Abstract: Motivated review (assessment) of professional, personal qualities and results of professional performance of the person being certified. Reference materials for municipal employees

The employer is important both personal and business qualities of the employee. What abilities are more important? How to deal with negative traits? Each profession has its own characteristics. We will talk about how to make the right choice and how to evaluate a future employee in our article.

Business and personal qualities

The business qualities of an employee are his ability to perform certain labor duties. The most important of them are the level of education and work experience. When choosing an employee, be guided by the benefits that he can bring to your company.

Personal qualities characterize the employee as a person. They become important when applicants for one position have business qualities on the same level. Personal qualities characterize the employee's attitude to work. Focus on independence: he does not have to do your job, but he must cope with his own to the fullest.

The choice of qualities

If more than 5 characteristics are entered in the resume, this is a signal that the applicant is not able to make a competent choice. Moreover, the standard “responsibility” and “punctuality” have become commonplace, so if possible, ask what these general concepts mean. A prime example: the phrase "high performance" can mean "the ability to work with a lot of information," while you were counting on "willingness to work overtime."

Such general concepts as "motivation to work", "professionalism", "self-control", the applicant can reveal in other expressions, more specifically and more meaningfully. Pay attention to incompatible qualities. To verify the honesty of the applicant, you can ask to illustrate with examples the characteristics indicated by him.

Negative qualities of an employee

Sometimes they are also included in the resume by the job seeker. In particular, such as:

• Hyperactivity.
• Excessive emotionality.
• Greed.
• Vindictiveness.
• Impudence.
• Inability to lie.
• Inability to work in a team.
• Restlessness.
• Touchiness.
• Lack of work experience/education.
• Lack of sense of humor.
• Bad habits.
• Passion for gossip.
• straightness.
• self-confidence.
• Modesty.
• Weak communication.
• The desire to create conflict.

An applicant who has written negative qualities in a resume can be honest, or maybe reckless. Such an act does not justify itself, but if you want to know the possible problems with this applicant, ask him to list his negative qualities. Be ready to give the person an opportunity to rehabilitate himself and present negative qualities in a favorable light. For example, restlessness indicates easy adaptation and quick switching from one task to another, and straightforwardness indicates the benefits that he can bring when making a deal.

Be ready to give the person an opportunity to rehabilitate himself and present negative qualities in a favorable light.

Qualities for different professions

Certain professional qualities are needed in almost all activities. You can make it easier for applicants and at the same time narrow their circle by entering information about the desired characteristics in the job advertisement. For an employee in the field of promotion or entertainment, the main qualities are communication skills, the ability to work in a team, and win people over. The list of winning qualities will also include: charm, self-confidence, energy. In the field of trade, the list of the best qualities will look like this: flexibility of thinking, customer interaction skills, ability to negotiate, work in a team, as well as quick response, courtesy, perseverance, activity.

A leader in any field should be characterized by such professional qualities as organizational skills, the ability to find a common language and work in a team, resourcefulness, conflict-free, charm and the ability to teach. Equally important are the ability to make quick decisions, self-confidence, attentiveness and balance.

The strengths of an employee working with a large amount of data (accountant or system administrator): attention to detail, accuracy, quick learner, attentiveness, organization and, of course, the ability to work with a large amount of information.

The characteristics of a secretary include a variety of positive qualities: customer interaction skills, business communication, literacy, the ability to negotiate and business correspondence, the ability to do several things at the same time. Also pay attention to good external data, attentiveness, tact and balance, diligence. In any profession, responsibility, attentiveness and stress resistance are useful. But the applicant, inscribing such qualities in the resume, does not always take them seriously.

In any profession, responsibility, attentiveness and stress resistance are useful. But the applicant, inscribing such qualities in the resume, does not always take them seriously.

Evaluation of the professional qualities of an employee

To avoid wasting time and money testing new employees, sometimes companies evaluate them before hiring. For this, even special personnel assessment centers have been created. A list of grading methods for those who prefer to do it themselves:

• Letters of recommendation.
• Tests. This includes conventional aptitude and aptitude tests, as well as personality and background tests.
• Examination of the knowledge and skills of the employee.
• Role play or case studies.

The role-playing game will help you find out in practice whether the applicant is right for you. Act out a day-to-day situation for his position and see how he copes. For example, evaluate his customer interaction skills. Let the buyer be your competent employee or yourself, and the applicant will show what he is capable of. You can set a goal for him to achieve during the game, or simply observe the style of work. This method will tell a lot more about the applicant than the column "Personal qualities" in the resume.

When determining the evaluation criteria, you can be based on business qualities: punctuality, potential quantity and quality of work performed, experience and education, skills, etc. For greater efficiency, focus on the qualities necessary for the position for which the candidate being evaluated is applying. To be confident in an employee, consider his personal qualities. You can independently conduct an assessment in the form of a rating of candidates, placing + and - according to certain criteria, distributing them by level or awarding points. Avoid scoring errors such as bias or stereotyping, or overweighting one criterion.

_______________________________________________________________________

(name of institution)

1. Full name of the specialist -

2.Subdivision -

3. Position to be replaced -

5. Professional qualities:

5.1. Professional knowledge, skills, abilities –

a) has solid knowledge. Professional skills and abilities provide the required level of competence in solving problems of a professional nature;

b) has professional knowledge, skills and abilities to solve problems of a professional nature at a sufficient level with outside help;

c) has superficial knowledge, it is difficult to solve professional tasks independently. In practice, constant monitoring is required.

5.2.Knowledge of the necessary documents regulating professional activities -

a) knows well the content of laws and regulations governing professional activities, is guided by them in practical activities;

c) knowledge of the documents is superficial, allows cases of gross violation of the requirements of the governing documents.

5.3. Ability to accumulate and update professional experience –

a) effectively works to improve and update professional experience, effectively engages in self-education;

b) professional experience updates as needed;

c) professional experience accumulates slowly, the results of professional activity are weak.

