30.10.2019

Methodology for assessing personnel when hiring

When applying for a job, each applicant, in addition to the interview, has to go through several more stages of selection. After all, the main task of the HR and HR manager is to choose the candidate who is best suited for this job. The methodology for assessing personnel when hiring requires a serious approach.

It should be noted that all personnel assessment methods have one significant drawback - this is the subjectivity of opinion. Also, much depends on the psycho-physiological state of the expert himself and the applicant for the position.

Personnel assessment criteria

All methods must take into account the following criteria:

• objectivity of assessment)
• reliability)
• credibility)
• predictability)
• complexity)
• comprehensibility of the wording)
• Opportunity to develop and improve the team.

Only taking into account all the criteria, we can talk about the reliability of the evaluation results.

Selection steps

Each applicant, before starting work in any organization, must certainly go through several stages of assessment. Based on the results of these assessments, management will make a hiring decision.

This includes the following steps:

• selection interview)
• filling out an application)
• interview or conversation)
• professional test)
• checking references from previous jobs)
• body check)
• announcement of the decision.

Only after going through all the stages, you can judge whether you are getting a job or not.

Preliminary interview

A conversation can be conducted in several ways. Sometimes this is done by the immediate superiors, the line manager, rarely the interview is conducted by the personnel department. During the conversation, the education and qualities of the applicant are clarified.

Filling out an application

Those who are interviewed will be required to complete an application and a questionnaire. At the same time, the questionnaire should carefully, with a minimum of questions, find out what the person is aimed at in work. There may also be questions related to previous work. Questions should be neutral. In addition, there should be an opportunity to refuse an answer.

Interview

There is a wide variety of interview-type conversations. These include:

1. Conversations according to a certain scheme. Here you can not get the most complete information.
2. Weak conversations. In this case, the conversation is more flexible, and, in addition to predetermined questions, the employer can ask others.
3. Conversations without a definite scheme. In this case, the conversations are specified only by the topics of the questions, and the questions themselves are thought up during the conversation.

Professional testing

After this test, the employer will be able to obtain more accurate information about the candidate's professional abilities. It also helps to identify the style of work of the applicant and his possible professional growth.

If the applicant has recommendations, then they must be carefully studied. If questions arise, the employer has the right to clarify some data by calling the previous places of work. Sometimes the employer may require a description or resume to be added to the list of basic documents.

Body check

Must be conducted if there are health requirements and Human Resources may require a health certificate.

The decision is made on the basis of the results obtained. Here, the performance of all candidates for the position is compared.

Basic assessment methods

There are several types of modern methods of personnel assessment when hiring. Each of them requires separate consideration.

Personnel Assessment Center

Such centers in their work use a whole range of technologies that are based on evaluation criteria. As a rule, it is recommended to check the same indicators in different situations. This will help improve the accuracy of the estimate. This technique is used primarily when promoting employees in order to assess opportunities for professional growth.

Proficiency Testing

Allows you to evaluate the psychophysiological qualities of the applicant. At the same time, the ability to perform work in the chosen position is precisely determined. Most of these tests resemble work that will need to be done.

Ability Tests

As a rule, these are general tests that do not have a narrowly focused specialization. This implies an assessment of the development of basic mental functions. In addition, the trainability of the candidate is revealed.

Biography study

Allows you to get data that relates to the personal life of the applicant: marital status, education, physical characteristics, intelligence level and hobbies. For this, personal data from a personal file can also be included in the work.

personality testing

Assesses the level of development of personality traits. Here the behavioral character of a person is revealed depending on situations. Also, the employer gets a picture of the candidate's potential.

Conversation

It will help to collect information about existing experience and knowledge. Also here you can give a more accurate assessment of the professional qualities of the candidate.

The HR manager needs to clarify all the information that is presented in the recommendation. As a rule, all recommendations have contact details of the applicant's previous job. If the recommendations were provided by a private individual, it is necessary to take into account his position in society. The more significant the person, the more reliable the information in the recommendations.

Non-traditional valuation methods

These evaluation methods are rarely used. It can be a lie detector, alcohol and drug testing. As a rule, such methods should be determined by the specifics of the proposed work. Only a few employers resort to using them.

Even less often, the zodiac sign, initials, date of birth, appearance, voice, demeanor and other minor details that are necessary only in exceptional situations are evaluated. They do not render special value on working capacity and professionalism.

More common during interviews are logical tasks that require an extraordinary approach to solving and the ability to see the answer in the question itself.

It is important to note that any technique is subjective. After all, a lot depends on how the applicant presented himself during the interview. Sometimes computers are used for more objective results in testing. But they also have their drawback - after all, they evaluate only the answers of the candidate and do not take into account other data.

Cost analysis for personnel assessment

Of course, all conducted methods cost an enterprise or a company certain costs. After all, in today's world, everything has its price. Sometimes the cost of such assessments is a decisive factor in the choice of methodology.

For example, the first two stages of evaluation do not require significant costs. The interview requires free time to talk with the candidate.

For a conversation for hire, you will need not only free time, but also financial costs per hour of work. Testing will already require some investment from the employer.

note

After all, it is necessary to develop a test and organize its implementation. Medical examination and verification of recommendations are the most costly ways.

In most cases, simply doing the first three steps is sufficient, and they can already weed out most candidates who are not suitable for work in the company. The last three steps are rarely used.

The main tasks of personnel assessment

The most important goals that a company pursues in assessing personnel when hiring is the importance of a person for this particular company. At the same time, it is better if you immediately find a suitable person who will care about the prosperity of the company. Each employer is looking for a person who "burns" at work and is ready to perform it efficiently.

Large firms prefer to hire professionals with experience. After all, they no longer need to spend time and money on training. Such people are well aware of their worth and know how much effort it takes to conduct the simplest interview. Therefore, in a conversation with them, HR managers or the HR department ask just a couple of questions and study recommendations.

Methods used for personnel assessment

Previously, when selecting personnel, companies focused only on interviews and the study of resumes and references. However, after Russia entered the international business community, it became necessary to carry out various methods for assessing personnel.

Each company tries not only to use ready-made methods, but also to develop its own unique methods.

At the same time, these methods are used only in the case of the selection of a significant number of employees. If we are talking about hiring one or two people, then it is quite enough to conduct an interview and, based on the results, decide whether the person is suitable for the company or not.

Until now, not all methods have been worked out to the end. Until recently, all types of testing and other ways to assess the quality of personnel were very complex and did not in any way relate to the professional qualities of a candidate.

But over time, the methods have improved and now they are focused on each individual person.

When selecting personnel, one should focus on the individual qualities of people. Indeed, sometimes there are professionals who are simply embarrassed to praise themselves. To identify these points, you should use a properly designed psychological test.

To provide the best analysis, the HR department or HR manager needs to conduct several different research methods. This will reduce the risk of subjectivity in the assessments.

Recruitment of the personnel of the organization is assigned, as a rule, to the personnel service. This is an extremely important and responsible task, because not only the normal functioning, but also the very existence of the organization depends on it. For this, certain methods of personnel assessment are used in the selection and hiring. Let's briefly consider them.

Eliminate the subjectivity of assessment

The ultimate goal of creating all methods for assessing potential employees is the maximum exclusion of the subjective opinion of the person who selects personnel.

Methods for assessing the business and personal qualities of managers and

specialists on the example of the RSUE "Experimental base "Krinichnaya"

Gomel 2006

Introduction

Organizations exist to achieve their goals. The degree of implementation of these goals shows how effectively the organization operates, i.e. how effectively organizational resources are being used.

The profit indicator allows you to evaluate the effectiveness of the organization as a whole, which consists of the efficiency of using all organizational resources, including each employee. Naturally, employees do not perform their production duties in the same way - in any organization or department there are leaders, outsiders and middle peasants. However, in order to carry out this differentiation, it is necessary to have a unified system for evaluating the effectiveness of the performance of each employee's job functions.

Such a system improves the efficiency of human resource management of the organization through:

positive impact on employee motivation. Feedback has a beneficial effect on the motivation of employees, allows them to adjust their behavior in the workplace, and achieve increased productivity.

· planning of vocational training. Personnel assessment makes it possible to identify gaps in the competencies of each employee and provide for measures to eliminate them.

professional development and career planning. Evaluation of employees reveals their weak and strong professional qualities, which allows you to carefully prepare individual development plans and effectively plan your career.

Making decisions about remuneration, promotion, dismissal. Regular and systematic evaluation of employees provides the management of the organization with the information necessary to make informed decisions about salary increases (rewarding the best employees has a motivating effect on them and their colleagues), promotion or dismissal. The benefits mentioned above do not automatically come to the organization at the time of the implementation of the assessment system. They are implemented when a number of additional conditions are met.

· Firstly, the evaluation system and, most importantly, the actual evaluation of the work of employees should be as objective as possible and perceived by employees as objective. To impart objectivity to the assessment system, its criteria should be open and understandable to employees.

· Secondly, the results of the assessment must be kept confidential, i.e. known only to the employee, his manager, the human resources department. The acceptance by staff of the evaluation system and their active participation in the evaluation process is also a condition for its effective functioning.

A task: to study the main assessment methods, the essence and significance of the business and personal qualities of managers and specialists on the basis of the RSUP E / b "Krinichnaya"

In preparing this work, the published materials on the methods of assessing the business and personal qualities of a leader in an organization, the special literature of domestic and foreign authors were analyzed. In addition, documentation and reporting on the results of the activities of the RSUE “Experimental Base “Krinichnaya” were used.

1. Methods of assessment, the essence and significance of the business and personal qualities of a leader

1.1. Characteristics of the assessment of the business and personal qualities of the leader

Schematic diagram of the control structure

It can be seen from the diagram that all management work can be divided into

two parts:

Management of the company's activities:

Personnel Management.

In my work, I considered only one part of the scheme - personnel management.

The organizational environment imposes a number of requirements on the head of personnel management, which can be the basis of the model:

1. Knowledge and skills. A modern manager should know: the laws and principles of the functioning of a market economy, the theory and practice of modern management, the theory of organization and methods for modeling organizational structures, the forms and methods of motivating the purposeful behavior of people in the management system, the essence of a systematic approach to designing market structures, methods of complex analysis. He must have high universal human qualities and appropriate psychological abilities, including the ability to take reasonable and measured risks. He must be able to carry out business design, develop, adjust and implement a business plan, and carry out marketing research.

2. Personal qualities.

Thirst for knowledge, professionalism, innovation, creative approach to work.

Perseverance, self-confidence and dedication

Thinking outside the box, ingenuity, initiative and the ability to generate ideas.

Psychological ability to influence people.

Communication skills and a sense of accomplishment.

Emotional balance and stress resistance.

Openness, flexibility and easy adaptability to ongoing changes.

Situational leadership and personality energy in corporate structures;

Internal need for self-development and self-organization;

Energy and vitality;

Tendency to successful defense and equally effective attack;

Responsibility for activities and decisions made;

The need to work in a team and with a team.

