When needed: when evaluating employees in the format of testing, interviews, analysis of the result of work.
1. General Provisions
1.1. This provision determines the procedure for assessing employees of Beta CJSC (hereinafter - the Company).
1.2. The procedure for conducting assessment activities is regulated by the regulatory documents of the Russian Federation and this Regulation on the assessment of employees of the Company.
1.3. The purpose of the development of these Regulations is to establish common requirements for the frequency, procedure, methodology for assessing employees of the Company.
1.4. Personnel assessment is a planned, formalized and standardized assessment of employees of the Company based on specified criteria throughout the entire period of employment.
1.5. The main objectives of the personnel assessment:
- assessment of the employee’s readiness to independently perform duties after the end of the trial period,
- assessment of the effectiveness of achieving employee goals and completing tasks for the year,
- assessment of the employee's performance of functional duties provided for by the job description, business processes,
- clarification of job responsibilities, adjustment of business processes and instructions,
- assessment of the effectiveness of the personnel motivation system and its adjustment,
- identification of training needs for employees,
- career planning and implementation,
- assessment of employee learning,
- communicative assessment.
1.6. The main tasks of personnel assessment:
- staff motivation to achieve the goals of the Company, increase work efficiency and labor productivity,
- activation of knowledge and skills of senior and middle managers in the field of improving business processes and technological management procedures,
- increasing the competence of employees, especially senior and middle managers,
- motivation of personnel to study the consumer properties of the services sold in the Company.
2. The procedure and timing of the personnel assessment
2.1. The assessment differs in terms of purpose and frequency. The following types of assessment are available:
- planned assessment - annual assessment and assessment at the end of the trial period,
- unscheduled assessment - if necessary, assess the activities and qualities of the employee in case of promotion, in order to create a reserve for promotion or selection for studies to improve skills, if necessary, identify the reasons for the unsatisfactory work of the department or employee,
- repeated (control) assessment - if necessary, assess changes in the activities and quality of the employee.
2.2. Assessment Dates:
- planned annual assessment is carried out at least once a year - in November – December,
- evaluation at the end of the probationary period is carried out one week before the end of the probationary period of the employee,
- an unscheduled assessment is carried out, if necessary, within the time frame approved by the evaluation committee,
- repeated (control) assessment is carried out, if necessary, within the time frame approved by the evaluation committee.
2.3. To conduct an assessment, an evaluation committee is created:
2.3.1. Level I Evaluation Commission is created to evaluate Level I employees: department heads and employees especially valuable to the Company.
The composition of the evaluation commission of the first level includes:
- Representatives of an independent initial valuation company
- Company psychologist.
2.3.2. Level II Evaluation Commission is created to evaluate level II employees: deputy heads of departments, as well as persons equated to them.
The composition of the evaluation committee of level II includes:
- HR Director or HR Manager,
- direct manager of an employee
- heads of related departments.
2.3.3. Level III Evaluation Commission is created to evaluate level III employees: ordinary employees of the Company.
The Tier III Evaluation Commission includes:
- direct manager of an employee
- HR Manager
- heads of related departments.
2.4. Monitoring compliance with the assessment procedure, as well as methodological and organizational work, is assigned to the HR Director.
2.5. At the end of the assessment, one of the following decisions is made:
2.5.1. The employee corresponds to the position and in relation to him it is recommended:
- to promote,
- enroll in the personnel reserve,
- leave unchanged wages,
- establish a special allowance to the regular salary,
- keep the current premium,
- deprive the current allowance,
- pay a one-time bonus based on the results of the evaluation of work results,
- send for training
- change job functions
- change the terms of the bonus.
2.5.2. The employee corresponds to the position provided:
- improving the performance of certain tasks or functions,
- advanced training (terms, evaluation criteria),
- job changes,
- changes to the terms of the bonus,
- reevaluation after two to six months.
2.5.3. The employee does not correspond to the position and in relation to him it is recommended:
2.6. In the process of a comprehensive assessment of employees, the following assessment methods can be used:
- psychological testing
- professional testing
- assessment interview
- a method of analyzing employee performance.