5.4. The degree of implementation of professional experience -

a) experience meets the requirements of the position, copes with official duties with good quality;

b) meets the requirements of the position, but does not always cope with the required quality with official duties;

c) professional experience is insufficient, the required quality of performance of official duties has not yet been achieved.

6. Personal qualities:

6.1. Work ethics, communication style-

a) has a high level of behavior culture, is democratic, shows concern for subordinates, is responsive, respectful of colleagues and citizens;

b) is capable of showing respect;

c) shows elements of a disrespectful attitude towards citizens, stiffness, callousness are inherent.

6.2. Discipline.

a) organization and composure in practical activities - (the ability to plan);

b) responsibility and diligence;

c) independence of decisions and actions.

6.3. Organizational skills.

7. Results of professional performance:

7.1. Number and list (as an annex) of the main developed documents;

7.2. The quality of the final result: the effectiveness of the implementation of the developed documents, including the impact on and supervised areas of the industry.

Head of department signature transcript, date

Discipline, accuracy, timely completion of tasks;

Readiness for additional work;

Ability to overcome difficulties;

Initiative;

Ability to make decisions;

Use your time rationally;

Attitude towards learning and self-learning;

sociability, sociability;

Potential for professional and career growth;

Organizational skills.

;3 Professionalism (the ability and inclination of a person to effectively perform a certain activity):

Level of intellectual development;

Ability to analyze and generalize;

Logic, clarity of thinking;

The desire to search;

Possession of theoretical and special knowledge, skills and abilities.

4 moral qualities:

industriousness;

integrity;

Honesty;

Responsibility, integrity;

Mandatory;

Self-criticism;

Motives to work.

5 Potential( characterizes the possibility of carrying out certain types of activities ), abilities and personal qualities, necessary for the performance of official duties :

Independence, determination;

Self-control, self-control;

Speed ​​of reaction;

Emotional and neuropsychic stability.

For managers, additional assessment factors are the ability to:

Plan activities;

Organize the work of subordinates;

Manage in critical situations;

Work with documents (develop, coordinate draft decisions, monitor their implementation);

Delegate authority (provide subordinates with clear instructions, rationally distribute responsibilities, determine and control deadlines, provide necessary assistance);

Develop subordinates (help in adapting, mastering a new job, organizing training and advanced training);

Interact with other departments (coordinate activities, negotiate, build good relationships);

Maintain moral principles;

Innovate (look for new approaches to problem solving, be creative at work, overcome resistance).

Attestation assessment of personnel - activities in which the employee himself, his work and the result of his activity are evaluated. Attestation assessment of personnel is the basis of many management actions: internal relocations, layoffs, enrollment in the reserve for a higher position, material and moral incentives, retraining and advanced training, improvement of the organization, techniques and methods of managerial work. Preparation for certification includes the following activities:

Drawing up the necessary documents for the certified;

Development of certification schedules;

Determination of the composition of the attestation commissions;

Organization of explanatory work on the goals and procedure for certification.

Specific terms, as well as the schedule for the certification and the composition of the certification commissions are approved by the head of the organization and brought to the attention of the certified employees. The next certification does not include persons who have worked in organizations for less than a year, young professionals, pregnant women and women with children under the age of

Issues for discussion

1 Describe the methods of personnel assessment.

2 By what criteria is the work of the applicant evaluated?

3 Describe the personal means of assessing staff.

4 What is the essence of the expert assessment of personnel?

5 What are the main tasks to be solved when assessing the effectiveness of labor activity?

6 What indicators characterize the activities of employees in relation to advanced training?

7 How can personnel assessment affect production efficiency?

8 What is the significance of assessing different categories of workers?

Staff development

Scientific and technological progress, which has covered all spheres of social production, constantly requires an increase in professionalism and a systematic change in the content and technology of labor. Changes in the goals of social development and ways to achieve them, functioning in market conditions dictate the need for retraining of personnel in terms of mastering market mechanisms, adapting to new social conditions, retraining in connection with structural changes in the development of production and the introduction of modern technologies and labor methods. The staff required high professionalism and at the same time the ability to quickly adapt to constant changes and fluctuations in the internal structure of the organization and in the external environment. However, the training of new personnel is not carried out in a short period, and the one-time release of workers with long work experience can develop into a major social problem. Therefore, each organization faces the task of training its staff along with the selection of new employees and their professional adaptation. Postgraduate professional education is carried out through postgraduate studies, doctoral studies organized at institutions of higher professional education and scientific institutions that have received the right to do so. The constant improvement of the educational standard, the complexity and responsibility of the work of personnel, changing working conditions and technologies require continuous additional education. It is carried out on the basis of a license for additional educational programs by institutions of advanced training, courses, vocational guidance centers.

Personnel development is a set of organizational and economic activities in the field of training, advanced training and professional skills of personnel, and stimulation of creativity. The possibility of development should be presented to everyone, because as a result, not only the person himself improves, but also the competitiveness of the organization where he works increases.

The need for professional development is due to the need to adapt to changes in the external environment, new models of equipment and technology, strategy and structure of the organization.

Training is a method of personnel training aimed at improving the efficiency of the organization. It allows:

Increase the efficiency and quality of work;

Reduce the need for control;

Solve the shortage problem faster;

Reduce turnover and the costs associated with it.

Specific objectives of staff training:

Raising the general level of qualification;

Obtaining new knowledge and skills, if the nature of work changes or becomes more complicated, new areas of activity are opened;

Preparation for a new position;

Acceleration of the adaptation process;

Improving the moral and psychological climate.

first step in the organization of training is the analysis of work (a list of special knowledge and skills required for its implementation).

Second step. Comparison of the job specification with the level of training of the employee, which allows you to identify the problems he has

(lack of skills, experience, ignorance of methods, etc.) and formulate learning objectives.

Third step- determination of how the learning process can solve these problems, where and in what form it should be carried out - in the workplace on the job, in the organization; with a break from production (all kinds of centers, schools, other organizations).

