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How to Assess Staff Performance Using Momentary Observations

Measure how effectively employees and managers spend their time. Find out whether the work is planned rationally or not, and tasks are distributed among specialists. It is possible that some of them simply cannot fulfill their official duties in full, and their managers pretend that they do not see this.

Checklist: how to evaluate a newbie’s work

Use observational methods to evaluate staff performance. This is the most convenient option, since there is no need to prepare a team and draw up regulations or protocols. The essence of the method is that observers come to departments and record what employees and their managers are doing. Then they sum up the results and make calculations. Based on the data received, the manager determines which of his subordinates is a careless employee, and which is a conscientious employee who does not have time to do everything due to the high workload.

Comparison of different assessment methods

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The analysis needs to be carried out for a long time, and several rounds must be performed in one day and occupancy recorded. The work should be done by several people, not just one. The point is not that employees, noticing how often the manager visits them and records something, will understand that control is being carried out.

The method has significant disadvantages - the duration of the analysis and the frequency of control measurements. Plan your observations so that they do not have to be done every day, but, for example, every other day - on Fridays, Mondays and Wednesdays. Then the process will be unobtrusive and imperceptible both for those being observed and for those who themselves conduct the analysis.

If you notice dissatisfaction among subordinates who doubt the adequacy of the assessment, appoint not only the manager, but also several other employees as an expert observer. You can also involve the head of the department, an outside specialist. The main thing is that employees have a positive attitude towards him and perceive him as a leader.

Recommendations for HR: how to convey to employees the need for change

How much time does it take to evaluate staff performance?

The assessment takes more than one day. If you speed up the process, you will get incorrect results. For example, when an employee is not feeling well, they may not be able to work at the same speed as usual. If you take measurements on this day, you will end up giving an effective employee a low score.

To understand how much time you will spend, use the formula:

, Where

• M - approved volume of observations;
• t - coefficient of established trust;
• K - approximate coefficient of rational use of time;
• (1 K) - the proportion of breaks or downtime;
• p - the magnitude of the error in the results of the observation performed, %.

The magnitude of the error of the results (p) is determined as a percentage from 3 to 10%. The exact value, as mentioned earlier, depends precisely on the set coefficient t. The larger the value of the established interval (t), the higher the value of the maximum error (p), therefore, the lower the accuracy of the assessment performed. For example, if we took t equal to 1.4, then p can be taken as 5%.

Calculation example

Calculate how many times you need to observe department employees. Divide the number of moments by the number of employees you are monitoring.

An example of calculating the number of observations for 5 people

Now, knowing all the indicators, let’s calculate how many times it is necessary to observe employees of the middle department (up to 8 people), since the trust coefficient and the probability of error are taken as average. Now you need to divide the number of moments by the number of employees being monitored. In our case it is five. Let's get the number of observations for each.

Qobx. = 784:5=157 , Where:

• 784 - number of moments;
• 5 - number of employees;
• 154 - number of observations per person.

Thinking about how many crawls the experts can do in one working day will help you figure out how long the analysis will take. For example, during the day, managers and other involved specialists will visit employees eight times. Therefore, the observation period is 20 days (157:8).

What to consider when calculating the efficiency of production personnel

Make an observation schedule and a walkthrough map. In the schedule, indicate the dates when you plan to conduct observations, the specific hours of each round. Plan different times for measurements, but do not allow them to take place at the same hours every working day, since the nature of the employees’ activities may change.

Labor efficiency depends not only on a person’s mood and well-being, but also on a person’s loyalty. Evaluate it using the method of Konstantin Kharsky to understand how to manage, guide and stimulate a subordinate.

Seven levels of loyalty according to Konstantin KHARSKY. How do they manifest themselves and affect business?

Please note that employees may sometimes be absent for valid reasons. For example, attend various conferences or forums, go on planned business trips or go on annual leave. At such times, observations should be stopped. To take into account in advance when specialists will be absent and reflect this in the prepared observation schedule, ask the heads of the organization’s structural unit if there are any planned events that employees will attend, or if unscheduled vacations or business trips are planned. Subordinates can learn about planned vacations from the approved schedule.

