The role of personnel assessment in the personnel management system.

Question 24

The role of personnel assessment in the personnel management system.

Personnel management is unthinkable without technologies and tools, with the help of which subtle selection procedures, competitions, management of the professional and official career of a civil servant, and the creation of a motivational environment are carried out. Among the most important tools for working with personnel, personnel assessment should be highlighted.

The task of an objective assessment of civil service personnel is especially relevant at the present time. The practice of emerging new socio-economic, legal, labor and moral relations in the public service system strongly encourages managers to search for the most effective, scientifically based and legal methods for assessing personnel. The transition to a contractual system of recruitment to the civil service requires the introduction of assessment systems that would allow an objective presentation of the results of the work of personnel, and the process of their activities, and a number of other characteristics.

A well – thought – out and highly effective system for assessing civil service personnel performs a number of important social functions . It allows:

– reduce conflicts in teams, create favorable social and psychological relations between employees, managers and subordinates;

– to stimulate the work of the staff;

– establish a fair balance between the quantity and quality of labor and the monetary content of the remuneration of a civil servant;

– obtain information on the level of professional development of civil service personnel;

– to carry out the dynamics of changes in the estimated indicators and comparison by groups of positions, structural divisions.

The place of performance evaluation in the organization’s personnel management system can be seen in the course diagram.

[Place of performance appraisal in the overall personnel management system]

A person has to evaluate his activity almost constantly. At the heart of these efforts lies the process of cognition. It is knowledge that gives him the opportunity to compare the evaluated phenomenon, object with what he already has an idea about, or about what they should or can be.

Evaluation is the result of commensuration, the result of comparing the cognizable with what can act as a standard , i.e. e. known, known or imagined by a person.

The main tasks of assessing managers and specialists based on the results of work:

-Identification of the employee’s compliance with the position;

– determination of the labor contribution in terms of collective wages in order to link the overall efficiency of the employee’s work and the level of his official salary;

– Ensuring an increase in individual returns from employees, their clear focus on the final result, linking the activities of specialists and managers to the main goal of the department, enterprise (firm)

If we evaluate, for example, the activity of an employee, then we compare his abilities, personal qualities, work results, etc., which we know, with what appears in the form of a way of activity known to us or desired by us, the result of labor, personal characteristics, etc. i.e. is an ideal, a standard. A person sets or chooses ideals and standards subjectively. However, they contain a certain amount of the objective due to the fact that in their nature there are repeatedly repeated, generally recognized or realistically achievable results of work, qualities and actions of people, etc.

Performance appraisals of personnel performance for five main purposes:

-administrative purposes;

-assessment of the quality of management activities;

– providing employees with feedback on the degree of compliance;

– their performance to the requirements of the organization;

-development of employees;

– improvement of the personnel management process.

Creating an effective system for assessing the work of personnel involves solving the following tasks:

1. Development of an assessment system. It requires the definition of indicators and criteria that will be used in evaluating the work of different categories of employees, as well as the coordination of this activity with other areas of work on personnel management (selection of personnel, adaptation of new employees, training, motivation, etc.).

2. Development or selection of methods and procedures that will be used to evaluate the performance of personnel.

3. Development, coordination and approval of relevant documentation: regulations, instructions, forms, reporting forms.

4. Leadership training. Managers must have a very clear understanding of the goals and objectives that are addressed in the course of performance appraisal, and have the knowledge and skills necessary to achieve these goals.

5. Control over the proper use of methods and procedures for assessing the work of personnel.

6. Collection and storage of information obtained as a result of the assessment. Entering the results of the next certification into the personal file of the employee.

7. Analysis of the results of personnel performance evaluation and preparation of reports for senior management. These reports contain materials summarizing the final results obtained in the evaluation of the work of different categories of personnel, and proposals aimed at increasing the return on the organization’s human resources.

Thus, the goals and objectives of the system for assessing the performance of the organization’s personnel are largely determined by the specifics of the company’s activities, the features of the personnel policy, and the principles of personnel work in the organization. It is important to note that the objectives of the evaluation should be aligned with the objectives of the organization.

The fundamental condition for the effective operation of the assessment system is its comprehensive nature, taking into account the diversity of tasks solved by each specific organization in the overall system of personnel management.

The performance appraisal is designed to promote a better use of the organization’s human resources by closely linking the tasks solved during the appraisal with other areas of work with personnel, primarily with the following areas:

-analysis of work, definition of work requirements;

-training and development of personnel;

-search and selection of new employees;

– personnel planning;

-development of employees and planning their career;

– system of labor stimulation;

– formation of a personnel reserve and work with it.

The initial element of personnel assessment, necessary for making decisions on promotion, advanced training, etc., is the formal level of knowledge and experience, i.e. purely personal information. But the main areas of evaluation are the evaluation (recording) of labor results and the evaluation (analysis) of business and personal qualities that affect these results. In addition, the assessment of the potential of employees, as well as the assessment of their motivation, are specially highlighted.

Accounting for the results of labor covers almost all personnel, since it is the basis of the remuneration system. The results of the labor of workers and some employees are determined, as is well known, by the level of fulfillment of the norms. As for those workers whose work cannot be strictly standardized, the main criterion for evaluating its effectiveness is the compliance of the results of labor with goals set in advance for a certain period.

The work to identify this compliance includes the following steps:

1. Establishment of several main duties (functions) of the employee.

2. Concretization of each of these functions and their linkage with certain indicators (profit, costs, scope of work, timing and quality of their implementation, etc.).

3. Establishment of units of measurement (percentages, days, dollars, etc.) and a system of indicators reflecting the results of activities.

4. Establishing minimum and maximum “performance standards” for each indicator.

5. Comparison of actual results of work with performance standards (above the maximum standard, at its level, below the minimum) and derivation of an estimated score for this indicator.

6. Derivation of the average score for all indicators.

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