The current labor legislation provides for the following forms of training for employees of enterprises: vocational training, retraining, advanced training, training in second professions.

Training of new employees – initial vocational and economic training of persons hired by the enterprise and who previously had no profession, their acquisition of the knowledge, skills and abilities necessary for occupying a position.

Retraining (retraining) is organized for the development of new professions by the released workers who cannot be used in their existing specialties, as well as by persons expressing a desire to change their profession, taking into account the needs of production.

Training - training after receiving basic education, aimed at consistently maintaining and improving professional and economic knowledge, skills, and increasing mastery in the existing profession.

briefing It is an explanation and demonstration of working methods directly at the workplace and can be carried out both by an employee who has been performing these functions for a long time, and by a specially trained instructor.

Work - is the use of mental and physical abilities of people, their skills and experience in the form of goods and services necessary for the production of economic and social benefits. Stimulation of labor is the central link in the management system. One of its most important areas is the regulation of wages. Wage is the payment for labor, or the price of labor. It should reflect its volume, quality, physical and moral-psychological, intellectual costs, the complexity of the process, the degree of risk, etc. Wages in any socio-political and socio-economic system are regulated by the state. Forms of remuneration - piecework and time. To optimize personnel management, if conditions permit, incentive types of remuneration are selected. Material incentives for personnel must meet certain requirements. These include:

Simplicity and clarity of the incentive system for each employee;

Efficiency to encourage positive results;

Formation among employees of a sense of a fair system of incentives;

Increasing interest in the overall results of the activities of the unit, organization;

Striving to improve individual performance.

Issues for discussion

1 Certification of personnel.

2 Stages of the certification process.

3 Explain what is meant by staff development.

4List the main areas of professional training and advanced training of personnel.

Head in the personnel management system

Management style social production - a set of methods and techniques that make it possible to exert a targeted impact on the labor activity of people.

To determine the style, the following parameters of interaction between the leader and subordinates are usually used: decision-making techniques, the method of bringing decisions to the executors, distribution of responsibility, attitude to the initiative, recruitment, own knowledge, communication style, nature of relations with subordinates, attitude to discipline, moral influence on subordinates.

The style a leader uses is determined by two factors: tricks with which he encourages employees to perform their duties, and methods , which controls the results of the activities of their subordinates.

Authoritarian style leadership is based on the absolute will of the leader within the institution, the idea of ​​his infallibility and the consideration of the team as the executor of orders. The authoritarian style leader makes decisions alone, commands, orders them to be carried out, assumes primary responsibility, suppresses initiative, selects workers who cannot become his rivals, keeps a distance from subordinates, resorts to punishments as a powerful method of stimulating work.

Democratic style (from Greek demos - people and kratos - power) is based on the active participation of the entire team in solving managerial problems, respecting the rights and freedoms of participants in the labor process, developing their creative potential and initiative, with the leader playing the leading role in making decisions and ensuring their implementation. A leader of a democratic style in his activity always relies on public organizations and middle managers, encourages initiative from below, emphasizes his respect for subordinates and gives instructions not in the form of instructions, but in the form of suggestions, advice or even requests. Listens to the opinion of subordinates and takes it into account. Control over the activities of his employees is carried out by him not alone, but with the involvement of other members of the team. The head of the democratic style manages people without brute pressure, encourages the creative activity of subordinates, and contributes to the creation of an atmosphere of mutual respect and cooperation in the team.

liberal style (from lat. Liberalis - free) is based on providing the team with maximum freedom of activity, regulated only by the ultimate goal, without active interference in the methods of achieving it. A leader adhering to this style makes decisions at the direction of superior employees or based on the decision of the team. He relieves himself of responsibility for the progress of work and transfers the initiative into the hands of subordinates. In relations with subordinates, the liberal leader is polite and friendly, treats them with respect, tries to help in resolving their requests. But the inability of such a leader to direct the actions of employees can lead to the fact that freedom will be mistaken for permissiveness.

In real life, no leadership style is found in its purest form. In the behavior of almost every leader, there are features inherent in different styles with the dominant role of any one of them. The success of choosing a management style is determined to a decisive extent by the extent to which the manager takes into account the abilities of subordinates and their readiness to implement his decisions, the traditions of the team, as well as his own capabilities, due to the level of education, work experience and psychological qualities. The style of work chosen by the leader depends not only on himself, but also to a large extent on the preparation and behavior of his subordinates.

In a team managed by democratic style, organization and performance indicators are stable regardless of whether the head is in the position or on a business trip, vacation, etc. authoritarian In the same style of work, the absence of a leader leads to a significant deterioration in activity, which is activated again with his return. In the presence of a liberal leader, workers tend to be less active than when he is outside the team. It should also be noted that leadership style is not set once and for all, it can and should change depending on conditions. It is necessary to take into account the composition of the team, the level of knowledge and skills of its members, the time frame of work, the urgency of the tasks, the degree of responsibility depending on the needs that are dictated by the prevailing conditions. An important condition that determines the effectiveness of management is the authority of the personality of the leader . If it is high, then both democratic and authoritarian methods of government are acceptable. But great authority can bring not only benefits, but also harm. On the one hand, the leader makes it easy to achieve the fulfillment of his instructions and subjugate people, and on the other hand, it helps to suppress the independence and initiative, creative thinking of subordinates. A modern leader needs to be aware of the requirements of the time and be flexible, and in case of changing external conditions and the emergence of new needs, change outdated styles and methods of leadership.

Special tact has to be shown when it is necessary to show the shortcomings of the work of people who are older in age, occupying positions in their time and having a high status.

Any leader has hours of reception of employees on personal issues, in the solution of which he takes an active part. An employee must be sure that the organization will support him in a difficult situation, and this will not be done in the form of handouts, but as recognition of merit and respect for his personality.