Create travel routes. If staff performance observers have to walk around large areas of the enterprise, think over and prepare a map that indicates not only the direction of movement, but also the shortest or most convenient paths, the allotted time at which the expert should be at one point or another.

Make an observation schedule. Indicate the hours and number of rounds in it to systematize the work. Also prepare a staff performance observation sheet. In it, list the names of those under surveillance. Provide an opportunity for observers to put a code corresponding to the type of work next to each name. In other words, they should note what the employee was doing while the observer was making his rounds.

Sample observation sheet

Example of measuring staff efficiency

The assessment manager was summing up her observations of one of the workers. Initial data: observation period - twenty days, number of observation moments - 157. Then the manager counted how many moments were established for each type of activity:

• 10 points - DOT (downtime due to organizational and technical reasons);
• 12 moments - P (various preparatory and final activities);
• 16 moments - HP (unforeseen activity);
• 79 moments - O (all main activities);
• 23 moments - B (other support activities);
• 17 moments - PNT (downtime caused by violations of labor discipline).

Based on the fact that the optimal norm is when an employee spends about 80-85% of the allotted working time on performing duties, and up to 15-20% of the allotted working time on non-official duties. If the cost of personal affairs is much higher than 30%, and a specialist delivers work on time or in poor quality, this is a bad employee. If on the contrary, always set him as an example to others to increase staff efficiency.

How to measure the effectiveness of creative, office workers

If you can evaluate production personnel using specific indicators - the number of goods produced or services provided, then problems arise with the analysis of the labor efficiency of office workers. Set special KPI indicators for them:

• the profit that an employee brings to the company;
• customer satisfaction.

Calculate your profit this way: subtract the amount of expenses for maintaining a specialist from the income that the company receives from his work. To understand whether an employee has met the Customer Satisfaction KPI, conduct a customer survey. It will become clear whether they are satisfied with working with a specific employee of your company.

Calculate the labor standards for your company’s employees yourself. Use the “Workday Photography” method for this. It is suitable for evaluating, for example, lawyers and doctors, as well as other specialists whose work is difficult to express in units of products. HR managers observe how and what employees do, over what time. Then an indicator is derived for each operation - how many minutes or hours a specialist should spend on it in order to determine the effectiveness of the staff.

Observation form “Photo of the working day”

Download the form

Remember that personnel efficiency is the responsibility of not only HR, but also managers. Establish joint KPIs, common for bosses and the HR director. For example, the percentage of staff turnover, the share of payroll in the company's revenue. The decision which of the final candidates proposed by the HR service will remain in the company is made by the manager (read how to make a decision on the final candidates). When you make turnover one of your executive KPIs, it will drop significantly.

How to build a motivation system to increase staff efficiency

Think over and develop a holistic, clear and precise motivation system so that it is clear exactly when and what specific event is being held, why and for what purpose. Also, check if your hygiene factors are in order. According to the theory of Frederick Herzberg, these include, first of all, working conditions and salary levels. Only if there are no problems with this, can you think about non-material motivation - recognition of success, career opportunities, benefits and expect a return from it.

Conduct a survey among subordinates

Material motivation for the purpose of increasing staff efficiency can have a negative effect. If you provide additional payments, no matter how small, for every action, employees will soon begin to demand bonuses for everything.

Check the motivation system for demotivators: checklist

Remember that salary is the base, the basis for motivation. A bonus can achieve temporary subordination, but not arouse interest in the work. Money does not inspire employees to take risks and experiments, since there is a possibility of making mistakes and getting nothing. Use other motivators too.

How to ensure high work efficiency using flexible approaches to scheduling

Monitor the work of not only full-time, but also freelance specialists and remote workers. Explain to your subordinates that they must be available within eight hours, just like when working in an office. Establish seamless communication between employees and managers to monitor staff performance.