3. The ethical norms of a manager in relation to the economy are as follows:

The highest productivity and profit should not come at the expense of environmental destruction;

Competition must be carried out according to fair rules, that is, observing the rules of the market game;

The benefits created by labor should be distributed in such a way as not to deepen the stratification of society;

Technology should serve man, not man technology;

A reasonable form of participation of employees for the purposes of the corporation not only increases the desire to work better, but also develops a sense of responsibility;

The economy, unlike religion, is focused not on moral norms, but on the distribution of material wealth. It must comply with current moral standards.

The manager in his activities with colleagues and partners must be guided by generally accepted rules and norms. Follow the methods of fair competition, do not use “dirty money” in their activities, “play openly”, if the partner does the same, try to fulfill the promise given to the partner under any conditions, use only honest methods when trying to influence the subordinate, be demanding, but not offend dignity, be attentive and precautionary.

4. Personal resources. The manager must have and be able to effectively manage his resources, information, time, people at his disposal, finances, materials, that is, to achieve high results, constantly increasing the competitiveness of the organization he manages.

5.Skills and abilities to manage effectively. The effectiveness of management can be influenced by: the ability to manage oneself; reasonable personal values; clear personal goals, emphasis on continuous personal growth; skills and perseverance in problem solving; resourcefulness and propensity to innovate; possession of modern management methods; high ability to influence others; Form and develop effective working groups; Ability to train and develop subordinates.

Limitations of self-development. Such shortcomings include the inability to manage oneself; blurred personal values; vague personal goals, poor skills to manage people and resources; inability to teach and set requirements for self-development; low ability to form a team. Attempts to combine the requirements of the external environment with the desired set of traits of the leader are being made continuously by many researchers. The following "Principles of Good Corporate Governance" can be cited as the existence of such a set:

Focus on energetic and fast action;

Maintaining constant contact with the consumer;

Giving people a certain amount of autonomy that encourages their entrepreneurial spirit;

Consideration of people as the main source of increasing labor productivity and production efficiency;

Making a connection with life, strengthening the focus on one key value of this business;

Limiting your activities only to what you know and can do best;

Introduction of simple forms of management and maintenance of a small managerial staff;

Ensuring a simultaneous combination in management: freedom in one and rigidity in the other; (4 p.395)

Orientation in their interests to a purely human need;

The need to be the master of one's destiny;

The desire to maintain a sense of pride that works wonders;

Establishing standards of excellence and demanding their achievement.

For example, the technique of the English researcher R. Bennett is widely used abroad, who proposed to identify the degree of manifestation of twenty qualities of a manager's personality: intelligence,

· honesty,

· pursuit,

thoughtfulness,

tact,

communication skills,

interest in people

integrity of character

a positive attitude towards reality

the courage

decisiveness,

decency,

· sense of humor,

· the ability to listen,

firmness, friendliness,

enthusiasm.

Thus, a collective image of an effective leader can be created using the following set of properties to one degree or another:

1.Intellectual abilities: mind and logic; prudence; insight; conceptuality; education; business knowledge; speech development; curiosity and cognition; intuition.

2. Personality traits: initiative; flexibility; vigilance; creativity and creativity; honesty; courage and self-confidence; independence; ambition; perseverance and perseverance; energy; performance; obligation; sympathy.

3. Acquired skills: enlist support; win popularity and prestige; organize; convince; change yourself; be reliable; to joke and understand humor; understand people.

1.2.Methods for assessing the business and personal qualities of a leader in the management process

It is very difficult to create an assessment system that is equally balanced in terms of accuracy, objectivity, simplicity and clarity, therefore today there are several personnel assessment systems, each of which has its own advantages and disadvantages.

The use of modern methods of objective assessment of the work of managerial employees, and especially managers, in a market economy and the democratization of management is of particular importance. Carrying out such assessments on the eve of certification, in the process of electing a leader, in the formation of a reserve of personnel for promotion, as well as in current reshuffles in personnel - these are the main practical directions for the assessment activities of organizations.

Evaluation is an integral and essential element in the structure of labor management of managerial personnel. It is a certain system that has a rather complex structure that allows it to perform a regulatory function in relation to the activities of the assessed managers and managers.

Today, in some organizations, one of the most important principles of working with personnel is the requirement to objectively evaluate a managerial employee in terms of business and personal qualities. It is clear that for this it is necessary to form appropriate qualitative criteria.

According to the general recognition of specialists in the field of management, any manager must have a number of mandatory business qualities. . These usually include:

Knowledge of production - its technical and technological features, modern directions of development;

Knowledge of economics - methods of planning, economic analysis, etc.

The ability to choose methods and means to achieve the best results of production and economic activities at the lowest financial, energy and labor costs;

availability of special knowledge in the field of organization and management of production (theoretical foundations, advanced methods and forms, recommendations of modern domestic and foreign management science), as well as the ability to apply them in their practical activities;

Ability to rationally select and arrange personnel;

Ability to mobilize a team to solve assigned tasks;

Ability and ability to maintain discipline and defend the interests of the case;

Ability to effectively plan the work of the management apparatus;

Distribute rights, powers and responsibilities among subordinates;

Coordinate the activities of all services and divisions as a single system of organization management;

The ability to plan and organize personal activities, combine the basic principles of management in it, apply the most appropriate and effective style and methods of work depending on the situation;

Ability to be highly demanding of oneself and subordinates;

Concreteness and clarity in solving operational issues and everyday affairs;

To take into account and control the results of their work and the work of the team;

Encourage employees to take responsibility for the implementation of their decisions;

Eliminate and prevent any manifestations of bureaucracy in their work and the work of subordinates.

In a market economy, there are increased requirements for the personal qualities of a managerial worker. . In the personnel work of a number of organizations, methodological materials contain a list of such qualities of managerial employees as:

honesty, justice,

The ability of an employee to establish friendly relations with subordinates,

Consistency and tact under any circumstances,

purposefulness,

integrity,

Decisiveness in making managerial decisions,

As well as perseverance and vigor in their implementation,

Ability to defend one's opinion

Self-criticism in assessing one's actions and deeds,

Ability to listen to advice from subordinates

Correct perception of criticism with the ability to draw appropriate conclusions,

The ability to keep a word and not promise what will not be fulfilled,

The ability to use their rights and powers, especially in cases of administrative and organizational influence,

As well as the ability to positively influence subordinates by personal example and behavior in everyday life

The performance appraisal system should provide accurate and reliable data. The stricter and more definite it is, the higher the probability of obtaining reliable and accurate data. Experts recommend creating the basis for such a system in six stages:

1 establish labor productivity standards for each workplace and criteria for its evaluation;

2 develop a policy for conducting performance evaluations, that is, decide when, how often and by whom evaluations should be carried out;

3 to oblige certain persons to evaluate the effectiveness of labor;

4 oblige assessors to collect data on the performance of employees;

5 discuss the assessment with the employee;

6 make a decision and document the assessment.

One of the most important methodological problems - who should evaluate the employee. In the practice of most US firms, this is done by a manager - manager. In addition to him, in some cases they do this:

1 a committee of several controllers. This approach has the advantage that it eliminates the bias that can occur when an assessment is carried out by a single supervisor;

2 colleagues of the assessed. For this system to bear fruit, it is necessary that they know the level of productivity of his work, trust each other and do not seek to win each other the opportunity to raise salaries and promotions;

3 subordinates of the assessed;

4 someone not directly related to the work situation. This option is more expensive than the others and is mainly used to evaluate a worker in some very important position. It is also possible to use this option in cases where it is necessary to combat accusations of bias and prejudice. It should be taken into account that when using this approach, the person making the assessment will not have such a volume of information as in the previous four options;

5 self-esteem. In this case, the employee evaluates himself using the methods used by other appraisers. This approach is used to develop the skills of introspection in employees rather than to evaluate performance;

6 the use of a combination of the listed forms of assessment: the assessment of the controller can be confirmed by self-assessment, and the results of the assessment by the boss can be compared with the assessment of subordinates or colleagues. Bilateral (appraiser-assessed) discussion of the results of the assessment gives good suggestions to senior management. (7 p. 138)

To the group qualitative methods usually include methods of biographical description, business characteristics, special oral feedback, standard, as well as evaluation based on discussion (discussion). For example, if you properly organize the assessment procedure and take into account that the characteristic is a set of employee assessments co not only the administration, but also various public organizations, then the method of business characteristics can be used to obtain fairly objective results. These ratings correspond to a specific set of qualities.

It has been noted that the methods of biographical description, oral feedback and characteristics in economic practice are most often used when hiring and relocating employees, and the methods of the standard (assessment of the actual qualities of the employee in comparison with the model) and discussions are mainly used when appointing managers.

To quantitative methods include all methods with a numerical assessment of the level of qualities of the employee. Among them, the method of coefficients and point method are considered the most simple and effective.

The use of computers and other computer technology allows you to quickly make calculations and, as a result, obtain fairly objective assessments of the worker's work. These methods are not only quite simple, but also of an open nature, since they allow everyone to independently calculate "their own coefficients" or "points" according to a fairly strict methodology, and evaluate the effectiveness of their work.

To the group combined methods include widespread and diverse methods of expert assessment of the frequency of manifestation of certain qualities, special tests and some other combinations of qualitative and quantitative methods. All of them are based on a preliminary description and assessment of certain characteristics, with which the actual qualities of the assessed employee are compared. (5 p. 226)

Let's take a closer look at the methods of personnel assessment.

1.2.1 Quantitative methods dy

Quantitative assessments, such as the business and organizational qualities of an employee, are usually made with the help of expert assessments. At the same time, to characterize a candidate for a position, 6-7 criteria are first established (taking into account the specifics of production and working conditions). For example:

1 ability to organize and plan work;

1. professional competence;

2. awareness of responsibility for the work performed;

3. contact and communication skills;

4. ability to innovate;

5. hard work and efficiency.

For each of these criteria, based on a study of the activities of candidates for the position, an appropriate assessment is given on a chosen, for example, five-point scale (excellent - 5; good - 4; satisfactory - 3; not - satisfactory - 2; bad - 1).

Criteria scores are usually arranged in ascending numerical order. For example, when assessing according to the criterion "the ability to organize and plan work":

"1" - clearly unorganized worker and leader;

"2" - does not know how to organize and plan his work and the work of his subordinates;

"3" - knows how to organize the labor process, but does not always successfully plan work;

"4" - knows how to organize and plan well his work and the work of his subordinates;

"5" - is able to create and maintain a clear order in work based on effective planning.

In terms of their importance in the overall assessment of a candidate for a particular position, certain qualities always have a different specific th weight, which is established by an expert. For example, certain values ​​can be accepted for the six criteria above.

To determine the overall assessment of the business and organizational qualities of a candidate for a managerial position, a special evaluation sheet is drawn up.