Issues for discussion

1 The nature and content of managerial work.

2 Psychological problems of leadership.

3 Restrictions that prevent the effective work of the team.

4 Biographical characteristics of the leader.

5 Abilities.

6 Personality traits.

7 Factors of successful activity of the head.

8 Describe leadership styles.

Motivation of labor activity

Attitude towards work - the degree of use of human capabilities, how a person uses his capabilities for highly effective activities.

Thus, motivation is a set of internal and external driving forces that motivate a person to activity.

Need - the primary source - the need for what is necessary for a normal existence: food, housing, procreation.

Needs: spiritual, intellectual, cultural and social.

Interest - a conscious need for goods, objects, activities. Interest induces a person to certain social actions.

motive - conscious attitude to their activities.

Value Orientations - this is a more rigorous concept that characterizes a stable attitude towards ideals (the highest goal).

Incentives - the provision of external influence on a person in order to induce him to certain labor actions (certain labor behavior).

Incentives are influenced by a large group of objective and subjective factors that shape a person's attitude to work.

Objective factors - socio-political situation, economic compliance of regions, working conditions at the enterprise, level of organization and culture at the enterprise, demographic structure of the team, moral and psychological climate.

Currently, either a recruitment agency or a personnel management service is engaged in personnel assessment. And for each of them motivational criteria are different.

Subjective factors - personal characteristics of the employee himself (gender, age, education, upbringing, profession, length of service, personal experience, professional culture, job orientations).

Through objective factors, the level of task management by positions, the discipline of labor activity, the degree of initiative, creative search, and ways to improve performance are determined.

Through subjective factors, the degree of satisfaction with the work of an employee, individual work capacity, and the mood of an employee are determined.

There are always different social groups in the team.

social group - employees with common features that unite them (profession, level of education, work experience). Social groups form the social structure of the team, which is the most important component that affects the effective work of the department (organization).

Personnel management should influence the motivation of people so that the employee has a desire to work, a desire to prove himself from the best side. Worker models are extremely important. In his work, the manager must create integrity, he must be aware of what result of the work will be the final one. At the same time, his subordinates must see the importance of work (have material incentives), be able to participate in decision-making and, of course, there must be a connection between the manager and the employee. Evaluation of the effectiveness of the employee's work depends only on the manager. Therefore, it must be objective and fair. Designed on the basis of these principles, the work ensures the internal satisfaction of each participant. It was on the basis of these data that a model of job characteristics in terms of motivation was developed.

Issues for discussion

1 What is motivation?

2 What is included in the structure of the motive?

3 Tell us about the mechanism of labor motivation.

4 In what groups can needs be combined according to the theory of A. Maslow?

5What are the main functions of staff incentives?

6 How do the theories of A. Maslow and F. Herzberg compare?

7 What is the most important point of V. Vroom's theory?

For every manager, business owner, it is important to have an objective idea of ​​the professionalism of their staff. Let's figure out how to get the most complete and truthful picture.

Objectives of the

A motivated assessment of professional and personal qualities, an example of which will be discussed later in this article, is necessary in order to assess the contribution of each employee to the overall performance and correct the “weak link” in the competencies of an employee.

If the management has a clear idea of ​​the level of training of each member of the team, then it can competently form a personnel reserve for leadership positions, offer individual employees horizontal growth, development, or exclude outsiders.

A motivated assessment of professional and personal qualities is an important tool for managing employees. With its help, you can create the necessary microenvironment, correct the behavior of team members and bring it in line with corporate standards.

Assessment specifics

The very phrase "motivated assessment of professional, personal qualities", an example of which is hard to imagine in the form of a single universal document, suggests that it is necessary to use several methods of analysis. For example, according to the results of the "360 degrees" assessment, we get that employees consider their colleague to be uncommunicative and closed, and he sees himself as sociable and interaction-oriented, we can assume that:

• the assessed person is an outsider and distorts information about himself;
• he is uncomfortable in this particular team (a mismatch of professional interests, values).

Therefore, the more evaluation methods will be used, the more objective the result will be.

Assessment Methods

1. Biographical: is a collection of information about the employee according to the work book, documents on education.

2. Interview: can be conducted with both hired and current employees. This method allows you to identify the employee's attitude to any situation, to understand his motivation at the current moment, the general mood, to determine the range of issues that concern him.

3. Test: a fairly accurate way to determine professional skills, personal characteristics, values.

4. Questioning: the employee is offered to fill out a questionnaire on a specific topic. The peculiarity of this method is that it may contain descriptive questions and involve the choice of clearly defined answer options. Further, employee questionnaires can be analyzed according to specified criteria and compared with each other.

5. Descriptive method: the evaluator is faced with the task of identifying and revealing the strengths and weaknesses of the employee. As a rule, such an assessment is carried out by the head.

6. Observation: It is usually used by the immediate supervisor both involuntarily and purposefully, both in informal and in working settings. Further, this method will be synthesized with the descriptive one.

7. "360 degrees": involves the assessment of the employee by those persons with whom he communicates. Obligatory feedback is given by the manager, colleagues. The middle manager can be assessed by subordinates. As a rule, this method is combined with an assessment by criteria.

8. Ranking: This method is very easy to perform and process. Each employee fills out an evaluation sheet, where he evaluates the degree of expression of a particular quality in a colleague.

9. Comparison in pairs: for this, employees of the same position are taken and compared with each other. Next, an evaluation is carried out and it is determined who turned out to be the best how many times. The criteria must be clearly defined.

10. Comparison with the sample: can be carried out according to a specific list of tasks compiled on the basis of the job description. Each quality is assigned a certain rating. As a rule, a 5-point scale is used, where: 5 - highly expressed, 1 - low expressed.

11. Method of incidents: based on a comparison of misconduct and achievements of employees. For a more effective result, it should be used in conjunction with ranking.

12. Analysis of the quality of execution: evaluated on the basis of a comparison of the results obtained with the planned ones. This method has something in common with method 11, only here the object of evaluation will not be behavior, but the result of activity.

13. involves the formation of a group of independent appraisers who make up the profiles of an ideal and real employee.

