfect. In addition, there is a natural

The question is, how realistic are the requirements? Corresponding

whether they guarantee the availability of the necessary specialists in the labor market and whether they

less importantly, does the salary we offer correspond to the average market?

Most importantly, how reasonable are our standards?

Food for thought

One of the problems that arise in preparing for certification is to identify

leniye of norms or standards of work. In fact, the appearance of this problem

we are the result of a flaw in the analysis of works (if any at all).

standard) and drafting a job description. At the stage of distribution of

bot, we must clearly understand what, in what time frame and with what quality

VOM must be done by the employee at this workplace. Unfortunately, this

does not always happen. The most common situation is

everything “has happened by itself” and goes along the knurled path. At the same time, often

even the immediate supervisor cannot always describe what and how

must do and does his subordinate. At seminars on the management of

For line managers, I give a simple exercise. Guide-

The respondents are invited to answer a dozen questions about the activities of any

this exercise is challenging. If a new vacancy arises, then

for her, as a rule, the working conditions are specified. However, conversations with

people who are on probationary period, and with leaders, in

whose task is to evaluate the activity of the employee based on the results of the study

probationary period show that the description of the requirements for work is further

ki from perfection. If there is a principle “go there - I don’t know

where, bring something - I don’t know what, ”then the result will not be entirely clear

nym. By own experience leader I know that, for now (at least in the head-

ve, and not on paper) the requirements for the subordinate will not be formed,

gets an emotional assessment of his activities and is often difficult to operate

use other words than "like - dislike".

* It is necessary to include such criterion as "Professionalism". In-

the question of the need for this criterion with amazing constancy

kata at every seminar. This is understandable - after all, we demand from a subordinate

above all professionalism. I regularly ask the same question:

what is professionalism? The range of responses is astounding.

Food for thought

My personal attitude to the criterion "Professionalism" is extremely negative.

denominative. No less subjective shades are invested in this word,

than the word "love". Professionalism also implies the presence of professional

sional knowledge, and the ability to interact with others (for

assigned positions), and compliance with the rules and regulations of the organization, and the ability to

dress appropriately for the situation (for a worker in the food industry

nosti or medica, this implies perfectly clean light-colored clothes and

lack of nail polish, for a consultant - a business suit). List

can be continued ad infinitum. The more generalized and abstract

we introduce a new criterion, the more difficult it is to evaluate it and the subjective

it will be evaluated. Let's take an auditor as an example. Let's say he is

excellent knowledge of the law, able to quickly and competently work with

documents, for many years not a single comment has been made on the

results of his work. However, he is casually dressed and no matter what-

what level of clients does he meet, allows himself to be late

to meetings. We issue a harsh verdict “cannot be considered a professional

cash". An example of another "non-professional" - always in a business suit,

was not late for any important meeting, all documents are provided by

time, knows how to find a common language with the client. But, despite the

audit report, the tax inspectorate has repeatedly penalized

fucked up his clients. Each type is "unprofessional" in its own way. If

we use only one criterion, evaluation by it will give us little information

mation and, most importantly, a minimum understanding of what to do next with each

worker - fire, develop, control, teach. Besides,

psychological reaction to the decision attestation commission that

score on the criterion "Professionalism" is low, predictable and redundant

understandable, easily assessable criteria, and then, if it is so important,

put them in the "Professionalism" group. In general, such words and phrases

as professionalism, efficiency improvement, performance improvement

quality, without concretization, resemble slogans. Before the beginning

of any seminar, I ask about the expectations from the seminar of each participant

ka. Regardless of the topic (it can be both attestation and

sales technique) there is always someone whose expectation is to know "something

something new”, “something interesting”. I take these responses as

work, which indicates either the closeness / alertness of the participant

stnik before the seminar, or about his unwillingness to think. My app-

call - fewer general words and more specifics. Then work bu-

children are easier.

* After a request to managers to “try on” a system of criteria for

a remark was made to any particular employee: “We did not find

a few more criteria by which his activities do not suit us.”

I ask: “Are all the criteria by which his activities suit you?

no, are they present here? Answer: We didn't think about it. I recommend appraisal

thread, how significant are the so-called "missing" criteria

for this position, and depending on this, take the final

solution.

Food for thought

This remark revealed one of the errors during the attestation.

stations - orientation to the negative. (On errors in the preparation and conduct of

we will talk about certification in detail in Chap. 4.) Are we too often giving

assessment of an employee, do we focus ourselves on criticism? And when we evaluate

their children, what we pay more attention to - the merits or lack of

tatkam?

nization" the sentence "never makes mistakes" is superfluous and

unrealistic, since there are no “ideal” employees.

* In the criterion "The ability to lead a team" there are very small

differences between ratings, especially between "4" and "5".

I proposed this set of criteria for open seminars different

groups as an exercise. The task was set as follows:

in a simple way:

EXERCISE

* Read the criteria below.

* What do you think about these criteria (how complete are they, are they

intersections, is there redundant information, how clear is the description)?

* What suggestions for improvements would you make?

* If you were evaluating employees in your organization, which criteria

Teria would you choose? What information do you have to evaluate

selected criteria?

Here are a few comments and suggestions that the audience will

forces, taking into account their vision of the task and the specifics of their organization.

* The criteria are quite complete, sometimes too detailed. Description

understandable, but for our organization we would make adjustments to the description

the “Discipline” criterion, since our employees mostly find

from clients. We do not care about their presence in the workplace, but it is important to know

where and when they are.

* In the criterion "Knowledge and compliance with internal norms and rules of the organization

nizatsii" too much emphasis is placed on the workflow. For that

group of employees that we will evaluate, this is not a significant

vein factor.

* In our organization there is a lot of information related to

trade secrets and know-how. Therefore, the criterion "Loyalty" is necessary

apply to all members of the organization, regardless of the leadership

th level.

* Every two or three months we have new complex technical

sky products. For us, the criteria "Quality of work" and "Learning / relative

solution to the new” should be combined, since it is impossible to work both

honestly, not being able to quickly assimilate new information.

* Due to the specifics of our work, we adhere to a strict hierarchy

chesky administrative system. Criteria such as "Initiative"

we do not need.

* We have a limited number of employees working with customers.

Therefore, we would exclude the criterion "Style of communication with customers". But we

relationships with colleagues.

Whatever wonderful standard system of criteria we

taken, it is necessary to make certain adjustments to it. Only after

this she will work.