2.7. Depending on the position and the importance of the employees for the Company, the corresponding appraisal committee decides on the application of a particular appraisal method.
2.8. The list of documents required during the assessment:
- This Regulation on the assessment of personnel,
- instruction for members of the evaluation committee "Conducting psychological testing",
- instruction for members of the evaluation committee "Conducting professional testing",
- instruction for members of the evaluation committee "Conducting an evaluation interview",
- instruction for members of the evaluation committee "Application of the method of analysis of the results of the employee",
- the consent of the employee to conduct psychological testing,
- assessment interview assessment sheet,
- scorecard based on the results of work,
- conclusion of the evaluation committee,
- Evaluation Schedule.
3. Evaluation criteria used in the assessment
The main criteria in determining the conformity of the position may be the following characteristics:
3.1. The results of the work achieved by the employee in the performance of their duties. The results of the work are quantitative and qualitative indicators of the effectiveness of the implementation of all components of the activity (functions).
3.2. The level of development of corporate and professional competency of the employee.
3.2.1. Corporate competency includes knowledge and understanding of:
- Company missions, visions, strategies,
- goals and objectives of the unit,
- organizational structure
- documents regulating the activities of departments and all employees.
3.2.2. The content of knowledge related to professional competence depends on the specific position (profession) and is described in the instructions for members of the evaluation committee for specific methods.
3.3. The level of development of professionally important personality traits. Professionally important qualities are distinguished depending on the position held, the functions performed, described in the assessment methods.
4. Planning, preparation and conduct of the assessment
4.1. Assessment Planning:
4.1.1. Determining the level of employees to be evaluated, compiling lists of employees to be evaluated.
4.1.2. Drawing up a Schedule of an assessment - until the 15th day of the month preceding the planned quarter.
4.1.3. Responsibility for the development of the Employee Assessment Schedule rests with the Human Resources Manager.
4.1.4. The monthly Evaluation Schedule is agreed with the heads of departments and approved by the General Director.
4.1.5. The monthly Evaluation Schedule is distributed to departments that include staff members subject to the Evaluation Schedule.
4.1.6. The procedure for approving and sending changes is similar to the procedure for approving and sending out the main document.
4.2. Preparation and conduct of the assessment:
4.2.1. The order for the assessment and the composition of the evaluation committee are approved by the Director General.
4.2.2. Responsibility for the selection of personnel assessment methodology lies with the HR Director. The methodology is agreed with the members of the evaluation committee. The methodology determines the procedure for assessing and deciding on the conformity of the position, the content of the evaluation criteria, the methods of assessment in determining the compliance of an employee with a particular position.
4.2.3. Organization of explanatory work among the evaluated employees about the goals, objectives and the procedure for conducting the assessment is assigned to the personnel manager.
4.2.4. Responsibility for the preparation and maintenance of evaluation sheets for each employee to be evaluated, for the preparation of the evaluation committee for the assessment lies with the personnel manager.
4.2.5. Responsibility for documenting the results of the evaluation in the evaluation sheet and protocol rests with the Secretary of the evaluation committee.
4.2.6. All forms of evaluation sheets, test results, completed qualification work, questions asked during the evaluation are attached to the evaluation card, which is stored in the personnel management department. The storage manager is the personnel manager.
4.2.7. The decision of the evaluation committee is communicated to the assessed employee immediately after the evaluation.
4.2.8. The personnel manager, on the basis of the protocol, prepares an order on the results of the assessment, which introduces the evaluated employees under signature.
4.3. The procedure for assigning a reassessment:
4.3.1. A second (control) assessment is appointed on the basis of the result of the last assessment, when the employee made comments and determined the period for their correction.
4.3.2. Reevaluation may be carried out according to any of the criteria using one or more methods.
5. Results and recommendations on the results of the assessment
5.1. Evaluation of employee activities and recommendations of the evaluation committee are accepted by open vote in the absence of the assessed. A meeting of the evaluation committee shall be deemed competent if at least two thirds of its members are present at it.
5.2. Voting results are determined by a majority of votes. In case of equality of votes, a decision is made in favor of the assessed employee, or his own opinion is taken into account.