These methods allow you to get a motivated assessment of professional, personal qualities. Job examples will be discussed below.

How to get an objective picture

There are many assessment methods that allow you to understand what the professional level of an employee is, what is the specificity of his personality. All methods of analysis complement each other. Only their totality makes it possible to obtain a motivated assessment of the professional and personal qualities of an employee. Of course, it is impossible to use all of them, but to get an objective picture, it is desirable to use at least three.

Leader: motivated assessment of professional, personal qualities

The example that will be considered first requires a particularly careful approach.

The peculiarity of the work activity of the CEO / President of the company is that the success of the goals and objectives facing him depends to a large extent on how well he manages people.

The leader must be a leader in the team, able to lead everyone towards a common goal, while we must not forget that he is fully responsible for the result.

The quality of organization management depends on how well its leader analyzes information, gives orders, and provides feedback.

The leader must also have a certain creative potential, which is necessary to find non-standard solutions, but at the same time be organized, consistent and practical.

To evaluate a leader, a ranking method can be used, which represents the polar qualities to be evaluated, for example:

This assessment method is usually included in a questionnaire consisting of open-ended and closed-ended questions asking to describe the strengths of the personality and those that need to be worked on.

Also, to obtain an objective picture, a self-assessment sheet filled out by the manager himself can be used.

For a complete understanding, the founders of the company must analyze the financial results achieved by the CEO.

middle manager

A motivated assessment of professional, personal qualities is an example or one of the examples that an organization takes personnel management seriously. The second most important persons whose activities affect the result of the company are the heads of departments. It is they who broadcast the goals and mission of the organization to employees.

The 360 ​​degree method can be used to evaluate them.

Performers

Here you can also apply the method of self-analysis and evaluation of the employee by the persons with whom he interacts (manager, colleagues).

A motivated assessment of the professional, personal qualities of a municipal employee may contain a “circular” assessment of this official in terms of such parameters as goodwill, diligence, responsibility, attention to detail.

conclusions

The procedure for attestation of employees can be supplemented by a motivated assessment of professional and personal qualities. The sample report presented in the article can be adapted for any enterprise. Based on the results obtained, decisions are made to dismiss, promote an employee or send him to advanced training courses.

To avoid wasting time and money testing new employees, sometimes companies evaluate them before hiring. For this, even special personnel assessment centers have been created. A list of grading methods for those who prefer to do it themselves:

· Tests. This includes conventional aptitude and aptitude tests, as well as personality and background tests.

· Interview.

· Exam on knowledge and skills of the worker.

· Role play or case studies.

The role-playing game will help you find out in practice whether the applicant is right for you. Act out a day-to-day situation for his position and see how he copes. For example, evaluate his customer interaction skills. Let the buyer be your competent employee or yourself, and the applicant will show what he is capable of. You can set a goal for him to achieve during the game, or simply observe the style of work. This method will tell a lot more about the applicant than the column "Personal qualities" in the resume.

When determining the evaluation criteria, you can be based on business qualities: punctuality, potential quantity and quality of work performed, experience and education, skills, etc. For greater efficiency, focus on the qualities necessary for the position for which the candidate being evaluated is applying. To be confident in an employee, consider his personal qualities. You can independently conduct an assessment in the form of a rating of candidates, placing + and - according to certain criteria, distributing them by level or awarding points. Avoid scoring errors such as bias or stereotyping, or overweighting one criterion.

Personal qualities are congenital or acquired features of a person's character. Some can change throughout life, especially under the influence of society, while others remain unchanged. It is widely believed among psychologists that many personal qualities are formed in the first five years of life, and subsequently they are only corrected.

Innate personality traits include various personality traits. For example, Cattell refers to them the level of intelligence, features of perception and memory, talent for music, drawing, etc., as well as the fundamental characteristics of temperament.

Jung had a similar opinion on this issue and divided all people into eight main types according to their personal qualities: he divided extroverts and introverts into feeling, feeling, intuitive and thinking. It was this approach that was taken into account when creating the Myers-Briggs test, which is based on four components: introversion - extroversion, awareness - intuition, judgments - sensations, reflections - feelings.

Special mention deserves the choice of a profession with certain personal qualities. According to psychologists, a person who has a character unsuitable for a particular job will not succeed in it. Moreover, each profession has its own desirable and undesirable personal qualities, which is also important to consider.

For example, a successful entrepreneur must possess such qualities as independence, diligence, self-esteem adequacy, responsibility, courage, initiative, sociability, reliability, stress resistance. At the same time, aggressiveness, tactlessness, self-doubt should not be inherent in him. The teacher should be observant, demanding, tactful, balanced, attentive, able to explain the material well, but not closed, prone to aggression, non-punctual, irresponsible.

Evaluation of business qualities of personnel

After carrying out activities to attract candidates to the organization, the process of their selection begins in order to leave the necessary number of potential employees who meet the requirements for the positions they plan to occupy.

Depending on the vacant specialty, type of organization, its form of ownership, as well as the initiative shown by the recruiting manager, selection procedures can vary significantly. However, they all contain a number of general provisions. The selection of candidates for a vacant position is made from among the applicants for this position by assessing the business qualities of the candidates.

Definition. Evaluation can be understood as the activity of persons authorized to carry it out (representatives of the administration, staff, personnel services, specialized external organizations) to determine the degree of suitability of a person to fulfill the duties assigned to him, the successes achieved, the degree of expression of the qualities necessary for work.

Evaluation of the business qualities of employees is a purposeful process of establishing the compliance of the qualitative characteristics of personnel (abilities, motivations, properties) with the requirements of a position or workplace. The personnel assessment system is designed to improve the performance of all employees. The assessment process helps to identify both the individual problems of the employee and the general ones that are characteristic of the entire team. On the one hand, it helps to collect the necessary information for planning and organizing employee training, and on the other hand, to increase their motivation, correct the production behavior of employees and get grounds for their material incentives.