Naturally, the higher the overall score for each group of qualities, the more worthy the candidate is to fill a position in the management apparatus. The highest possible score is 5 and the lowest is 1.

The education, work experience and age of an employee must be taken into account when assessing business qualities. The point is that education - one of the main qualitative characteristics in determining the level of qualification of an employee, work experience - a quantitative measure of experience, and age is correlated with work experience.

Data on the candidate's education, his length of service and age are taken into account by calculating the coefficient of professional prospects according to the formula:

K \u003d O. arr. (1 + C/4 + B/18), where

About w.arr.- an assessment of the level of education, which is usually taken to be

0.15 for persons with incomplete secondary education;

0.60 - for persons with secondary education;

0.75 - for persons with secondary technical and incomplete higher education;

1.00 - for persons with higher education in their specialty;

FROM- professional experience. In accordance with the recommendations of the Research Institute of Labor, it is divided by 4 (due to the fact that, as established, experience has 4 times less effect on labor productivity than education);

AT- age. In accordance with the recommendations of the Research Institute of Labor, it is divided by 18 (it has been established that the influence of age on labor productivity is 18 times less than the influence of education). At the same time, 55 years is taken as the upper age limit for men, and 50 for women.

At the stage of determining the overall assessment of a candidate for a position, the value of the coefficient of professional prospects is added to the overall assessment of business and organizational qualities. It is quite obvious that preference is given to the candidate who will ultimately receive the highest rating, moreover, it is also necessary to take into account the ratings obtained in the same way for groups of personal qualities.

Testing by practice is undeniably critical to the evaluation of any managerial worker. In this regard, it is recommended to carefully and patiently test and recognize among them real organizers who combine interest in the matter with the ability to establish joint work of a team of people. To do this, when working with a reserve of personnel for promotion, it is widely practiced to involve them in the temporary performance of the duties of a leader during his absence, internships and other forms and methods of practical verification. However, even in such cases, the results of the work require objective assessments.

A number of Russian organizations have accumulated positive experience in assessing management personnel. The essence of one of the most proven and fairly effective methods is to use the qualifications, experience and intuition of the most competent specialists in their field of work. - experts . The most important conditions for the application of this method are to ensure the anonymity of the assessments given by experts and the validity of the selection of the composition of expert commissions.

If anonymity is achieved through special questioning or testing, then the validity of the selection of experts consists in their careful preliminary assessment, as well as in the methodically competent and purposeful formation of the quantitative and qualitative composition. For example, the main requirements for an expert are his competence in production management, morality, deep knowledge and recognized ability to solve special problems in accordance with certain functions.

One of the requirements is to be well versed in one of the related special areas of activity, for example, for a technologist - in economics, for an economist - in technology, for a line manager - in legal issues, etc. The traditional requirement for the formation of a group of experts is their ability to conduct an examination taking into account the various aspects of the activity of the assessed employee.

The selection, coordination and approval of expert commissions is usually carried out by the head of the personnel department and the head of the organization (organization). The Head of Human Resources introduces the evaluation methodology to the experts with the help of a scientific consultant who, for the first time, practically supervises the entire work. At the organization level, the composition of expert commissions (a commission for evaluating the heads of the management apparatus, a commission for evaluating line managers of production units, a commission for evaluating specialists of the management apparatus) usually includes 3-5, but not more than 7 people. At the same time, both the person being assessed and his supervisor should be among the experts.

At the same time, it is also very valuable that a detailed analysis of the assessments of quality experts can help determine for each employee specific areas for improving his performance. (5 p. 291)

1.2.2 Qualitative assessment methods

To date, a significant number of management personnel assessment systems have been developed in domestic and world practice, which can be classified on various grounds. The solution to the question of the content (or subject) of the assessment is one of the starting points in the formation of any system. Analysis of what is the content of the assessment - namely, which aspects of management activities are measured, analyzed and interpreted, allows us to identify several basic approaches.

As a subject of evaluation of the head in various methods are:

Business and personal qualities (properties, traits) of managers;

Characteristics of their behavior in various situations;

Quality of performance of managerial functions;

Characteristics of the applied management tools;

Performance indicators of led teams;

Results of organizational activity;

The success of the leaders in establishing and achieving the goals of managing specific teams.

A comprehensive assessment is also common, the content of which includes various combinations of the above items of labor assessment. The degree of development of each of the approaches is not the same. Some (for example, assessment of qualities) are brought to a completely complete methodological support, and even automation, others (for example, target assessment) are presented only in the form of certain principles.

1.2.3. Evaluation by the trait method

The assessment of managers by the method of traits has become widespread. At its core - recognition of the influence of a person's psychological properties on the characteristics of his activity. Methods , Based on this approach, there is a scoring of the degree of expression in managers of a certain set of business and personal qualities, an assessment of those features that are most correlated with the effectiveness of managers in specific teams. To do this, with the help of a computer, a list of properties is selected (without interpreting quantitative estimates) that distinguishes each leader to the greatest extent and helps to draw up his business portrait.

The difference in methods is associated with the methods used to measure personality traits and the proposed lists of traits. However, despite the variety of modifications of such methods, the subject of assessment is the same everywhere - the qualities of the leader's personality. As a result, a socio-psychological characteristic of the person being assessed is always obtained and the possession of certain properties is ascertained.

The experience of using such assessment systems in our country and abroad allows us to identify their main drawback. - subjectivity of the acquired knowledge. The reasons for this are rooted in the method itself, which is associated with the will and consciousness of the subjects involved in the assessment. This is not about obtaining biased or incompetent assessments, which is possible with the implementation of any approach, but about the very content of the assessment.

The lists of qualities used are weakly tied to managerial activity and rather reveal to some extent the internal structure of the person being assessed, rather than fix certain professional requirements for the psychological characteristics of the manager as a subject of management. In fact, such an assessment is based not on an analysis of real managerial work, but on what others think about the leader.

1.2.4 Evaluation based on labor analysis

The determination of psychological properties based on the analysis of the work of managerial personnel occurs within the framework of a situational assessment, which, however, is similar to an assessment of traits. Only in this case, relatively invariant features of the manager's behavior, which manifest themselves in the process of solving specific managerial tasks, act as stable psychological characteristics.

The situational assessment methodology provides for a procedure for selecting typical management situations in a particular team, in the structure of which the work of a manager is described, and then his behavior is evaluated. The rational basis for such an assessment is that the heterogeneity of the elements of the labor situation in each case is formed into a certain set of conditions and tasks of managerial activity. The solution of these problems is extremely complex and the effectiveness of the manager's actions, of course, is determined by his personal characteristics.

The basis of the methodology is the idea of ​​managerial situations as units of analysis of the work of a managerial worker, but it is precisely their structure that remains insufficiently developed. The situations used during the assessment (lack of coordination in work plans with related departments, conflicts caused by unclear delineation of functions, lack of financial resources, understaffing of the department) are, in essence, only a description of individual management problems.

The results of assessing the behavior of managerial employees, as in the case of assessing qualities, are a socio-psychological characteristic, only more professionally oriented. It contains information about how (effectively or not) the employee acted, in what situations more, in what - less effectively. However, this method does not help to find out the cause of such behavior and its consequences.

1.2.5 Functional assessment

The functional assessment of the manager is based on the analysis of the labor process, finding out how well he copes with his job responsibilities. The work of the manager in this case is described in the structure of the specific functions performed by him to regulate joint activities. For example, in one of the methods, management functions such as planning, organization, staffing, management and leadership, and control are distinguished.

This method is based on the idea of ​​the special tasks of organizational activity that distinguish managerial work from performing work and have some universal content, as well as an understanding of the place and role of the leader in the work team.

We can say that the main tasks of his (head) activity as a subject of management are:

Elimination of differences in approach, time of action, efforts of individuals working together;

Setting and maintaining the rules and norms of labor behavior and interaction in the team, as well as a certain system of values ​​in the field of work;

Coordination of general and individual goals of activity;

Ensuring the maximum contribution of everyone in obtaining the overall result.

The conditions of managerial activity, the sphere of joint work, the parameters of the team being headed only concretize these tasks, fill them with substantive content, without changing the essence of the functions performed. Functional evaluation has the advantage , which is based on an analysis of what managers are actually doing. It allows you to identify weaknesses in the work of specific managers based on knowledge of the general tasks of managerial activity.

1.2.6. Methodology for determining leadership style

Analysis of the quality of work performance also involves the definition of leadership style. The leader creates values ​​not directly, but through other people, regulating their behavior and modifying it in the direction necessary for the implementation of common goals. The means of solving all the problems in the team for him is a purposeful and systematic impact on people in the process of joint work.

The main thing in the activities of the head are the personal position, the style of business communication, the chosen way of interacting with subordinates. And if the analysis of managerial functions allows you to reveal the content of the work performed by the manager, the range of tasks to be solved, then the definition of the leadership style reveals the system of responsibility that the manager introduces into the work process and acts as an important means of his influence on other people.

With this approach, the subject of evaluation is the nature of the relationship between the leader and subordinates. It allows you to reveal the personal characteristics of the leader's behavior in the system of "leadership-subordination" relations. The method of influencing people is of fundamental importance for the successful work of a leader, ensuring effective joint activities, therefore, the assessment of the means of management used is an important aspect of analyzing the quality of managerial work.

1.2.7 Target evaluation method

Goal-setting underlies any management and is the most important element of managerial work. Target management is now seen as a necessary component of effective leadership. In addition, it is difficult to expect effective work from a leader (as well as from any other worker), while its final results remain unclear or at least the guidelines to which he must strive are not outlined. This determines the rational basis on which this method of evaluation is built.

The advantage of the approach is the ability to plan and control the activities of managers, outlining its goals and tracking the degree of their implementation. The information obtained in the course of such an assessment makes it possible to judge how well the manager worked, whether the intended management goals were achieved.

The weak side of the target assessment is the fact that the leader can achieve and not achieve goals against his will. And the point here is not only in the delimitation of competence, but also in the need to take into account uncontrollable or unforeseen factors - those circumstances that can significantly affect the results of the leader's activities, regardless of his personal efforts. Therefore, using this method, only the operational work of managers is evaluated. And although the target assessment has not yet received proper theoretical and methodological development, this method is considered by experts as one of the most promising.

1.3. Principles of selection and placement of personnel in foreign countries

The initial stage in the process of personnel management is the process of recruitment and selection of personnel.

Figure 2 shows how the recruitment and selection of personnel is carried out. How the recruitment is done and which people are selected for your work in your organization, all subsequent activities in the process of human resource management depend. Therefore, in order not to create additional difficulties, this stage should be taken seriously, taking into account the experience gained in domestic and foreign practice.

Recruitment for work in large organizations is carried out by the department of personnel management. The section of the department dealing directly with this is called the recruitment section. It contains employees conducting conversations with future employees. These employees also conduct pre-selection.