5.3. The results of the assessment (assessment and recommendations) are recorded in the Protocol and the Conclusion of the assessment, which are signed by the chairman, secretary and members of the evaluation committee.
5.4. The conclusion of the assessment is stored in the personnel management department.
5.5. According to the results of the assessment:
- employees are given detailed and reasonable information about the requirements of the department for the position they occupy, their compliance with these requirements,
- individual and group plans for training and development, recommendations for self-development,
- decisions are made on the appropriateness of vertical or horizontal personnel movements of the employee, or his inclusion in the personnel reserve for training and further promotion to higher positions,
- decisions are made on adjusting the wages of employees within the established range (fork) of payment for this position.
5.6. After approval of the evaluation results, the direct manager of the evaluated employees conducts a post-evaluation conversation with them. Post-discussion is held no later than two weeks after the assessment.
6. Appeal Procedure
6.1. If the employee does not agree with the assessment of the evaluation committee, he submits a memo to the Director General no later than two business days after the announcement of the results of the evaluation.
6.2. The term for consideration of memos is three days, after which a final grade is set, which is confirmed or changes with the announcement of the decision to the assessed employee.
7. Summary of assessment
7.1. Based on the results of the assessment of employees, the personnel manager within two weeks submits a report on the results of the assessment to the director of personnel, who after verification and approval gives them to the general director.
8. Confidentiality of staff assessment
8.1. The employee assessment results are the property of the Company and cannot be transferred to third parties. Access to this information is available only to the assessed employee, his immediate and senior managers.
9. Final Provisions
9.1. This Regulation shall enter into force upon signature and shall be valid for six months.
9.2. After the expiration of the six-month period of validity of this Regulation, an analysis of its effectiveness is carried out and the adjustment of this Regulation is made.
HR Director ______________ E.V. Smirnova
He advised in the field of regular management of more than 70 companies: from 10 to 9,000 people (including: holdings, chain stores, factories, service companies, builders, government employees, web agencies, online stores). Pupil of Alexander Friedman.
One of the co-authors of the book “Social Technologies of the Tallinn School of Managers. Experience of Successful Use in Business, Management and Private Life”: http://www.ozon.ru/context/detail/id/140084653/
to whom: owners, top managers, managers
Basic concepts, principles, methods of personnel development in the organization. Documentation of management activities. Brief organizational and economic characteristics of LLC Extra. Automation of time tracking. Form of employee personal card.
|Heading||Management and labor relations|
|file size||1.1 M|
An unexpected angle: Why many managers were disappointed in planning
Each manager sooner or later begins to implement planning in his company / division. And with surprise discovers that it adds a little bit of sense and productivity to the work itselfBut it takes time decently.
I think everyone is familiar with the following situation: “Napoleonic plans were drawn up, but at the end point it turns out that they didn’t even start”. And even for a day, what's the use of planning, if then no one checks what was done in the end!
It’s hard to argue that, to put it mildly, demotivates leaders, and planning is recognized as an ineffective means of achieving any results.
The secret is that planning is pointless indiscriminately in subsequent actual results. The introduction of a system for analyzing and evaluating work reports is the best means of monitoring the implementation of what is planned. This will be discussed.
“Chaos in the head and tasks” - as a national management culture
Time management is taking leaps and bounds to the masses. By the word “planning” you will not surprise everyone. And even work reports are in many companies. However, there are still many executives who say the following “Creative people work for us, so planning and reporting in any form is extremely contraindicated for them”.
In my opinion, such statements are associated with reluctance and inability to use planning. Indeed, for the implementation of planning and reporting in the daily routine of working days will have to pull out of the comfort zone as well as employees who are accustomed to working in the regime of "chaos management", and yourself beloved!
By the way, chaos can be beneficial for some line managers.
By the way, chaos can be beneficial for some line managers (it's time for them to think about their own unpromising future) - after all it’s hard to find the guilty in such an environment, and all problems in the unit can be attributed to force majeure circumstances, the non-standard situation and negligent subordinates.