Implement the ROWE strategy: everything for the end result

Require employees to report to their immediate supervisor how their work on the project is progressing. For example, a person can report verbally or in writing, or provide a daily list of completed tasks. If staff performance is low, reconsider the form of remuneration. Pay not for the number of hours actually worked, but for the volume of tasks completed.

Training as a way to increase staff efficiency

A priori, it is necessary to train interns and new employees. Even if you select people with work experience, your company probably has its own specifics. Tell newcomers what product or service they should produce or sell.

HR cheat sheet: how older employees perceive information and how to take this into account in training

Determine what strategic task is facing each division of the company. Then answer the question: “What and how should a department employee do, what knowledge, abilities and skills should he have in order to contribute to solving the strategic problem?” Interact with line managers - they set the direction of training. This way you will understand what and how to train staff.

Periodically send your subordinates to goal-setting courses and personal growth training. They can give impetus for development. Time management training is also suitable. It is also recommended that absolutely all employees be trained in stress management.

Popular training methods that a company can use

Draw up a training plan and sign it with trainers and department heads. Then post the plan on the corporate website so that any employee can review it. Instruct the HR manager to send reminder letters to coaches and line managers once a week. Let him indicate the date, time, room number where the classes will be held, and the topic of the training.

In order to objectively assess the effectiveness of a social worker, scientifically based criteria are needed.

defines criterion as a sign on the basis of which the effectiveness of social work is assessed, a measure for assessing its effectiveness.

Social work must ensure the satisfaction of a person’s social needs, which should be the main criterion. However, in reality such criteria are more diverse: quantitative and qualitative (level and quality of life, size of pensions, benefits, etc.); norms-goals, norms-conditions, norms-limits (living wage, limits of environmental standards, etc.).

At the initial stage of the development of social work in the country, they mainly used quantitative criteria, for example, the number of children who stopped using psychoactive substances, the number of mothers coded for alcoholism, etc. However, not in all cases, quantitative analysis provides objective results. Therefore, in recent years, when analyzing the effectiveness of social workers, they have been actively using quality criteria. Let's name some of them.

1. Degree of awareness of the vital signs of his clients: a social worker must have all available information about his clients.

2. Level of competence in the administrative and legal spheres.

3. Existing or emerging changes in the client’s lifestyle (the reference group has changed, does not miss classes at school, college, got a job, stopped drinking alcohol, drugs, etc.).

4. The degree of awareness about children and adolescents in the surrounding society (presence of groups, information about adults involving children in criminal activities, prostitution, etc.).

5. Possession of information about families in need of social assistance and support, about dysfunctional families, the completeness and quality of this information.

Participation in the preparation of consultations, implementation of the decisions of the consultation.

7. Using the capabilities of other structures in solving child problems (state, medical, legal authorities, etc.).

8. Conducting a qualitative analysis of the families on which information was obtained (selecting families for patronage, differentiating families by category).

Thus, When assessing the effectiveness of a social worker, it is necessary possess information about the entire set of both quantitative and qualitative indicators, while the social worker must be interested in the results of his activities and show a sincere desire to help.

Ride ratings

The driver and passengers evaluate the smoothness of the ride subjectively through sensations. Fatigue of the driver and passengers is associated with the repetition of vibrations and their accelerations.

The smoothness of a car is most often assessed by the following parameters:

Frequency of natural vibrations of the body;

RMS values ​​of speeds and accelerations of the body and floor of the platform;

— no breakdown of the suspension;

— constant contact of the wheels with the road.

The simplest assessment indicator can be frequency of natural vibrations of the body . It has been established that good smoothness will occur if the frequency of body vibrations coincides with the average frequency of a person’s steps when walking. This corresponds to 60...90 steps per minute, or 1...1.5 Hz. Therefore, for passenger cars the recommended suspension vibration frequency is 0.8...1.2 Hz, and for trucks -1.5...1.8 Hz.