The essence of selection is, in principle, equally understood in Belarus and in Russia and in the West as the selection of the most suitable candidate from those available. The selection criteria in each case can be specific with an emphasis on either professional or a combination of both. The selection plan includes measures and their provision for comparing the qualities of applicants with each other and the requirements of the workplace or working conditions, conducting selected tests according to a previously compiled methodology, services of third-party organizations and individual specialists in assessing the qualities of applicants and conducting interviews. (3 p. 76)

Most HR professionals believe that the interview is a weak means of identifying suitable candidates, since most interviewers formulate their assessments on first impressions. The evidence of this conclusion is very well shown in E. S. Webster's analysis of the selection procedure adopted in the Canadian army. The following is a caution against making the most serious mistakes in the selection interview:

1. Interviewers form a stereotypical idea of ​​a “good” candidate, which they try to apply to interviewees without evaluating them according to their true merits.

2. Often, an opinion about the applicant is formed at the very beginning of the interview.

3. Negative rather than positive information about the applicant pays more attention to interviewers.

4. The completed application of the applicant and his appearance are the cause of prejudice.

5. Interviewers are looking for confirmation of their opinion about the applicant that they already have. (7 p. 256)

Hiring (recruitment and selection) for the work of a leading specialist or a high-level manager, for example, a prosperous firm "McKay Envipope" Harvey McKay organizes as follows:

1. Conversation of the applicant with a manager who knows how to understand people in terms of personnel.

2. Conversation of the candidate with members of the company's administration, followed by a discussion of the candidate's impressions.

3. Conversation of the candidate with the head of the company in person

4. Conversation of the candidate with the head of the company by phone.

5. Collecting information about the candidate from external sources.

6. Conversation of the head of the company with the candidate in his house in the presence of his wife and children

7. Conversation of the head of the company with the candidate in an informal setting

8. Conversation of the candidate with two or three businessmen acquaintances of the head of the firm.

9. Visiting the candidate of the masters of the profession for which he claims.

10. Candidate's visit to an Industrial Psychology Consultant.

· Giving objectivity to information about the candidate based on the mass of subjective information.

· At least half of the attention is paid to the human qualities of the applicant, his ability to communicate.

· The head of the company spares no personal time to draw up his own comprehensive opinion about the applicant.

· The past life path of the applicant is taken into account.

It should be noted that H.Mackay considers the consideration of the situation how you felt if this person worked for a competitor, and not for you, as a decisive criterion. In general, the attraction of high-class specialists to the company is considered as a major success as a guarantee of its prosperity, so such work is included in the plans of the company.

A group of SPbUF scientists, headed by Associate Professor A.A. Sarno, developed a system of categorical features of a specialist suitable for exchange search and determination of requirements for an employee when hiring and moving. If this system is laid as the basis for a parametric description of the requirements of the workplace for the employee and as data about the employee, then it becomes possible to compare, on a single information basis, what is required with the fact that the presented system of parameters is supplemented by a set of methods and techniques of a sociometric psychometric statistical nature that makes it possible to assess the value parameters. Given a certain amount of subjectivity and the probabilistic nature of the identified parameters, their determination, however, puts the solution to the problem of recruitment and movement of workers on a modern scientific basis. The parameters include the following groups:

Life cycle phase

Level and profile of training

・Previous career

Family and household status

Psychological characteristics

· Propensity for a certain type of work. (3 pp. 76-79)

Three mandatory requirements are widely used in American personnel selection schemes:

· Analysis of the workflow should identify the style of work and those constants that are most necessary for the high quality of this work.

· The test must measure one of these constants. In the manager example, there should be evidence that the test satisfactorily measures the level of leadership (for example, the results of the test are the same as the results of similar tests given in another enterprise)

It is necessary to prove that this trait is really related to the quality of work and is important for taking this position. (3 p. 63)

Personnel assessment by the Assessment Center method
is used to assess the business and personal qualities of managers and key specialists of companies. The Assessment Center method in the world practice of personnel management is considered the most accurate and effective method for assessing the business and personal qualities of employees, especially managers.
The essence of the method lies in the fact that a group of participants goes through a series of a wide variety of tests. The Assessment Center program usually includes business and role-playing games, business and psychological tests, self-presentations, discussions, exercises, and written work. The actions of the participants are closely monitored, video filming can be carried out.
The usual duration of an evaluation session is 1-2 days. All the information received is then carefully studied. On this basis, a conclusion is prepared for each participant with an assessment of his business and personal qualities, a forecast of professional activity and recommendations for professional and personal development.

2.Methods for assessing the business and personal qualities of a leader in an organization

2.1. Organizational and economic characteristics of the enterprise

The Republican Agricultural Unitary Enterprise “Experimental Base “Krinichnaya” was previously registered as the State Enterprise Experimental Base “Krinichnaya” by the Gomel Regional Executive Committee by decision No. 74 dated February 5, 1997 and renamed in accordance with Articles 48 and 50 of the Civil Code of the Republic of Belarus.

The owner of the enterprise is the Republic of Belarus, and the authority of the owner is exercised by the Ministry of Agriculture and Food of the Republic of Belarus (republican property).

The enterprise carries out its activities in accordance with the legislation of the Republic of Belarus and the provisions of this Charter.

The enterprise is a legal entity, has separate property, bears independent responsibility for its obligations, can acquire and exercise property and personal non-property rights on its own behalf, perform duties, be a plaintiff and defendant in court, an independent balance sheet, settlement and other accounts in banking institutions, seal with the image of the State Emblem of the Republic of Belarus and with its name, other seals and stamps. The enterprise carries out its activities in accordance with the legislation of the Republic of Belarus and this Charter. The enterprise is responsible for its obligations with all its property.

The owner or the authorized body shall not be liable for the obligations of the enterprise, and the enterprise shall not be liable for the obligations of the owner or the authorized body, except as provided by law and this Charter.

The owner of the property of the enterprise or the authorized body, or other persons who have the right to give instructions binding on the enterprise or otherwise determine its actions, shall not bear subsidiary liability if the enterprise is recognized as economically insolvent (bankrupt) for reasons beyond their control.

The main purpose of the enterprise is economic activity aimed at making a profit for the implementation of the economic interests of the owner of the property of the enterprise, the enterprise and meeting the social needs of the employees of the team.

The objects of activity of the enterprise are:

· production and sale of milk, beef, pork with highly efficient use of feed;

provision of services and performance of work to legal entities and individuals;

· cultivation of fodder and industrial crops;

Other activities with the right to wholesale and retail trade;

· foreign economic activity in accordance with the current legislation of the Republic of Belarus.

The enterprise is managed in accordance with

this Charter and the current legislation.

The state exercises its rights to manage the enterprise through the Ministry of Agriculture and Food. The Ministry of Agriculture and Food of the Republic of Belarus: decides on the establishment and termination of the enterprise, determines the subject and goals of the enterprise; appoints the head of the enterprise; exercise control over the intended use and safety of the property belonging to the enterprise; other issues related to the legislation of the Republic of Belarus.

The organizational structure of enterprise management has an optimal level of management centralization, a reasonable number of steps and management links that ensure the minimum time for transferring information, developing management decisions on its basis and bringing the latter to the management object. (See Appendix 1)

The governing body of the enterprise is the director, who is appointed and dismissed by the Ministry of Agriculture and Food. A contract is concluded with the director in writing, which determines his rights, duties, responsibilities, conditions for his material support and dismissal from his position, taking into account the guarantees provided for by the current legislation of the Republic of Belarus, as well as the specific duration of the contract. The director of the enterprise acts without a power of attorney on behalf of the enterprise and in the interests of the enterprise in accordance with the legislation and the Charter of the enterprise, represents his interests in relations with state bodies of the Republic of Belarus, legal entities and individuals, concludes contracts; organizes the work of the enterprise; approves the organizational structure of the enterprise; hires and dismisses employees in accordance with the labor legislation of the Republic of Belarus and the terms of labor agreements (contracts), issues powers of attorney.

Opens settlement, currency and other accounts in banks; issues orders and gives instructions binding on all employees of the enterprise. Determines the forms, systems and wages of employees of the enterprise, heads of its branches and representative offices, subsidiaries.

Within the limits established by the legislation and this Charter, manages the property, including the funds of the enterprise, and bears personal responsibility for the safety of property and its efficient use; in accordance with the law determines the scope and nature of information constituting the trade secret of the enterprise.

Signs, on behalf of the enterprise, the founding documents of business entities, in the creation of which the enterprise participates, and of a limited partnership, in which the enterprise is a contributor.

The enterprise independently organizes its activities based on the need to produce products (performance of works, provision of services) and determines the prospects for development, unless otherwise established by the Government of the Republic of Belarus, the founder.

The Government of the Republic of Belarus or the authorized body, in cases and in the manner prescribed by law, may set targets for the enterprise in terms of production volumes.

The relations of the enterprise with legal entities and individuals are built on the basis of contracts.

The enterprise sells its products, works, services at prices and tariffs set independently or on a contractual basis, and in cases provided for by the legislation of the Republic of Belarus - at prices and tariffs regulated by the state.

The enterprise carries out operational and accounting records of the results of activities, submits, in accordance with the established procedure, statistical reporting, as well as operational information on the results of financial and economic activities of a higher organization, tax authorities, statistics authorities and other state bodies.

A comprehensive audit of the financial and economic activities of the enterprise is carried out at the initiative of the Ministry of Agriculture and Food no more than once a year.

The financial condition of the enterprise depends on its industrial commercial and financial activities.

The financial condition for 2004 of the RSUE “Experimental base “Krinichnaya” can be characterized by the following indicators (all data are taken from the annual report, see Appendix 2):

Table 1 (Indicators)

From the above data, it can be seen that the share of marketable crop and livestock products in the total sales of the economy is approximately equal.

Add-ons to purchase prices for crop and livestock products in the amount of 229 million rubles significantly affected the overall profit on the farm and profitability. Accounts payable exceeds accounts receivable by eight times.

The main source of information for analyzing the financial condition of the RSUE “Experimental base “Krinichnaya” is the reporting balance sheet (form No. 1), profit and loss statement (form No. 2) and other forms of reporting, primary and analytical accounting data, which is deciphered and detail individual balance sheet items. Analysis of the balance sheet of the economy was carried out on the basis of balance sheets for the last 2 years (2003 and 2004).

The financial condition of the economy largely depends on what funds it has at its disposal and where they are invested. According to the degree of ownership used capital is divided into own and borrowed.

The need for own capital is due to the requirement of self-financing of the economy. However, it must be taken into account that financing the activities of the economy only at the expense of its own funds is not always beneficial for it, especially in the conditions of seasonal production.

At the same time, if the company's funds are created mainly from borrowed funds, then its financial position will be unstable, since short-term capital needs constant operational work aimed at monitoring their timely return and attracting other types of capital into circulation.