And how much does the atmosphere of “creativity and meditation” cost for your company?
But whether or not to pay for the friendly atmosphere of “meditation” and “creativity” in your team is everyone’s personal choice. Only then do not be surprised if, in the context of fierce competition, and ... ts-ss ss. impending economic turbulence “suddenly” productivity in your company is beyond profitability.
I will not repeat about how to regulate the planning and reporting of my subordinates - I thoroughly “chewed” this in the article “Daily plan and report: How to organize so that employees plan their work day themselves”.
It’s useful for a manager to remember that if he does not understand the planned work for relevance, and the completed tasks for performance, then most likely the plans and reports exist in your company (or department) for a tick. And if so, then their existence continues to “undermine” your authority in particular and corporate rules in general.
I am often asked the question: “What is the difference between a“ report for a tick ”and a“ report - a management tool ”? The difference is both simple and complex. In order for reports to become a useful management tool, their it is necessary to disassemble, evaluate, discuss with employees, draw conclusions and follow up adjust further work.
Benefits of the head from regular analysis and analysis of reports of subordinates
- reality picture in the company / department - how is done in fact (and not in words and not on paper).
- according to reports, you can advance learn about many potential problemsthat have not yet arisen, but may soon,
- performance transparency the work of each employee (how many and what tasks he manages for a working day),
- employee productivity increases by at least 20-30% (everyone knows: each report will be sorted out and evaluated, any completed task can be decomposed into atoms).
- based on the analysis of specific tasks, it is possible to identify and adjust ineffective ways to do them.
Commentary by an expert in corporate governance, Alexander Fridman, specifically for the Open Studio blog
Usually the idea of writing reports is not very enthusiastic, nor is the idea of planning in general. The general resistance vector is approximately the following: should we work or write pieces of paper? I'd rather do more. I had no time to make a plan (to make a report), I had a lot of work. Etc.
Therefore, the implementation of planning and reporting begins with the idea: "No need to do MORE, you need to do what you need. Qualitatively." "What is needed" is determined by prioritization, qualitatively - by planning sufficient time in terms of technology.
It is very important that the leader, when proposing planning and reporting as a key tool, be firm in thought with voice and action. Quite often this idea is voiced uncertainly, and subsequently the manager himself does not plan his work, does not plan work and feedback from reports - for objective, of course, objective reasons - and in the end everything falls apart like a house of cards.
Your work in the announced method + readiness to really ask for its violation is the key to a successful implementation. And do not forget to explain to the subordinates the goals of this innovation, relying on facts and figures, and not on a turbulent "stream of consciousness."
Working reports: Methodology and rules for evaluating the working report and responses to its comments
Colleagues, it's time to move on to practice. I will bring here the existing and really working in the “Open Studio” regulations on working with daily reports of subordinates. I remind you that in the article Daily Work Reports: How to find out what your subordinates did at the end of the day, I told in detail what a good report should consist of.
So, there are 2 main options for discussing the working report: Full-time (oral) and “Correspondence”.
Rules of “face-to-face” discussion
- Recommended use skype (voice communication) and in this case, to analyze in detail each item. Using skype with “sharing” the screen (or without) is much more convenient than sitting together at the same computer.
- Checking puts a comment on the specified points, and if there are no open questions, then the report is evaluated.
- Based on the results of the analysis, the manager accepting the report should put a comment in the format “The report was parsed by DD.MM.YY in a Skype conversation”.
General rules for both options
- The inspector should especially pay attention to the following points of the report (a kind of employee performance indicators):
- divergence of working hours from the “working hours” section of the Bitrix-24 corporate portal and the total time in the report spent on tasks,
- too long time to complete a task,
- the essence of the work performed on the task is not clear,
- it is not clearly indicated where the result of the completed task is.
- there is no data next to information about the reaction to the problem / task, how and when is this problem planned to be addressed, and how to avoid it in the future.
- For any completed task, the report may
- a clarifying question was asked with a request to tell in detail about the process of its implementation, the result obtained, and also to explain the time spent.
- Checking must check the result and process performing each task in accordance with the algorithms. If the method of performing the task or the result does NOT comply with the algorithm / regulation, then:
- You need to find out how the Employee performed the task.