Business appraisal is a critical step in the selection and development of personnel. There are two main levels of assessment.

Evaluation of the business qualities of candidates for vacant positions.

Current assessment of the business qualities of the staff.

Employment requires an assessment of the personal qualities of the employee, as shown above, personnel certification - assessment of labor results, and this requires other methodological methods of assessment.

Evaluation of the business qualities of employees allows you to solve the following tasks:

1. Choosing a place in the organizational structure and establishing the functional role of the assessed employee.

2. Development of a development program for this employee.

3. Determination of the degree of compliance with the specified criteria for remuneration and the establishment of its size.

4. Determination of ways of external motivation of the worker.

5. Satisfying the needs of the employee in assessing their own work.

The process of preparing and implementing a business assessment should be technically and organizationally developed. This process requires the following steps to be taken:

1. Development of a methodology for assessing personnel directly for a given organization.

2. Creation of an evaluation commission with the participation of the head of the employee being evaluated, specialists of different hierarchical levels, specialists of the personnel management service or specialized evaluation centers.

3. Determination of the time and place of the business evaluation.

4. Establishing a procedure, a form for summing up the results of the assessment.

5. Documentation, information and technical support for the business valuation process (creation of a complete set of documentation in accordance with the valuation methodology, software, and so on).

6. Advising appraisers on the part of the developer of the methodology, a specialist in the application of the methodology.

There are several stages of business assessment of personnel:

1. Collection of preliminary information on the non-generalized assessment of the employee by the appraiser.

2. Generalization of the received information.

3. Preparation of the manager (line) for an evaluation conversation with a subordinate, an employee being evaluated.

4. Conducting an evaluation conversation and summarizing its results.

5. Formation by the manager of an expert opinion based on the results of a business assessment and its submission to the expert commission.

6. Decision-making by the expert commission on the merits of the proposals contained in the expert opinions.

1.2.1. Classification of evaluation criteria

In the evaluation process, it is necessary to use a list of criteria and indicators to assess the degree of compliance of the applicant's characteristics with the requirements for the position established by the employer.

Let's explain the figure below.

1.1. Corporate criteria imply their applicability to the assessment of all categories of employees.

1.2. Specialized criteria are used to evaluate certain positions or categories of employees.

2.1. Quantitative criteria involve the evaluation of characteristics that are measured quantitatively. Such indicators include the results of the work of employees, the timeliness and completeness of the implementation of established plans.

2.2. Qualitative criteria are used to determine the magnitude of characteristics that are not expressed in numbers. These evaluation criteria include some indicators of the quality of work, individual characteristics of employees (personal and business qualities, features of working behavior, etc.).

3.1. Objective criteria include standards, quality and performance standards that can be used to evaluate any work.

It is advisable to classify the criteria for assessing the performance of personnel according to the following criteria (Fig. below).

Working classification of evaluation criteria

staff activities

It is expedient to attribute to subjective criteria the characteristics, the value of which is established on the basis of the opinions and assessments of experts (for example, line managers).

1. Social and civic maturity (qualities - the ability to listen to criticism, be self-critical; subordinate personal interests to the public; political literacy; participation in social activities, etc.).

2. Attitude towards work (responsibility, attentiveness, accuracy, efficiency, desire and ability to learn, diligence).

3. Level of knowledge and work experience (availability of appropriate qualifications, knowledge of production, work experience in this organization).

4. Organizational skills (the ability to organize one's work, the ability to hold meetings, planning meetings, the correct self-assessment of one's capabilities).

5. The ability to work with people (the ability to work in a team, with subordinates, with management; the ability to create a team; the ability to select and educate personnel; understanding the interests of employees).

6. Ability to work with documents and information (the ability to clearly and clearly formulate goals and objectives; the ability to formulate business letters and notes; knowledge of technology; the ability to read documents).

7. The ability to make and implement decisions in a timely manner (the ability to ensure control over the execution of decisions; the ability to unravel conflict situations; navigate situations, self-control).

8. The ability to see and support the new, advanced, modern (the ability to distinguish between skeptics, passive, conservatives and innovators, enthusiasts; courage, perseverance and determination in maintaining the new; the ability to take risks).

9. Moral and ethical character traits (decency, conscientiousness, adherence to principles, balance, charm, simplicity and modesty, neatness, politeness).

Based on the existing list of criteria, the management of the organization's personnel management service selects the most significant indicators for a particular position or group of employees and evaluates the characteristics of candidates for vacant positions or already working personnel based on them. The degree of compliance of the characteristics with the evaluation criteria can be assessed in points. These levels depend on the work of each employee in comparison with his job description.

In order for the criteria to really work, they must be achievable, feasible, realistic, relevant to the workplace. At the same time, it is necessary to distinguish between the qualities that a candidate should have when applying for a job and which he needs to acquire, having become accustomed to the work and adapting to it, after occupying this position.

Recently, in companies, the evaluation of the activities of managers has become important. When evaluating managers, it is necessary to develop criteria for evaluating the activities of a leader, which will take into account the specifics of this work. Here we can distinguish the following significant parameters: leadership, decision-making, interaction with subordinates.

Personnel assessment procedures are just created in order to reflect the knowledge, skills and abilities of employees in specific numbers. With all the variety of evaluation indicators, they can be conditionally divided into several groups: the results of labor, labor activity, and personal qualities.

Indicators of the implementation of labor activity are divided into factors for achieving the results of labor - the implementation of their managerial functions for the work performed and the organization of their work and indicators of direct professional behavior: they cover such aspects of activity as cooperation and collectivism, organization and independence in solving certain tasks, readiness to take on additional responsibility.