The most important indicators of market sustainability of the economy:

The share of equity capital in its total amount - the share of borrowed capital; - coefficient of financial risk (the ratio of borrowed capital to equity).

Table 2 (The structure of liabilities of RSUP E/b "Krinichnaya" as of 1.01.2004 - 1.01.2005)

The analysis shows that the financial stability of the economy is quite high and remains stable throughout the year.

Let's analyze the structure of borrowed capital.

Table 3 (Structure of borrowed capital of RSUP Power unit "Krinichnaya"

These data show that the share of short-term loans decreased by 7%, while long-term loans increased by 6%, mainly due to housing construction. The accounts payable with suppliers also decreased.

Table 4 (Structure of working capital for RSUP E/b "Krinichnaya")

The analysis shows that the share of the article "Raw materials and materials" has increased.

Current assets are formed both at the expense of own capital and at the expense of short-term borrowed funds. The norm is that half of them were formed at the expense of their own, and half - at the expense of borrowed capital. In this case, a guarantee of repayment of external debt is provided.

Table 5 (Calculation of own working capital)

Table 5 shows that the share of equity capital in the total assets for the reporting period increased from 67% to 77%. This indicates an increase in the financial independence of the economy.

One of the most important indicators of the activity of the economy is profit.

Table 6 (Results of economic activities of RSUE Power Unit "Krinichnaya")

Table 6 shows that sales of products increased almost 2 times. Profit compared to 2003 increased by 371 million rubles. Income from other sales decreased.

2.2.Methods of personnel assessment and personnel career planning at the enterprise, their analysis

The final result of production activity is determined, along with other factors, by the level of personnel qualification. In the context of the transition of the economy to market methods of management, this dependence is even greater. Financial investments invested in the formation of a real factor in the economy will not bring the expected effect without advanced training, retraining and advanced training of all employees and, above all, specialists and managers.

The need for personnel is determined by the availability of staffing units, as well as the requests of the heads of departments, departments about how many employees they need.

The following sources of recruitment are used in the “Experimental base “Krinichnaya”:

Educational establishments

With each opening position, the search for a candidate, first of all, is carried out among the employees of the enterprise. This allows you to save effort, time, money, and also contributes to a favorable morale and career advancement of employees. This practice is strictly applied when filling vacancies in leadership positions.

A big drawback in the RSUE «Experimental base

"Krinichnaya" in the selection of candidates for employment. The selection is carried out only by an interview of a citizen who wants to find a job in the RSUE "Experimental Base" Krinichnaya "with the director and an employee of the personnel service in order to find out if the citizen has formal grounds for employment in a particular position.

The personnel policy of the “Krinichnaya Experimental Base” is aimed at implementing specific measures to improve the efficiency of personnel management, improve industrial relations, style and methods of working with personnel.

At present, the importance of personnel planning is significantly increasing, which is aimed both at meeting the needs of production and at ensuring the interests of employees.

Let's analyze how the number of employees has changed in

"Experimental base "Krinichnaya" for two years (all data taken from form 6-T)

Table 7 (Indicator of the number of workers of the RSUE E/b "Krinichnaya")

Table 7 shows that the number of employees in all types of activities increased by 19 people compared to last year. Including managers by 6 people, specialists - by 14 people, workers with general secondary education by 4 people, and with a general basic education decreased by 5 people. The increase in the number is due to the introduction of new jobs.

In 2004, the rate of growth of the enterprise's employees increased as compared to 2003. An analysis of the age composition of workers at the Krinichnaya Experimental Base shows that the number of workers under the age of 30 has increased by 10 people. The main backbone of the team is made up of workers aged 32-39 years old - 43 people and 40-49 years old - 57 people. There is also a trend towards the aging of the team. Thus, in comparison with 2003, the growth rate of employees aged 40-49 increased by 114%, while the number of employees aged 60 and over decreased by 9 people.

Certification of employees in the "Experimental base

"Krinichnaya" is aimed at improving the quality of the staff, increasing labor productivity, increasing personal interest and responsibility for the results of activities, creating conditions for the development of the employee's personality.

When appraising employees, the following are assessed:

level of professional knowledge;

efficiency of production activities

personal, individual and other significant qualities;

Compliance of wages with the results of production activities;

· personal contribution to the improvement of production processes, inventive work.

The attestation commission holds its meetings in accordance with the schedule, having previously studied the documents received for the attested employees. At the meeting of the commission, a protocol is kept, which is signed by the chairman and secretary of the commission.

Certification is carried out, as a rule, with the participation of the certified employee and his immediate supervisor. In the event that an employee fails to appear at a meeting of the commission without good reason, certification is carried out in his absence. Employees who did not arrive at the meeting of the commission for good reasons are certified on other days provided for by the schedule.

On the basis of the "Regulations on the certification" RSUE "Experimental base "Krinichnaya" conducts certification with the participation of the personnel service, a lawyer, a trade union representative.

For the management apparatus, a certification methodology was chosen based on the following documents:

specialist job descriptions

certification sheet

Characteristics filled by the head.

One of the main areas of work of the personnel and labor relations department is the organization of continuous, professional training for employees at the enterprise. A plan for advanced training for the year is developed taking into account the training of the reserve, the results of certification, and the proposed changes in production.

In 2005, 26 people were trained according to the plan of the RSUE “Experimental base “Krinichnaya”. The training took place in technical disciplines, economics, labor protection and safety, personnel management.

3. Ways to improve the impact of the leader on the management process

3.1.Economic and social efficiency of the organization

Production efficiency can be defined as the optimal use of resources. To clarify the essence of economic efficiency, determine its criteria and indicators, it is necessary to distinguish between the content of the concepts of "efficiency" and "effect":

Effect is an absolute value denoting the result of any process. The economic effect is understood as the result of human labor aimed at the production of material goods.

The acceleration of economic development is associated with an increase in the efficiency of social production. Economic efficiency is manifested by comparing the effect with the costs or variable resources that caused it. Its essence is rooted not in the identification of numerical relative values ​​in this way, but in the very relations of production, distribution and exchange regarding the saving of resources and costs in order to achieve a useful economic effect. In accordance with the basic economic law that determines the purpose of production, the category of economic efficiency expresses the general interest in achieving the greatest results at the lowest cost.

Management efficiency is usually considered in unity from two sides: economic and social. Social efficiency characterizes the degree of achievement of social goals - the satisfaction of material and spiritual needs, increasing the content and improving working conditions, increasing free time, saving it.

Economic efficiency allows you to determine at what cost the result is achieved. Solving social problems, increasing social efficiency also affects the economic efficiency of social labor.

Highlighting the economic and social aspects of management efficiency makes it possible to meaningfully reveal the interconnections of diverse social phenomena, solve practical issues of improving efficiency, and rank events according to their relevance and significance.

In some cases, economic and social efficiency can be multidirectional. The growth of economic efficiency is not only combined with an increase in the degree of achievement of social goals; there is no automaticity of their simultaneous change in one direction.

In management activities, it is important to take into account that in the unity of social and economic efficiency, the leading most active side is the social one.

The highest social goal of management is the comprehensive development of the individual, which is possible only with a certain effectively developing material and technical base. Consequently, social and economic efficiency act in relation to each other, respectively, as an end and a means.

Economic and social efficiency interact in the process of overcoming the contradictions of scientific and technological progress, which are due to both socio-economic conditions and forms, and internal laws, the logic of the development of productive forces. The economic efficiency of new equipment and technology is expressed in a reduction in the total cost of production, in an increase in the productivity of social labor.

Social efficiency on the basis of economic makes a number of requirements for new equipment and technology:

improvement of working conditions;

elimination of monotonous manual labor;

transformation of labor into a vital necessity;

at the organization level, the system of indicators of overall economic efficiency includes indicators by type of resources used and estimated indicators.

The main estimated indicator of the company's activity is profit. The system of generalizing indicators of general economic efficiency traditionally includes indicators of product profitability, profitability of production assets, production per 1 ruble of costs, relative savings in fixed and working capital, as well as material, labor costs and wages.

Indicators of the overall economic efficiency of the resources used are:

indicators of the use of labor resources (growth in labor productivity);

· indicators of the use of fixed assets, working capital and capital investments, capital productivity, turnover of working capital and capital investments (capital productivity, turnover of working capital, specific capital investments);

indicators of the use of material resources (material consumption);

Performance indicators differ, firstly, according to the degree of activity, and secondly, they are divided into indicators of economic and social efficiency.

In the system of indicators of economic efficiency, there are indicators that characterize the efficiency of the use of human labor, the effectiveness of simultaneous costs, the effect of current costs.

In the "Experimental base" Krinichnaya "calculate such indicators as:

return on assets \u003d sales proceeds / OPF

capital intensity \u003d OPF / sales proceeds

capital-labor ratio \u003d OPF / number of employees

We will calculate the performance indicators for the use of fixed assets

Table 8 (Economic indicators)

Table 8 shows that an increase in the capital-labor ratio entails an increase in the return on assets, since with an increase in the number of fixed production assets, the volume of output increases, which entails an increase in revenue. Analyzing the indicators of 2002 and 2003, we can conclude that in 2003 the main production assets were acquired, which led to an increase in the capital intensity indicator, an increase in the capital-labor ratio, but at the same time a decrease in capital productivity.

Analyzing 2003 and 2004, we can say that the volume of production increased, which led to an increase in the return on assets and a decrease in capital intensity.

The capital-labor ratio increased due to the revaluation of fixed production assets.

From all this we can conclude that with an increase in capital productivity, the capital intensity decreases proportionally and the capital-labor ratio increases.

3.2. The main directions for improving the methods for assessing the business and personal qualities of the enterprise's personnel.

1. Since there is a big drawback in the enterprise, I suggest hiring in the following order:

· Initial interview by a citizen who wants to get a job with the personnel department in order to find out if the citizen has formal grounds for employment in a particular position;

· Examination of professional suitability - identifying the level of compliance of the professional, business and personal qualities of a citizen with the qualification requirements for the proposed place of work - is carried out by functional departments, line managers using such assessment methods as exams, test questions, test tasks.

· Medical examination of the candidate.

· Analysis of the results of the survey and the decision to hire an employee.

2. The selection of candidates for employment in the "Experimental base "Krinichnaya" is carried out on the basis of a comprehensive assessment of their professional, business and personal qualities.

The selection of managerial personnel is carried out on the basis of a system of competitive selection for vacant positions. Employment in the main production should be allowed only after a preliminary assessment of the compliance with certain qualification requirements of the individual psychological and personal qualities of the candidate.

