Экономические науки/5.Управление трудовыми ресурсами

Voronova M.V., PhD Merkulova N.V.

Voronezh State Technical University, Russian Federation

Methods of Personnel Assessment

It is indisputable opinion that human resources represent the motor of any organization. In foreign organizations, the functions of personnel assessment are performed by line managers and personnel services.

The analysis shows that in most cases the organization uses at the same time two types of assessment of workers' performance:

- on the results of labor;

- on the basis of evaluation of the qualities that affect the achievement of results [2].

The main factors important for assessing the performance in the US are the following:

- nature of the tasks performed by the employee;

- state requirements, restrictions and laws;

- personal attitude of the appraiser to the employee.

Studies conducted in a number of US firms in assessing the performance of labor, identified the following criteria:

- quality of work (93%);

- workload (90%);

- knowledge of the work (85%);

- presence in the workplace (79%).

Of the personal qualities used in the role of criteria, were:

- initiative (87%);

- communicative (87%);

- reliability (86%);

- the need to monitor the work performed (67%) [4].

The following are some of the methods for assessing staff that are most often used in foreign companies:

1. descriptive method of evaluation: the person making the assessment is invited to describe the advantages and disadvantages of the employee's behavior;

2. the method for assessing the decisive situation: preparing a list of descriptions of «correct» and «incorrect» behavior of employees in certain situations (these situations are called «decisive situations»);

3. questionnaires: a questionnaire with a certain set of questions is filled in, after which the absence or presence of the indicated features is analyzed;

4. classification: it is based on the rankings evaluated by a certain criterion from the best to the worst, and they are assigned certain sequence numbers;

5. comparison by pairs: a pairwise comparison of the candidates who are in the same position is performed, after which the number of times when the evaluated one was the best in the pair is counted; then, based on the results obtained, an overall rating of the group is compiled;

6. rating: it is based on the assessment of the employee's compliance with the position held: it is a scaling of the personal qualities of the staff, in which the most important component is the list of the employee's functions.

7. ranking behavioral settings: it is based on the use of «decisive situations» from which the required personal and business qualities of the employee are determined, that becomes the factors for comparison. Most often, US firms use the graphical scale method of rating [3].

8. «360 degrees»: this method of assessing staff involves evaluating the employee not only by his/her immediate supervisor, but by colleagues and subordinates; the purpose of this method is to obtain comprehensive, objective evaluation results [5].

The mentioned selection strategies are almost the same in Russian and foreign companies, although there are differences. HR-managers use strictly classified methods up to a certain point, unknown even to linear and direct managers.

For example, «General Motors» discusses the candidacy of the plant's chief engineer for 3-4 hours at the most important corporate meetings where the company's production policy is determined [1].

For example, in the company «Controlled and» the employee is informed about the interview date for the week. He/she should prepare for the following questions:

- How does he/she assess his/her activities?

- How successfully coped with the task and what prevented the best results?

- What should I do to improve the quality of work? etc.

The purpose of the discussion is to strengthen motivation [6]. As a result of the discussion, a specific employee action program is developed to improve the results of work.

In conclusion, it should be noted that each method has its advantages and disadvantages, so HR-managers use a combination of several methods because any method is important in its own way.

References:

1. Alenina K.A. Collection of cases for international management. – Perm : PF SU-HSE, 2004.

2. Bazarov T.U., Eremina B.L. Personnel Management // Center for Personnel Technology - XXI century, 1999.

3. Maltsev K. Valuable frame. How to Build an Effective Training System in the Company. - Alpina Publisher, 2015.

4. Pavlova A.E. Russian and Foreign Experience of Personnel Assessment // Problems of Modern Science and Education. - 2016. - No. 22 (64).

5. Ward P. Method 360 degrees. - Moscow : GIPPO, 2006.

6. Гайворонская Е.И., Меркулова Н.В. Основные способы мотивации персонала // Научный вестник Воронежского государственного архитектурно-строительного университета. Серия: Студент и наука. Воронеж : Воронежский ГАСУ. - 2015. - № 8. - С. 218-223.