- If this more efficient way, then it must be algorithmized and regulated (with the replacement of the old and less efficient way). For more information about the regulations, read “The system of regulations in the company as the cornerstone of the effectiveness of the leader.
- An employee’s misconduct is entered in any case, because if there is a proposal for improving the algorithm, then it must be initiated in advance (and not in fact try to prove that this was the best way to solve the problem) + inform the head about it. Why so? Read “How to clean up the work of subordinates: The Seven Rules of Regular Management”.
- Checking must check the “novelty” each task:
- If the task was completed for the first time, and a similar task may arise in the future, it must be algorithmized in accordance with the regulation on algorithmization. Is quiet horror beginning to take hold of you? Then read “How to delegate instruction development to your subordinates.”
- Add information on the need for regulation in the commentary on the report.
Grading for completed tasks
- Attention: First of all, the parameters of the completed tasks in the report are evaluated, and in the second - only the correspondence of the report format.
- Based on the results of the analysis / study of the report, the inspector should be sure to rate: either “Positive” or “Negative”.
- “Negative” assessment is given in case of:
- extra points in the report,
- wrong time
- the task is NOT performed according to the algorithm
- other similar deviations.
- “Positive” exhibited if
- There are no serious complaints to the report and completed tasks.
Work with comments to the report
- Any identified deviation, deficiency, clarified problem in our work (etc.) in the report should be fixed checking in the comments to the report.
- The comment must be written in the following format: “-”.
- The employee must write an answer to all comments and questions of the reviewer.
- to questions - answers + your suggestions,
- for statements, advice - phrases: “OK”, “accepted”, “will be done”, etc., or your suggestions.
- Until all replies are received - The report can NOT be “closed” and evaluated.
- The answer does not require only a standard comment from the inspector in the format: “The report was viewed XXXX”.
How are your finances tied to reports?
- Work reports that were NOT evaluated due to the lack of employee responses to the reviewer's comments, not subject to payroll accounting (Naturally, at the same time, these comments should NOT be affixed by the reviewer at the end of the month for the period of 30 previous days).
- If the report was NOT evaluated through the fault of the inspector, then, in fact, he pays in advance for working hours for this employee from his pocket.
Instead of a conclusion: Lack of work with reports is one of the reasons for the emergence of a vicious circle of errors and inefficiencies in your company / division
Of course, you will spend on parsing reports of subordinates significant amount of time. For example, at the very beginning of implementation, it can take from 1 to 2 hours a day to parse the report of one employee.
In the future, after 1.5-2 months, report parsing time will be reduced to 10-15 minutes per day per employee. (by the way, if time reduction does not occur, either you, as a leader, do not parse reports well, or the employee is ineffective: you cannot or do not want to develop and learn, and it is time to say goodbye to him). Therefore, the time for analyzing reports - as well as employee plans - must be planned in advance in the manager's plan.
There will be those who say “This is unproductive, so much time and only for reports!”. But isn’t this the manager’s task - to manage his subordinates?
There is no catch here, in many companies so many tasks in the field of core business are hung on the head that there is simply no time to manage subordinates to him. What this leads to, read the paragraph below. And the recommendation here is one and simple: review the role of the leader in your company / department.
“How much more do you plan to throw away money, yours or your company, continuing to move in a vicious circle of mistakes and inefficiencies?”
On the other hand: “But what about the employee’s time, because instead of writing a report or analyzing it with a manager, important tasks could be solved?” Yes, the tasks could be solved. But with the same “mistakes” and “blots” as the previous time. In the same inefficient way as the previous time. With the same wrong priorities as the previous time. My question is formulated very specifically: “How much more do you plan to throw away money - yours or your company - while continuing to move in a vicious circle of errors and inefficiencies?”
What employees should report
The report should show the productivity of the use of working time and how employees cope with the tasks. Any report, if it is not compiled and sent automatically (for example, through CRM), should display from whom and when it was sent, for what period it was drawn up.