3. Since in 2004 only 26 people improved their qualifications, I propose to create advanced training courses in the form of lectures and practical exercises for the guidance of chief specialists; for accountants and economists, technologists, for specialists and workers who will be sent to consider issues of various subjects and include the main lists of issues:

· Manufacturing program

· Technology

Issues of labor legislation

· Safety precautions

· Labor and wages

Environment

4. If the manager wants the staff to work effectively, he must know the motives of the employees. And for this I propose to conduct a survey of employees from among the management personnel, specialists and workers. They are asked to choose and evaluate the most significant of the 11 proposed motives, but not more than 6. For each column, output the average score of the motive and its value as a percentage of the number of respondents. Data analysis will reveal the degree of similarity of people's views on work, identify the main motives of labor behavior, determine the motivation of employees - which the manager would like to see in his subordinates.

Assessment of the level of motivation is carried out on a five-point scale, and is filled in the table (table No. 9)

After the analysis, determine what the employee needs for effective work and, from this conclusion, build work with personnel in the future.

Table 9 (Assessment of the level of motivation)

motives	Values
	Meaningful to me		Leaders in our team		I would like to see a leader in my employees
	cf. grade	magnitude		magnitude		magnitude
The desire to receive large material rewards
Striving for promotion
Satisfaction from a job well done
Respect from the leader
Good attitude from comrades
Striving to stand out
Awareness of the social significance of one's work
Desire to work calmly without trouble and hassle
Desire to avoid responsibility, independent decision-making
The desire to achieve maximum independence in work.
Willingness to be creative at work.

Conclusion

A business assessment of the quality of an organization's personnel is a purposeful process of establishing the compliance of the qualitative characteristics of personnel (abilities, motivations and properties) with the requirements of a position or workplace.

Efficiency evaluation is based on taking into account the specifics of the work of employees (managers) and the features of the manifestation of its results.

Employees are employees whose labor is one or another kind of mental labor. The content of the labor of employees differs significantly from the labor of workers: after all, the labor of workers is predominantly manual labor. Another difference in the work of employees is that its results are difficult to directly quantify. Moreover, the results of the work of managerial personnel often become apparent not immediately, but only after a certain period of time, sometimes quite long.

Organizations periodically evaluate their employees to improve their performance and identify professional development needs. Studies show that regular and systematic staff assessment has a positive effect on employee motivation, their professional development and growth. At the same time, evaluation results are an important element of human resource management, as they provide an opportunity to make informed decisions regarding remuneration, promotion, dismissal of employees, their training and development.

As can be seen from the term paper in the “Krinichnaya Experimental Base”, personnel assessment methods are practically not used, and this is a big problem that only the management of the organization itself can solve (possibly with the help of professional consultants). As well as the compensation system, the certification system should take into account and reflect a number of factors - the strategic goals of the organization, the state of the external environment, the organizational culture and structure, the traditions of the organization, the characteristics of the workforce employed in it. In stable organizations with a stable hierarchical structure, as a rule, traditional methods of evaluation can be used effectively; for dynamic organizations operating in a changing environment, non-traditional methods are more suitable. When choosing an assessment system, it is necessary to pay special attention to its compliance with other personnel management systems - compensation, career planning, vocational training, in order to achieve a synergistic effect and avoid conflicts and contradictions.

By bringing together a group of highly qualified specialists in education, but not assessing the personal and business qualities of each individually or evaluating the work of the group, the manager can get a “difficult team”, both psychologically and in terms of production. A professional assessment does not always coincide with a personal one, and an experienced employee may turn out to be a quarrelsome person, which will bring disharmony to the work of the team and the organization as a whole.

In another example, an employee who can be called "soul - man" or "shirt - guy", who knows how to find a common language and approach to everyone, as a specialist or leader may turn out to be worthless, which in the end may negatively affect the performance of the production task and goals.

Therefore, many managers of modern enterprises, and of any form of ownership, are already coming to the conclusion that without a preliminary assessment - testing, and further certification and objective assessment of employees in all respects, it is impossible to achieve stable operation of the enterprise and, ultimately, to obtain positive results as an activity. enterprise and each employee.

Therefore, everyone, both managers and employees, should be interested in conducting an objective assessment and certification.

Literature

1. Belyatsky N.P. et al., Personnel management: Proc. Benefit; Mn.: Interpressservice, ecoperspective, 2002. - 352 p.

2.Klimovich L.K. Fundamentals of Management: Textbook for students of vocational schools. - Minsk: Design PRO, 2003 - 160 p., ill.

3. Saakyan A.K., Zaitsev G.G., Lashmanova N.V., Dyagileva N.V. Personnel management in the organization. - St. Petersburg: Peter, 2001. - 176 p.

4. Personnel management. (Under the editorship of S.I. Samygin). Series "Textbooks, teaching aids" - Rostov n. / D .: "Phoenix", 2001 - 512 p.

5. Personnel management. Textbook / ed. B.Yu. Serbinsky and S.I. Samygin. M .: Prior Publishing House, 1999 - 432 p.

6. Personnel management. Series "University textbook". St. Petersburg, 2000.

7. Personnel management of the organization: Textbook / ed. A.Ya.Kibanova. - M.: INFRA - M, 1998 - 512 p.

8. Personnel management: Employees as a factor in the success of an enterprise / R.S. Segov, N.I. Kabushkin, V.N. Krivtsov. - Minsk: Technology; Ed. - in BSEU, 1997. - 178 p. (Management; Book 4)

9. Personnel management: Textbook for universities / Ed. T.Yu.Bazarova, B.L. Eremin. - 2nd ed., revised. and additional – M.; UNITI, 2005. - 560 p.

Methods that allow assessing the candidates' PVK are:

• document analysis;
• interview;
• business game;
• professional test;
• psychodiagnostic examination;
• psychophysiological examination;
• medical expertise.

Analysis of candidates' documents - job applications, diplomas and certificates of education, work books, testimonials, characteristics and recommendations from previous jobs, autobiographies and resumes - in general, allows us to identify the compliance of candidates with the formal requirements that should serve as the basis for the formation (in past or future, in the process of learning or practical activities) or testify to the degree of formation (based on the results of past activities) of the necessary SIC.

As a rule, all formal and some informal data are reflected in such a document as the "Candidate Questionnaire", which is filled out by applicants for vacant positions. Each organization, and in some cases its subdivisions, include in the questionnaire those positions that they consider necessary. But most often the questionnaire contains the following items:

• consent to the provision and study of personal data;
• surname, name, patronymic and date of birth;
• residential address, email address and telephone number;
• education (educational institution, years of study, specialty and specialization);
• professional activity (organizations, positions, main responsibilities, years of work and reasons for dismissal);
• recommendations (names, positions and contacts of persons who can give them);
• career goals and professional aspirations.

The employer may also need such data as: membership in professional associations; knowledge of foreign languages; computer skills; marital status, presence, sex and age of children; accommodations; the possibility of traveling on business trips and their maximum duration; the presence of a car and a driver's license, sports activities and sports achievements; hobby; chronic diseases and bad habits.

If a shorter list of formal characteristics is required, then the candidate is asked to submit a summary, or otherwise curriculum vitae, which, in principle, is in free form. At the same time, it has become a tradition to include the following items in the summary: name, address, contacts; desired position; work experience; education; additional information (which the candidate considers necessary to provide); opportunity to provide recommendations. In general, the point of writing a resume is for the candidate to remember and correctly state all his important educational and professional achievements that correspond to the desired position.

In the practice of selection, the greatest controversy is the use of the recommendations of previous employers, managers, representatives of professional associations. Typically, HR departments require written references and/or contact numbers for four to six such referents. However, firstly, recommendations are not always needed, and secondly, as experience shows, up to a quarter of recommendations are false.

The need for recommendations arises if candidates are hired for positions of middle or senior managers, as well as for positions involving full financial responsibility. However, it should be remembered that recommendations are not a sufficiently reliable selection tool. First, recommendations are taken from those who can give them in a positive way. The reason for receiving inaccurate information may be the unwillingness of the former employer to "wash dirty linen in public." A good recommendation can be given as a condition for dismissal at the initiative of the employer, etc. Therefore, it is difficult to obtain objective information, but all the same, recommendations should not be neglected. They should be checked whenever possible. Finally, the situation where the candidate was unable to provide a single recommendation should raise questions.

An interview is a negotiation about a potential collaboration. More specifically, an interview is a process of personal communication between a representative of an organization - a top manager, a line manager, a personnel officer (psychologist), a security officer - with a candidate or simultaneously with several candidates for filling a vacant position in order to determine whether candidates meet the general requirements of the organization (organizational culture) and a particular workplace, as well as to study the wishes of candidates regarding a new job. The communication process can be direct (face-to-face) or via the Internet ( Skype). The video interview mode is applicable to save time and in the case of a large territorial remoteness of highly qualified specialists.

The logic of the interview allows you to distinguish a number of stages in it.

At the first stage there is an acquaintance of the representative of the organization with the candidate and the candidate with the organization. At the same time, the representative briefly talks about the organization - its main activities, products, achievements, advantages of working in it, and then asks the candidate to also briefly tell the most important thing about himself and answer the question: “Why should the organization hire you?”

At the second stage the personal qualities of the candidate are revealed, which make it possible to judge his compliance with the requirements of the organization and organizational culture (personal PVK). Since these requirements and values ​​are specific to each organization, the questions may be different. However, most often the candidate is asked questions related to his attitude to work in general; motivation to work in the organization and in the desired position; life experience and character (life problems and ways to solve them, personal strengths and weaknesses, contact and behavior in a team). Specific questions in accordance with the organizational culture can reveal, for example, the candidate's desire to show initiative and creativity, improve their skills, and achieve career growth. The similarity of the value orientations of the candidate's personality and the values ​​of the organization facilitates the processes of adaptation and self-realization of the candidate in a new place of work.

Target third stage interviews - to determine the degree of professionalism of the candidate to fulfill his duties in the desired position (special PVK). Here, questions to the candidate are related to his professional experience and qualifications - what types of work the candidate has performed, what kind of work he likes and succeeds in, and which causes difficulties. It is also possible to test his intelligence, resourcefulness, reaction speed and other qualities necessary for practical work. So, you can ask the candidate to perform simple mathematical operations, for example, calculate how much it will be 30% of 300 rubles, or answer why the manhole cover is round.

At the main stages of the interview, questions are posed (specified) to the candidate in a form that requires specific answers (“give an example of how you ...”, “tell us about your role in ...”, “describe the situation in which you ... ").

Fourth stage is designed for the candidate to ask all the questions of interest to him about the organization and position, management and team, his own prospects in case of employment, and the interviewer ended it by thanking the candidate for communication.

During the entire interview, it is important to assess the features of the appearance and behavior of the candidate, by which one can judge the qualities that are more or less necessary for any job. Such features can be neatness and smartness, poise and self-confidence, literacy, logical presentation of thoughts, liveliness and speed of reaction, resourcefulness, sincerity and interest in work. Finally, it should be emphasized that interviews with candidates applying for the same or identical positions should be conducted according to the same plan, include the same questions in order to correctly compare the information received.