According to GOST 12.1.012-78 “Vibration. General safety requirements" standardized parameters are: RMS values ​​of speeds and accelerations in octane frequency bands. Despite the fact that the frequency spectrum of oscillations that occur while a car is moving exceeds 500 Hz, in the theory of a car, oscillations are considered in the frequency band 1...80 Hz. The level of vibration load based on the value of the root-mean-square speed can be assessed both by the absolute value of the root-mean-square speed and by the logarithmic speed indicator in decibels dB. Based on the value of the root-mean-square oscillation speed according to the dependence below, the logarithmic speed indicator is determined in decibels

,

where is the root-mean-square value of the vibration velocity in the octane frequency band; 5×10-8 is the vibration velocity with which the comparison is made.

For example: 1) m/s

International Organization for Standardization (ISO) Standard 2631

“Vibration transmitted to the human body” establishes permissible values ​​of vibration velocities in frequency bands that affect a person for 8 hours. If the permissible vibration velocity is exceeded by 1.4 times, then the permissible time of exposure to the frequency on the human body is reduced to 2 hours; if the excess is 2 times, then the time is reduced to 1 hour; if the excess is 4 times, then the time is reduced to 15 minutes.

The frequency range from 1...80 Hz is divided into twenty 1/3 octane bands. Each strip is given its own weight coefficient and permissible values ​​of vibration accelerations (level of “health safety”).

As for the car itself, in addition to vibrations caused by the interaction of the car’s wheels with the road profile while driving, there are vibrations of the body and chassis in the frequency range of up to several thousand hertz. Such vibrations are caused by the operation of the engine, transmission, and aerodynamic forces. Such vibrations create noise both inside the car and on the streets and roads. If the noise level exceeds permissible norms, then the work of the human nervous system is disrupted, which leads to weakening of attention and memory, the time for making a decision increases, and the movements of the body organs become less energetic. In this regard, there is a need to standardize the internal and external noise that occurs when the vehicle is moving.

Performance criteria: incentive payments for the quality of services provided (Zaripova M.R.)

Permissible levels of internal and external noise are presented in GOST 27435-87 and GOST 27436-87. Noise levels are measured experimentally during intensive acceleration in second or third gear.

The smooth running of cars is assessed based on test results, which include the following stages:

1. Selection of straight, horizontal sections of roads of various types and conditions with a uniform microprofile.

2. Experimental determination of the root-mean-square values ​​of velocities and accelerations, which are carried out at a constant speed. At the same time, vertical and horizontal accelerations and speeds are recorded at the driver’s location and other points of the car, determined by special methods.

3. Evaluation of smoothness, which is carried out by vibration velocities and vibration accelerations in the first five octane bands and compared with the permissible ones given in table. 11.2.

Table 11.2 Allowable values ​​of vibration velocities and vibration accelerations

The smoothness of the ride at the NAMI test site is assessed according to OST 37.001.291-84. In this case, the main indicator of vibration load when assessing the smoothness of the ride is the root-mean-square values ​​of accelerations, which are measured on the driver’s seat and passenger seats. The vibration load of the sprung mass of trucks is assessed by the root-mean-square values ​​of only vertical vibration accelerations in the frequency range 0.7..22.4 Hz, which are measured on the left side member of the frame under the front and rear axles of the vehicle.

The normalized values ​​of the root-mean-square values ​​of vibration accelerations on the driver’s seat and side members are given below in the table. 11.3

Table 11.3 Standardized values ​​of vibration accelerations when testing vehicles at the NAMI test site.

To prevent movement of loose loads, it is necessary that the floor acceleration does not exceed g. It is recommended that vibration acceleration of the platform floor did not exceed 0.3 g.

To ensure smooth running it is necessary: from no hard blows when choosing the stroke of the elastic element (no breakdown of the suspension); With stability of wheel contact with the road.

Indicators and criteria for assessing employee labor efficiency. Improving the remuneration system

Criteria for assessing management effectiveness

2.1. The essence of the concepts “assessment”, “assessment”, “criterion”

Having defined the concept of “management effectiveness”, it is necessary to move on to clarifying the main issue – the criteria and indicators for assessing effectiveness. The core element of this concept is the term “ grade" Its specific meaning predetermines the ambiguity of the procedure for people to evaluate the results and consequences of the same actions and decisions of the managing subject. Assessing the effectiveness of management is necessary both for the subjects of management and for the state and society. It allows the state and society to control the quality of the activities of the FSB of Russia as a state institution and social organization.