Assessment of personal qualities is possible with long-term monitoring of the employee. A certain property of one person can be considered as the potential for achieving a high result, and for another it cannot be. Therefore, it is necessary to single out some block of the most important personal qualities that are evaluated in the first place. And decide on the technologies for their evaluation. Intelligence, activity, leadership qualities (for managers), and accommodatingness are traditionally called personal qualities important for an employee. Without detracting from the importance of these qualities, I would like to note that in terms of decision-making, all of them are secondary in relation to the group of three characteristics: controllability, learnability, adequacy. Controllability. In the structure of the organization, each employee has his own boss, who gives some orders and orders. If an employee is unmanageable or difficult to manage, his prospects in this company are very doubtful. Uncontrollability manifests itself primarily in attempts to "climb with your charter" and "show who's in charge here." A closer look at the candidate's controllability can also be forced by some facts of his working biography. "Risk factors" are: prior employment as a "freelance artist" (freelancer), running your own business, holding a position higher in status than the one in question. In all these cases, the candidate will be forced to face a change in his social status, to receive more "fool-bosses" than he had before. Uncontrollability is a serious contraindication for recommending a candidate for a position. Unlike uncontrollability, "spinelessness" is a contraindication only for those vacancies where the candidate's "stubbornness" and his ability to defend the company's interests and "not succumb to provocations" will be most important. In other cases, such workers can work very well, because the authorities will appreciate them for their responsiveness to overtime work and silent diligence. The higher the learning ability, the better the adaptive abilities of a person. A highly trained candidate can easily change the field of activity, master new industries, quickly learn new technologies and an unfamiliar assortment. The higher the ability to learn, the easier it will be to adapt to the team. In addition, learning is the ability to learn useful lessons from one's own and others' mistakes. And finally, a fast-learning specialist will be able to bring the long-awaited profit to the company faster than his "slow" colleague. The ability to learn is manifested primarily in cognitive activity. If a person attends language courses, receives a second higher education, and the like, then one can suspect in him the ability to learn. Regular professional development (participation in relevant trainings, seminars, reading special literature) also reveals the person being trained. The same evidence may be the presence in the work experience of abrupt changes in the field of activity (with the obligatory success of subsequent work). During the interview, learning can be explored by discussing with the candidate various points of his experience - what was difficult, what is he proud of, etc. Adequacy is probably the most obvious factor. Tracking adequacy is usually not a problem - if the candidate's answers correspond to the questions asked, and the behavior and emotional reactions are organic to the current situation, everything should be in order with adequacy. The importance of adequacy is also obvious: an adequate employee does what he is assigned, and not what he understood by it, reacts to the surrounding reality, and not to his ideas about it, is more stable in a team, more emotionally stable.

To conduct the assessment, a commission is created, which may include the following representatives of the organization: the immediate supervisor, a representative of the personnel management service, a higher manager, employee colleagues from other departments. The opinion of the latter should be treated with caution, as their assessments can be subjective. In general, the approach to the choice of assessment procedures and the form of their implementation is completely subordinate to the business tasks set in the organization. The information obtained should minimize financial risks in decision making and give the maximum return on investment. Thus, the cost of estimation methods and their accuracy should be optimal in relation to the task.

1.2.2. Methods for assessing the business qualities of employees

Consider the main methods for assessing the business qualities of employees.

We believe that methods for assessing the business qualities of employees can be divided into two groups:

Methods based on a formalized approach (questionnaires, testing, etc.);

Methods based on a non-formalized approach (interview, group discussion, etc.).

The main methods for assessing the business qualities of potential employees are questionnaires, interviews, socionic typing, testing, attestation, game-technical method, situational modeling method, assessment center method, non-traditional methods. Let us consider in more detail each of the methods we have indicated for assessing the business qualities of employees.

1. Questioning. From the candidate's answers to the questionnaire, it can be concluded that he wants to get the most out of life in general and from a particular type of activity in particular. When conducting a questionnaire survey of a candidate for a vacant position, it is desirable to find out not only highly specialized information on the candidate’s work activity, but also a much wider range of questions for the employee’s speedy adaptation. Also, this information will allow you to determine its inclinations or the presence of complexes. To assess the business qualities of candidates for certain positions or specialists already working in the organization, the following methods are used:

1.1. An individual assessment (scoring method) is an assessment questionnaire, a standardized set of questions or descriptions. The specialist conducting the assessment notes the presence or absence of a certain trait in the assessed employee and puts a mark in front of its description. The overall rating is the sum of marks (points). Modification of the evaluation questionnaire - comparative questionnaire. A number of descriptions of right and wrong behavior in the workplace are offered. Assessors rank these descriptions on a scale from "excellent" to "poor". Persons who evaluate the work of specific performers mark the most appropriate descriptions. Evaluation of labor productivity is the sum of ratings for marked descriptions.

1.2. The method of expert assessments is the collection of opinions of experts (specialists on certain issues), their analysis and drawing up a conclusion.

1.3. Rating scale of behavioral attitudes. The form describes the decisive situations of professional activity. The rating form usually contains six to ten special performance characteristics, each of which is derived from five or six decision situations with a description of behavior. The person conducting the appraisal notes the description that is more consistent with the qualifications of the assessed employee. The type of situation correlates with the score on the scale.

1.4. Group assessment methods allow you to compare the performance of employees within the group, compare them with each other.

1.5. Classification method. The evaluator should rank each employee in turn, from best to worst, according to some general criterion. If there are more than 20 employees, then with the application of this method there are difficulties. It is easier to single out the most successful or unsuccessful than to rank the average ones. An alternative classification method can be used: choose the best and the worst, then select the next ones, and so on.

1.6. Paired comparison method - comparison of each with each is carried out in specially grouped pairs. Then it is noted how many times the worker is the best in his pair, and based on this, an overall rating is built. Evaluation can be difficult if the number of employees is too high.

1.7. Specified distribution method. The person conducting the assessment must give the employees assessments within a predetermined (fixed) distribution of assessments. The expert is required to write out the names of employees on separate cards and distribute all those evaluated into groups in accordance with a given quota. Distribution can be carried out according to different evaluation criteria.

2. The interview is 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 that, when compared with other assessment methods, can provide accurate and predictive information.