Business games are a method of group work based on modeling the subject and socio-psychological aspects of the content of professional activity. The business game as a method of personnel selection allows you to determine:

• the level of business activity of candidates;
• the presence of tactical and (or) strategic thinking;
• speed of adaptation in new conditions (including extreme ones);
• the ability to adequately assess one's own capabilities and build an appropriate line of behavior;
• the ability to analyze the possibilities and motives of other people and influence their behavior;
• the ability to predict the development of processes;
• leadership style, orientation when making decisions “for oneself” or “in the interests of the team”, etc.

As you can see, the business game allows you to evaluate many aspects of the behavior of individuals in a group, but most often it is used to select managerial personnel. The main feature of business games aimed at the selection of managers is the creation of situations of uncertainty, the solution of “blurred” rather than rigidly structured tasks by the participants, and the formation of attitudes towards innovative, risky behavior. Thus, in the course of the game, one can evaluate the creativity, independence of thinking, responsibility and initiative of candidates, i.e. precisely those qualities that decision makers need.

A business game for the purpose of professional selection is conducted under the guidance of a leader - "master methodologist" in small groups of 6-12 people for one or two academic hours. The game may include briefing, the game itself and summing up its results.

briefing begins with the introduction of the players and consists of bringing the rules of the game to them, announcing the theme of the game and the game task.

The game can be carried out using various methods and techniques to enhance the mental activity of the players. So, to generate solutions, the methods of brainstorming (brainstorming, brainstorming) and its modifications (635, utopian game, cybernetic session), synectics, control questions, morphological analysis by F. Zwicky, morphological matrices by A. Mol, etc. are used. , including various combinations of the above, for example, the integral method "Metra".

The algorithm of the game is developed depending on which specialists and with which ITCs need to be selected. Let us give an example of one of the algorithms that require players to make decisions.

• 1. Before the game group (its arbitrary division into subgroups is possible), the task is to place investments, implement organizational changes, manage personnel, etc.
• 2. Each player independently makes a decision and fixes it on the form.
• 3. The decision is made in the game group (subgroups). Possible alternative solutions are generated, for example, by brainstorming, and then a group decision is developed during the discussion.
• 4. Each player again makes an individual, but already final decision, taking into account the results of the group discussion.
• 5. The group (subgroups) justifies their decision. Players' opinions are heard.
• 6. The results of group work are evaluated. For example, the deviation of a group solution from the optimal one is evaluated in points - from 1 (with the maximum deviation from the optimum) to 5 (with the closest to the optimal solution).
• 7. The minimum and maximum deviations of individual primary and final solutions from the optimal are estimated.

In addition to assessing the adequacy of individual decisions, other characteristics of the individuals making them can be assessed:

• the coincidence of the player's initial decision with the group decision indicates his ability to convince others of the correctness of his decision. If the player made a good initial decision, but the group decision was worse, then this indicates that this player was not convincing enough;
• the ability to listen to the opinions and arguments of others is manifested in the ability to abandon one's original decision in favor of a better solution proposed by other members of the group or developed by the group during the discussion. If the player, when making a final decision, returns to his original decision, which is worse than the group one, then this indicates inflexibility of thinking and a certain amount of stubbornness.

In addition to these qualities, the compliance of candidates with the specific requirements set by the organization for candidates for vacant positions is assessed.

Summarizing involves the exchange of views, disputes and summing up the overall results of the game.

Business games in this and other variants at various stages of their implementation include group discussions that allow you to observe and evaluate knowledge, creativity, the ability to form, express and defend one's opinion, attitude to other people's opinions and criticism of one's own, sociability and other qualities of candidates required organizations. Due to the high information content for solving a number of tasks of studying personnel, a group discussion can be used as an independent selection method.

Occupational tests should reproduce or simulate specific situations of the professional activity for which the employee is being sought. These situations can be key, determining the success of the activity, extreme or critical. The manager must be able to make decisions and give specific and clear instructions on them, but he may also need the ability to not only make decisions, but quickly respond to new situations or situations of uncertainty, the project manager, in addition, must competently plan, organize and motivate the work of members commands, etc.

There are theoretical and practical professional tests.

Theoretical tests serve primarily to assess the knowledge and thinking of candidates. They may take the form of an examination or in the form of individual case studies. The last concept should be explained. The Assessment Center technology, the essence of which will be disclosed below, often involves the use of the so-called mail basket. The "basket" contains documents and data for their analysis. The candidate must study these documents and determine what problems need to be solved, in what order, by what methods, and justify his point of view. This situation can be "virtualized" and, in addition to the initial information, provide the candidate with the opportunity to seek clarification from a specially trained "competent person".

Something between theoretical and practical tests and business games is an imitation of specific situations. For example, a candidate for a managerial position is put in the position of a boss who must conduct a conversation with a subordinate. Possible topics of conversation may be the decrease in the performance of a subordinate, the analysis of his complaint, the prevention of his dismissal of his own free will, etc. To prepare the interview, the candidate is provided with information about the subordinate and his previous behavior. Based on the information received, the candidate thinks through the course of the conversation and conducts it. The role of a subordinate is a specially trained person who must behave in the same way with all candidates who have received the same tasks.

Practical tests allow you to evaluate the candidate, as they say, “in action”. Practical tests can be relatively simple. Thus, the selection of secretaries and clerks may consist in typing a text from dictation or in compiling it in accordance with certain requirements. Complex tests include tests similar to those of managers, for example, the ability of a future teacher or instructor to simply, intelligibly and exhaustively acquaint students with the subject being studied. For some professions, practical tests - driving a car for a driver or laying bricks for a bricklayer - are the main method of determining the suitability of candidates.

The process of professional testing is monitored by qualified specialists (experts), who evaluate the results of candidates according to established criteria, similar to test norms, and formulate their independent conclusions. Then, based on these conclusions, the final personnel decision is made.

Psychodiagnostics for the purpose of professional selection involves the study of personal and operational psychological PTC of candidates. For each of these groups of PVK, methods are selected that embody, respectively, subjective and objective psychodiagnostic approaches.

The tools of the subjective approach in professional selection are personal questionnaires. Questionnaire - This is a technique containing questions to which the subjects must answer positively or negatively, or statements with which the subjects must agree or disagree. There are no right and wrong answers - each subject chooses them in accordance with his subjective preferences, which reveals his personal characteristics. Personal questionnaires include:

• personality types - Minnesota Multidimensional Personality List (MMPI), Eysenck Personality Inventory (EPQ), Myers-Briggs Typological Inventory (MBTI);
• personality traits - a 16-factor personality questionnaire by R. Kettel (16-PF), a self-repentance test by V. Stolitsa and S. Panteleev;
• personality orientations - the method of value orientations of M. Rokeach, the list of personal preferences of A. Edwards (EPPS), the achievement motivation questionnaire of A. Mehrabian;
• personality states - the Spielberger-Khanin self-esteem scale, the SAN questionnaire (well-being, activity, mood);
• interpersonal relations - T. Leary's method of diagnosing interpersonal relations, Q-sorting method, C. Thomas questionnaire "Behavior style in conflict".

In addition to the above questionnaires, there are others. Thus, typological questionnaires should include questionnaires designed to diagnose temperament and personality accentuation, and questionnaires of personality orientation - methods for identifying its moral and social potential. In addition, the classification of questionnaires depends on the interpretation of the subject of diagnosis. For example, the phenomenon of leadership can be considered both as a type, and as a trait, and as an element of orientation, and as a characteristic of interpersonal relationships of a person, and anxiety is usually understood both as a stable personality trait and as the current state of her psyche - situational anxiety.

In the domestic practice of professional selection, personality questionnaires are used the more often, the less algorithmic the activity is, the higher the vacant position in the organizational hierarchy, and the more important for the organization is the synchronization of the candidate's value orientations with the values ​​of the organizational culture. In the West, the use of questionnaires is almost a mandatory procedure.

So, in the US, people who get a job indicate their psychological type in their resume, which makes it possible to understand what kind of activity they are most inclined to and their compatibility with other employees. Most often, the psychological type is indicated by an abbreviation of four letters in accordance with the names of the dichotomous scales of the Myers-Briggs questionnaire, which allows you to identify various combinations of the following personality traits in subjects: extraversion - introversion, irrationality - rationality, ethics - logic, intuition - sensory.

The tools of an objective approach in psychodiagnostics are standardized tests. They are a system of tasks, the results of which can be used to judge the psychological and psychophysiological characteristics of the subjects. Standardization of the test means the uniformity of the procedures for performing tasks, the correctness or incorrectness of their performance, as well as the presence of test norms - a certain number of correctly completed tasks for different age, educational and gender categories of subjects.

In the psychodiagnostic examination, blank standardized tests (tests of the "pencil-paper" type) are mainly used. They are presented to the examinees in the form of forms or brochures, which contain instructions and examples of the test, test tasks and forms for recording the results. Quite often, the results of tests with a large number of tasks are recorded in separate “answer forms”. The following main groups of blank tests used for professional selection can be distinguished:

• intelligence - R. Amthauer's intelligence structure test, D. Wexler's intelligence scale, J. Raven's progressive matrices, J. Gilford's social intelligence test;
• creativity - tests by J. Gilford and E. Torrens, the "creative field" method by D. Bogoyavlenskaya;
• studies of cognitive (cognitive) mental functions - "Working memory", "Correction test", "Red-black table", "Compasses", "Complex analogies", "Identification of essential features";
• abilities and achievements - tests of general abilities (battery of tests of general abilities - GABT), tests of special abilities (sensory, motor, technical and professional - mathematical, literary, musical, etc.), broadly focused achievement tests for diagnosing the level of general professional preparedness, narrowly focused tests achievements for diagnosing the degree of development of individual training courses and programs.

In addition to the objective and subjective approaches in psychodiagnostics, there is also projective approach, the implementation of which is carried out using projective techniques. The tools of projective techniques are ambiguous stimuli that the subjects must arrange in a certain way or give these stimuli a certain meaning. Tasks to draw or play any characters can also act as incentives. A classic example of a projective approach is the first of the developed projective techniques - the test of "ink spots" by G. Rorschach.

Work within the framework of the projective approach requires a highly qualified psychologist and his special training in specific methods, so they are mainly used for in-depth psychodiagnostic examinations. For the purposes of professional selection, the most standardized (of course, the concept of standardized ™ in relation to projective methods can only be used conditionally) and the least time-consuming testing methods, such as the "Test of humorous phrases" (TUF), "Non-existent animal", "Incomplete sentences ”, M. Luscher’s eight-color test, with the help of which mental states and personality traits are diagnosed. The combination in one study of various psychodiagnostic approaches (developed within the framework of their methods) allows you to obtain information that is most relevant to its goals.

Psychophysiological examination of candidates is carried out using the so-called instrumental tests. Hardware tests involve the use of special technical devices (instruments) - electroencephalographs, reflexometers, reactometers, tremometers, etc., and allow obtaining information about the central nervous system, higher nervous activity, sensory and psychomotor, cardiorespiratory system, physical performance of the subjects. Research using instrumental tests, as a rule, is carried out in the laboratory by psychophysiologists.