Assessing staff performance - indicators and evaluation criteria

And for managers for self-control, to improve the management process. The problem of performance assessment is the problem of analyzing management activities and decisions made.

Assessment is a term derived from the concept “ value" The latter indicates the social significance of certain phenomena (social and natural). The objects of assessment are various results of management activities: means, processes, specific acts of activity, etc. They are called “objective values”. Objects are assessed, i.e. their social significance is determined in accordance with ideals, principles, goals, concepts, norms, etc. These phenomena are classified as “subjective values”. They should be distinguished from “subject values” (objects of assessment).

Each political system has its own system and hierarchy of values, objectively determined by the fundamentals of the existence of the state and the interests of society. The value system is the fruit of the collective historical creativity of a given community of people, reflecting the result of the interaction of the political community with the environment, as well as social relationships between its members. The system of values ​​of a particular political union (state) does not cover all their diversity that exists in the social world (for example, moral, aesthetic, scientific, and even political). It is composed of those values ​​that are most significant for the existence and functioning of a political union, which are enshrined in the constitutional foundations of the state system, in the ideology, political principles and goals of the state, embodied in the political strategy, as well as in the principles, concepts and goals of the governing entity.

The basic values ​​of the modern Russian state are political democracy (democracy), the sovereignty of the state, its integrity and security, the rule of law, political and social human rights and freedoms, free labor based on the diversity of ownership of the means of production, pluralism, etc. It is known that Millions of Russians recognize many other, traditional values. For example, social justice, conciliarity (collectivism), Orthodox values.

Assessing management effectiveness in the theoretical aspect is an assessment procedure. Assessment procedure is at the same time a process of identifying the contradiction between subjective and objective factors of management. Such contradictions are quite natural. Contradictions between what is and what should be, actual and desired, realized and potential capabilities of the state and society, between achieved results and unrealized opportunities, between used and unclaimed resources, between indicators at the input and output of the control system are determined by the inadequacy of goals and means to the scale of real possibilities and objective ones. needs, as well as the volume of resource reserves.

In management theory, the qualitative side of the result obtained is denoted by the term efficiency criterion. Criterion- a means for judgment, a specific feature on the basis of which something is assessed or classified, the significance or insignificance of something, the state of an object is determined. By comparing real phenomena with the criterion, it is possible to establish the degree of their compliance, approximation to the norm, to the ideal. But for this, the criterion must be sufficiently expanded, dissected, i.e. include certain components, certain units of measurement that allow you to “measure” reality by comparing it with the norm. The expanded criterion is a set of basic indicators(signs). Criteria indicate the objective orientation of efficiency, and indicators assess its level achieved, criteria are normative in nature, and indicators record the level achieved.

As criteria for effectiveness, the following phenomena should be selected that make it possible:

— predict the expected result - the organization’s achievement of its goal;

- assess the actual degree of achievement of the goal;

- compare different options for achieving the goal with each other.

To do this, efficiency criteria must reveal the essence of the problem being solved by the organization, determine the main, decisive connections and ways to improve management.

The management efficiency criterion must meet the following requirements:

1. Comply with the goals of the organization.

2. Be connected with the external and internal environment in which the organization solves its problems.

3. Have completeness sufficient to make the necessary decisions.

4. Be suitable for use, i.e. simple, understandable (have a physical meaning) and expressed in quantitative form.

5. Be available to receive. Thus, some performance criteria that have a statistical basis (for example, the probability of achieving a certain goal) are impeccable from a theoretical point of view, but require lengthy and expensive experiments and complex calculations, which makes them of little use for practice.

A comprehensive set of management efficiency criteria is formed taking into account two areas for assessing its functioning:

1) according to the degree of compliance of the achieved results with the established goals of the organization;

2) according to the degree of compliance of the process of system functioning with objective requirements for its content, organization and results.