3. Socionics is another effective method of personnel assessment that allows predicting the behavior of employees in a proactive mode. Its main procedure is socionic typing, determining the socionic type of an employee. There are several ways of typing people: testing on various tests, interviewing, observing behavior, physiognomy.

For socionic typing, tests such as the MBTI questionnaire, the BUNS test and others are used. There is a testing option in which the assessment of the semantic differential is used, according to the text or story typed on the basis of the words, phrases, handwriting, storyline used, a conclusion is made about a particular sociotype. At the same time, typing by tests does not give an accurate picture. The reliability of this method can be described as 50/50.

Observation of behavior is based on an assessment of the nature of gestures and movements. For a more accurate diagnosis, certain experience, observation and attention from the typing specialist are required.

The interview method allows you to more accurately determine the socionic type of employees. This method is quite subjective, its results depend on the sociotype of the specialist conducting the diagnosis, on his experience. Another method of socionic diagnostics is based on comparing the behavior of an employee with a description of the type in the literature. The combination of all these methods is rightly considered the most effective.

The complex application of these methods made it possible to distinguish the following four groups of psychological types of workers:

1. Sensory logics - industrial field of activity. They are characterized by a result orientation in the business area. Positive motivators for them are personal success, business career, power and influence. Negative - career failure and anarchy (lack of rights). Neutral motivators are social contacts, communication and public recognition.

2. Intuitive logics - a scientific field of activity. They are characterized by process orientation in the business area. Positive motivators are interesting and useful work, creativity, diversity, negative ones are boring and useless work, dullness and monotony of work, neutral ones are concrete help and relationships with other people.

3. Sensory ethics - a social field of activity. They are characterized by a focus on results in the human field. Positive motivators are help and relationships with other people, negative ones are distrust and indifference from other people, neutral motivators are interesting and useful work, its creativity and diversity.

4. Intuitive ethics - humanitarian sphere of activity. They are characterized by a process orientation in the human realm. Positive motivators are contacts, social communication, public recognition, negative ones are loneliness and non-recognition, neutral ones are personal success, business career, power and influence.

Based on the identified sociotype, further work is built with the applicant for the position. First of all, the compatibility of its type with other members of the team is determined.

4. Tests are the most famous and widespread of the evaluation procedures. Also, a serious limitation of the use of tests is that they evaluate relatively simple psychological factors well - the formal level of intelligence, emotional stability, sociability. And they measure complex factors very poorly - leadership, innovation, openness to learning, result orientation. Therefore, tests are most often used to assess personnel in lower positions, for which there are few requirements and they are simply formalized. In the evaluation of senior managers, tests are not used or are used only as auxiliary tools, since their accuracy of evaluation is not comparable with the required level of information reliability when making managerial decisions at the highest level. For example, when selecting personnel at the highest level of management or when allocating a personnel reserve at the preliminary stage, tests can be used to immediately weed out candidates with a critically low level of intelligence and high emotional instability. And to assess complex managerial competencies, other methods are needed. In addition, the higher the level of intelligence of a person and his psychological flexibility, which correlates with his status in the organization, the easier he can "cheat" the test. In order to correct the test results in the direction you need, a temporary reincarnation is enough. It is necessary to imagine the expectations of testing customers, get used to the image, imagine how the ideal respondent thinks, experiences and behaves, and answer the test questions based on this image.

5. Certification is the construction of a business portrait of a candidate using a specially developed method of personnel technology. This method includes the development of a list of 80 professional, business and personal qualities in relation to this managerial activity and the assessment by a group of experts of all candidates for positions in accordance with this list of criteria. The attestation method is not used for selection in its pure form and is supplemented by interviews and other test methods.

6. The gaming method is a rather complicated procedure. There are two game engineering approaches: based on the managerial concept of V.K. Tarasov with strictly structured game simulation procedures and on the basis of organizational and activity games. Moreover, the latter method is implemented in the form of a marathon and is based on a system-thinking methodology (working with the future, designing and programming future activities are programmed in the form of games).

7. The method of situational modeling is a technology focused on solving selection problems in conditions of socio-economic, political and socio-psychological instability.

8. The assessment center is an assessment of the participants' competencies by observing their real behavior in business games. Outwardly, this method is very similar to training - participants are offered business games and tasks, but their goal is not the development of skills, but equal opportunities for everyone to show their strengths and weaknesses. In each task, an expert is assigned to each participant. He records in detail the behavior of his ward, which relates to the observed competence. The high accuracy of assessments in the assessment center is ensured by a whole system of procedures. Game tasks are precisely designed for specific competencies and, ideally, have passed the validation procedure, several tasks are offered for assessing each competency, which dramatically reduces the chances of a participant to disguise their real level of development, each participant has different experts in different tasks, this reduces the effect of subjective factors. In addition, game situations are offered in different formats - group discussions, pair games, individual written assignments, so that conditions are created so that each participant has the maximum opportunity to express themselves. A few more important details. The expert in his assessment relies on the observation form, which describes in detail how different levels of this competence are manifested in this task. In addition, after each task, the expert has a few minutes to ask the participant additional questions about how he performed in this game situation and how this relates to his real work situations.

Our studies have shown that the main requirement for evaluators is insight, professionalism in the use of methods and the ability to step back from subjective factors of perception in an evaluation situation. The assessment of personnel in the organization has direct and indirect results. The direct result is information in the form in which the customer wanted to receive it. The indirect result is an impetus to the professional self-development of all employees who were aware of the ongoing assessment activities. And the direct participants in the assessment receive objective information about the level of development of their competencies. The professionalism of evaluation consultants is a guarantee that information about the results of the evaluation will really have a developing effect for the employee, and not a stressful one. Often, only the conduct of evaluation procedures, during which managers receive objective information about themselves, becomes for them a real incentive for professional development.

9. Non-traditional methods. These include a polygraph (lie detector); alcohol and drug tests based on urine and blood tests; some types of psychoanalysis in order to identify the skills of candidates; others.