Currently, there is a tendency to pair technical devices, which makes it possible to conduct complex studies on the same technical and software base. As a rule, in such complexes, the input / output of information is carried out through a computer. Thus, the software and hardware complex for psychophysiological research - "PAKPF" with the help of 12 psychophysiological tests allows you to identify and objectively evaluate the speed of reaction and switching of attention, quick wit, fatigue, endurance, mental performance and the level of anxiety of a person. The polygraph, also called a lie detector, can be attributed to the number of psychophysiological complexes, which, based on the results of synchronous registration of the parameters of the cardiorespiratory system and the electrical resistance of the skin, makes it possible to draw conclusions about the reliability of the information reported to the subjects.

Psychological and psychophysiological tests are also integrated. For example, the software and hardware complex for psychological and psychophysiological diagnostics "BOST-TEST" allows diagnosing both individual and personal characteristics (cognitive, emotional and motivational-volitional spheres, stress resistance and personal self-regulation, socio-psychological characteristics of personality adaptation), and psychophysiological characteristics ( cardiometric, properties of the nervous system, sensorimotor and visual-motor reactions) of the subjects. For the purpose of professional selection and development of personnel, the complex provides forecasting of the success of professional activities in conditions of increased stress, diagnostics of self-regulation strategies in a situation of uncertainty, diagnostic and training sessions of stress management, trainings for the development of self-regulation skills, etc.

A medical examination of the professional suitability of employees (candidates for positions) is carried out on the written direction of the employer by specialist doctors - occupational pathologists (a medical commission led by an occupational pathologist). Its purpose is to determine the state of health of the employee and issue a medical opinion on his suitability or unfitness to perform specific professional duties. To conduct an examination of professional suitability, an employee submits to a medical organization a list of documents on preliminary and periodic medical examinations. These examinations involve: assessment of individual risk factors for the development of occupational diseases; identification of bad habits and determination of contraindications to work in harmful conditions; assessment of the state of reactivity and resistance of the body to the effects of harmful occupational factors; identification of pathological disorders indicating a discrepancy between the state of health and the work performed.

The most common methods for examining the professional suitability of employees are external examination (somatoscopy), anthropometry, radiography, laboratory and instrumental studies: a general blood and urine test, fluorography, and the study of biological media for the use of psychoactive substances. Medical evaluation may involve a combination of medical expertise with psychological testing, such as an examination of the candidate by a psychiatrist.

In conclusion, consideration of professional selection methods, it should be noted that sometimes there is no strict boundary between a business game and a practical test, psychodiagnostic and psychophysiological examination, psychophysiological examination and medical examination.

The game may involve the performance of practical tasks, the study of cognitive mental functions (attention, memory, thinking, etc.), may be carried out as part of both psychodiagnostic and psychophysiological examinations using blank tests, the study of psychophysiological functions using hardware tests may be part of a medical examination , medical examination may include psychological testing.

First of all, it should be noted the main characteristics of a person who apply for any position:

• a responsibility;
• independence;
• desire for leadership;
• enterprise;
• resistance to stressful situations;
• organizational skills;
• planning ability.

For each interview feature invented their own questions. We will talk about this below.

How are they assessed in an interview?

As an example, we will offer the main questions. So, purposefulness - how to check at an interview with a candidate:

• can you overcome difficulties;
• what will be your decision in case of obstacles: do not pay attention, continue to act and achieve results, step back;
• whether you can withstand a large number of failures;
• what do you want failed to achieve in life and what are the reasons.

Responsibility rating:

• Could you you take responsibility for defeats, problems and failures;
• whether you accept help from a stranger;
• whether you helped someone, when it was, how it manifested itself;
• whether your work result influenced the success of the company, its employees and how it influenced.

Entrepreneurship score:

• can you come out from a difficult situation a winner;
• whether you will take action in adverse situations;
• what obstacles, difficulties, problems you had to face in your previous position and how you solved them;
• How did you manage to get your previous job?

Assessment of the candidate's independence:

• when you earned their first wages;
• where did you spend the money?
• how long have you lived apart from your parents;
• how long have you been living on your earnings.

Stress resistance rating:

• are you able make a decision in a situation when there is a panic lack of time, uncertainty appears, pressure is exerted;
• what conditions the company must provide you for successful work;
• are there any conditions under which you can quit and give examples.

Applicant's organizational skills assessment:

• How do you exercise control over your wards;
• how do you share the responsibilities of workers;
• for what oversights you penalize, for what achievements you reward.

Grade tactical and strategic planning:

• Can you do multiple tasks at the same time?
• how do you plan your day, time for work;
• how many ways you usually have to solve a problem;
• can you describe what was planned a year ago, what could not be achieved;
• who makes your plans;
• What do you know about time management?

Grade leadership qualities:

• have you ever been appointed headman;
• Do you have the ability to influence others?
• what are the main qualities that employees value in you;
• do you value your boss and for what qualities;
• three of your negative qualities, which are noted by colleagues.

How to check systematic thinking at the interview with the candidate:

• have there been difficult situations in your life and how did you find a way out;
• you acted intuitively;
• did you have any solutions?
• Have you thought about the reasons that caused this situation.

How to evaluate moral values interview employee:

• What do you think might motivate an employee to quit?
• what motivates a person to work;
• why it is worth firing an employee immediately;
• What do you think, is the lie justified, in what cases.

Important: Questions may vary. It all depends on the company and the position for which the applicant is applying.

Factors affecting the analysis

Each position implies characteristics without which the work cannot bring results. For example, applicants for an accountant position are often assessed for accuracy; the sales manager - sociability, the ability to communicate; at the leader the ability to think, etc.

So, what are the main factors used to evaluate a candidate who applies for an ordinary position:

1. Ability to express opinions and ideas only after guidance.
2. Ability to communicate with clients for no more than 15 minutes.
3. If a problem occurs, fix it yourself.
4. Ability to complete assignments on time.
5. The need to enlist the support of management and colleagues.
6. Discuss tasks with management.

If the applicant chooses from the above characteristics those that are correct from the point of view of the company, then this is the ideal candidate for the vacancy.

Attention: when considering applicants for a position, you should also pay attention to age. If an applicant with a long work experience is in the rank and file, then he probably lacks the desire to develop, and his ambitions are incompatible with real opportunities.

And on what factors to analyze at the interview of a candidate applying for the position of manager:

1. Awareness importance of their role in the development of the company.
2. Adequate assessment of the degree of risk and importance of information.
3. Willingness to communicate directly with customers and staff.
4. The ability to get things done.
5. The ability to take responsibility.
6. Enterprise.
7. Ability to timely find the causes and consequences of the problem and eliminate them.
8. Ability to assess the quality of work.
9. Efficiency and activity.
10. Ability defuse the situation and establish contacts.
11. The ability to admit failure and quickly bounce back.
12. Tendency to unconventional solutions.
13. A commitment to everyone's success.

Important: when choosing a candidate for the position of a manager, it should be taken into account that a person who does not know how to make decisions, use power and build effective communications cannot apply for a vacancy.

How to evaluate a candidate during the interview process?

So, what are the main criteria for assessing a candidate in the interview process?

Accuracy:

• the applicant came to the interview a few minutes before the agreed time;
• the candidate arrived long before the start of the interview;
• applicant is very late.

Appearance of the candidate clothes:

• dress neatly and cleanly;
• dressed fashionably;
• dressed sloppily.

Communication activity:

• normal activity level;
• lethargic, rather low activity;
• the candidate is concise, answers questions too briefly, does not support the conversation;
• active, lively, asks questions, actively supports the conversation.

Intelligibility, intelligibility:

• perceives questions quickly, immediately gives clear answers;
• quite legible, intelligible;
• asks again, does not immediately understand questions;
• the candidate does not understand what he is being asked about, gives off-topic answers, low level of intelligibility.

Attention: each recruiter can draw up criteria for evaluating a candidate at his own discretion and depending on the interests of the company.

After the end of the interview

After the interview is over, a comparison is made of the personal characteristics of the applicant and the position for which he is applying. Then the results are summed up.

Non-standard methods

These methods are not designed for experienced job seekers. It is better to use them on young candidates who do not have practical experience behind them.

Collective verification and high bar

This characterization of the candidate after the interview is carried out with a group of applicants for one position. Instead of a standard survey, the recruiter offers various unexpected situations. Candidates should quickly find their bearings and suggest suitable options.

Important: this method reveals the applicant's ability to think quickly, make decisions, determine the degree of skill, the ability to work in a team and independently.

Often, recruiters test applicants using the “high bar” method. It is also used on experienced candidates. In this case, an overestimated requirement is made and a clear picture of the personal characteristics and skills of applicants is drawn up.

Battlefield check and reaction time

This technique is often used during the late selection period. The applicant is invited to take a job for a certain period of time. So his reaction and knowledge is tested.

The applicant is offered an out of the ordinary situation. This technique is to determine the ability to make correct spontaneous decisions.

Interview protocol

An interview protocol is a document that compiles an assessment of a candidate for a vacant position. The document must include general data, personal information and past professional experience of the candidate.

The format of the protocol is not regulated, that is, can be compiled by a recruiter depending on the preferences of the company. The document is created in advance and filled out as detailed as possible.

During the entire interview, notes are taken in the minutes and the most significant points are recorded. At the end of the interview, the recruiter decides whether to hire the candidate or him.

Fill example

FULL NAME. candidate: Kiseleva Ekaterina Andreevna

Applying for the position: Sales Manager

Interview set start time: 9:00

The actual time of arrival of the candidate (in case of being late, the reason for being late should be noted): 8:30

First impression of the candidate: neat appearance, friendly

Psychological qualities that will help you successfully cope with job responsibilities and learn new skills: purposefulness, enterprise, the ability to find a way out of a difficult situation, the ability to quickly make the right decisions

Psychological qualities incompatible with work in this position: none

Psychological qualities that make it possible to achieve compatibility with colleagues related to the future employee and corresponding to the corporate culture of the organization: sociability, sociability

Psychological qualities that are incompatible with work in the company: none

Compliance with additional requirements: meets

Accept: hired

Refuse:

Analysis of the entire interview as a whole

First of all, it is necessary to identify which particular characteristics of the candidate are the most significant for the position. Based on the notes made in the protocol during the interview process, the recruiter should analyze the situation. At the same time, it would be good to take into account your impressions of the conversation with the candidate.

As a result, one of the most suitable candidates should be chosen and the "lucky one" should be notified orally or in writing of acceptance to the position.

It is very important for each company to choose a suitable applicant for a vacant position, because its success will directly depend on this. Therefore, you should take care in advance how the applicant will be assessed, according to what parameters, personal qualities, what questions should be asked during the interview, and also what little things to pay attention to.

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