Management efficiency is a relative characteristic of the performance of a specific management system, reflected in various indicators of the management object and the management activity itself (the subject of management). Moreover, these indicators have both quantitative and qualitative characteristics.

In other words, the effectiveness of the management system must be expressed, ultimately, through the performance indicators of the managed system, although it may have its own private characteristics.

What are the criteria for the effectiveness of a personnel officer?

Determination of performance evaluation criteria

To assess the performance of a specialist, it is necessary to establish indicators and methods for their determination. Obviously, these indicators will be different for categories of workers in different professions. They should be identified in each specific case. But the general approaches and methodology for determining indicators will be the same.

For example, let’s define indicators characterizing the activities of the head of a vocational educational institution. By what parameters was his activity assessed quite recently? Quantitative and qualitative indicators of enrollment and graduation of students, their qualification category, production and economic indicators, material and technical equipment of classrooms and workshops, percentage of offenses. The level of expression of these indicators depended on the type of vocational educational institution, the specialties for which training was carried out, the base enterprise, the territorial location of the school and, of course, on the director and the engineering and teaching staff.

The presence of factors beyond the control of a specialist necessitates the search for indicators characterizing his professional effectiveness. Obviously, we need indicators that take into account as much as possible the socio-professional activity of the leader, his professionalism, congruence with changing socio-economic conditions, and the prospects for professional growth.

As criteria for professionalization, the literature traditionally considers qualitative and quantitative, procedural and effective characteristics of an individual’s activity, which make it possible to judge the degree of its compliance with the profession.

In the general set of criteria for professionalization, two main groups are distinguished: 1) objective, allowing one to judge the degree of compliance of the individual with the requirements of the activity.

These include performance indicators: productivity, quality, reliability, etc.;

2) subjective, with the help of which you can assess the degree of compliance of the activity with the requirements of the individual. These criteria belong to the group of self-assessment indicators related to issues of consciousness and self-awareness of the individual, mechanisms of reflection, self-esteem, etc.

For each type of professional activity, objective criteria for professionalization take on a specific form. Therefore, the search for adequate indicators of efficiency, quality and reliability is a special task of psychological analysis of professional activity and professionalization in general.

An analysis of special literature on the problem of management activity shows that there are different approaches to its structuring. The most common one for determining the main components of management activities is functional. The authors of the fundamental work “Fundamentals of Management” substantiate the legitimacy of identifying the following functions of the management process: planning, organization, motivation and control’. These four primary management functions are united by the connecting processes of communication and decision making.

Decision making means choosing how and what to plan, organize, motivate and control. This is precisely what constitutes the main content of a leader’s activity.

Communication, or professional communication, is the exchange of information between people in the process of joint activities. Effective communication in an institution is one of the important areas of a manager’s work.

The function of planning is to determine the goals of the institution and ways to achieve them. This is one of the ways in which leaders integrate and combine the efforts of all members of the organization to achieve its common goals.

The function of an organization is to create the structure of the institution (groups, departments, associations, etc.) and determine who should perform each specific task. The manager selects people for specific work, delegates a number of powers to them, and coordinates their activities to achieve common goals.

The motivating function of the leader is aimed at ensuring that the members of the institution perform actual work in accordance with the responsibilities delegated to them. To effectively motivate his employees, a manager needs to know what their needs are, what motivates them to work, and find ways to satisfy these needs.

The function of control is to obtain information about the goals of the institution that were planned to be achieved. Control also involves measuring what has actually been achieved and comparing what has been achieved with expected results. Control allows you to make timely adjustments to the planning, organization and motivation of management activities.

Basic management functions - planning, organization, motivation and control - are implemented at the administrative, financial-economic, socio-psychological and personality-oriented levels.

In order to identify criteria for the successful implementation of established management functions, we conducted a content analysis of the literature on the problems of the activities and personality of the head of an educational institution and an analysis of the practical work of directors of vocational schools. Based on a generalization of the results of this study, we developed a draft criteria for the management activities of the head of a vocational educational institution.