Sections should show:
- Results and achievements for a certain period of time (in our case, it is a day or a week). Most often these are completed tasks set in the previous report. For example, plans for the next week included a revision of the company's website. The result can be noted the closure of the task. Noting achievements, quantitative indicators are important: figures, facts
- Problems, for the solution of which you need help from the leadership. This section helps you quickly resolve operational issues. It is important to propose an action plan.
- Problemsthat arise in the course of work, and options for solving them
- Planned but not completed tasks. It is important here not only to indicate the reason why they were not made, but what is being done to eliminate it
- Plans for the next reporting period. It is worth ranking tasks by priority, for example, important urgent, important non-urgent, unimportant urgent, etc.
In the report, you can include a paragraph in which employees will be able to ask questions personally to the head (if necessary). In some cases, it is useful to briefly list the meetings, discussions and arrangements. This may be an agreement with customers, partners, colleagues from another division of the company, etc. It is worth indicating how much time has been spent on these meetings in order to understand the really remaining time to complete the tasks.
Photo from static45.siliconrus.cmtt.ru
What managers expect from the report
- By the way the report is written, you can create a “picture” not only about professional, but also about the personal qualities of the employee. Let's look at the report through the eyes of the leader.
Key Solutions Consulting Director
It is generally believed that weekly (or daily) reports that employees write are just a tool to control their time. It seems to me that such reports have completely different basic functions:
- Firstly, it saves time - it’s much more efficient to regularly receive notes from employees and read them quickly than it is confusing to “catch” everyone and interrogate for a long time what has been done and if there are any problems
- Secondly, it is the structuring of the work of those who report. When a subordinate is forced to write reports, he comprehends and organizes his work. New ideas come to him, he feels the deadline of the report, and this encourages him to use his working time more efficiently.
- Thirdly, the inevitability of the report, and not the leader himself, at least slightly fosters self-discipline in employees
Based on these functions, I have put together for myself the optimal system - not ideal for any situation, but suitable for many. But before telling about it, I want to share three more remarks.
Reporting (i.e. fixing a fact) is of little use if there is no plan. Therefore, respected managers, before making employees report, you first have to force yourself to establish a planning procedure, as well as regularly draw up (or coordinate) plans.
If there are no plans for the number of meetings and calls (for customer service specialists), sales (for sellers), strategic tasks (for managers), etc., then your subordinates will manage you themselves, reporting on what they want to.
Reports written by employees often work only to save time and do not give perfect (yes honestly speaking - no) control. Such a report is the subjective view of the employee on the tasks performed by him, fraught with errors. After all, even the most disciplined of them can forget something, embellish something, keep silent about something.
Therefore, before requiring employees to report, work out better by automating what they can report on. To do this, you can implement CRM (if you do not already have a system), management accounting or a corporate portal, etc. And keep track of KPI in this way: the number of calls, check lists for completed tasks, the implementation of the financial plan, etc.
It is not necessary to demand objectivity in reports from employees, it is useless. Let objective data be collected from automated programs or from other accounting services.
In the reports of the employees, I’m just interested in what cannot be calculated, including their subjective opinion - what problems and why are not solved, what new ideas have arisen, how, according to his feelings, we have moved towards our goals or even went wrong.
Summarizing the above, the most convenient reporting methods for me are two (can be used simultaneously):
1. Weekly semi-automated reportcompiled on the principle of 5/15. This means that for this report the manager should have no more than 5 minutes to read and the employee no more than 15 minutes to prepare it.
This report should contain automated and non-automated parts. The automated part includes digital indicators, a comparison with the plan and a check list of completed tasks. The human part consists of the employee’s personal comments on the following issues:
- Reasons for failure or deterioration of indicators and tasks from the automated part
- Problems encountered, suggestions for resolution, requests for guidance
- Work Improvement Ideas
2. Monthly (for employees) and quarterly (for managers) 3-5 slide presentation, containing:
- Enhanced analysis of indicators and tasks (in a graph or chart)
- Substantial, written "wisely" conclusions about the past period - what was the most important and priority, what was not possible and why
- Proposals for a fundamental change in plans, work logic, new priorities, etc.