A total of 25 indicators were identified. At a scientific and practical seminar for the heads of vocational schools in the Sverdlovsk region, their examination was carried out. The seminar participants were asked to determine their attitude to each indicator: mark agreement with the proposed option with a “+” sign, disagreement with a “-” sign, and doubt with a “?” sign. 28 people took part in the examination, of which 9 were directors of vocational schools. They formed the main expert group.

Summarizing the results of the expert assessment allowed us to determine the main criteria for assessing the success of a manager. In table Table 15 shows the results of our research on the search for criteria for assessing the activities of the head of a vocational educational institution. These criteria became the basis for developing a methodology for assessing the performance of a manager.

Table 15

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Criteria, parameters, indicators

Each assessment object in the methodology we use is assessed according to several criteria. The number of criteria should not be large. The recommended number of criteria is from 3 to 5. It is this number of criteria that allows, on the one hand, the student who creates an assessment object to develop it in accordance with the criterial base, and on the other, a teacher or other expert to evaluate the object. The criteria must be selected in such a way that they demonstrate and record the achievement of precisely the meta-subject result that is being assessed.

Personnel assessment: developing criteria

For example, if one is assessing one's ability to refute an opponent's arguments in a public debate, then a good criterion would be the number of opponent's arguments to which the student has developed rebuttals, as well as the number and level of refutation methods he has used.

It is fundamentally important that the criteria base is presented to students in advance. Before preparing for an educational event, they must know what they must create and by what criteria the object they create will be assessed. This mechanism develops in students the ability for self-esteem, based not on “feelings”, but on a normative basis.

The quality of implementation of each of the criteria is described in the form of parameters that record the degree of compliance of the object of evaluation with this criterion in descending order. For example, if the criterion is formulated as “the number of opponent’s arguments that were rebutted during public discussion,” then the parameters can be extremely simple:

1) three or more arguments;

2) two arguments;

3) one argument;

4) not a single argument.

Indicator – the number of points corresponding to a given parameter of a given criterion. So, if in the above example the criterion “Number of arguments that were refuted” corresponds to a maximum of 30 points, then the table of indicators and parameters may look like this:

The number of points that a student can receive based on the results of assessing a meta-subject result can be any. In this collection, we adhere to the rule that the maximum number of points is 20. This scale allows us to better differentiate student achievements.

METHODS OF ASSESSMENT OF LABOR PERFORMANCE

Who should evaluate an employee? In the practice of most organizations, this is done by the manager-manager. In some cases this may be:

1. a committee of several controllers. This approach has the advantage of eliminating bias that may occur when a single supervisor conducts an assessment;

2. colleagues of the person being assessed. In order for this system to bring effective results, it is necessary that they know the level of his work performance, trust each other and do not strive to win over one another the opportunity for a salary increase and promotion up the career ladder;

3. subordinates of the person being assessed. This system is used mainly in universities (for example, when students evaluate the work of the dean's office);

4. someone not directly involved in the work situation. This system is more expensive than others. It is mainly used to evaluate a high-ranking employee or in cases where it is necessary to combat accusations of prejudice. It should be taken into account that when using this approach the appraiser will not have as much information as in the previous cases;

5. self-esteem. This approach is used to a greater extent for the purpose of developing self-analysis skills among employees rather than for assessing job performance;

6. combinations of the listed forms of assessment. The supervisor's assessment can be confirmed by self-assessment, and the results of the supervisor's assessment can be compared with the assessment of subordinates or colleagues. An example of using a combination of assessment forms can be the process of assessing labor productivity at enterprises, when the manager and the employee himself fill out a questionnaire on a form that reflects the specifics of work in the position of an independent employee serving clients. With a two-way discussion (appraiser - appraised) of the assessment results, valuable proposals can be made for the management of the organization.

The most important purpose of the assessment is to identify opportunities for personal development of employees. To do this, it is better to use the assessment of the boss by his subordinates directly or in combination with other approaches. The number and composition of parameters used for assessment may be different.

To make the rating scale more effective, raters are given several more clearly delineated descriptions of the completeness of a particular character trait. For example, the characteristic of an employee’s initiative is given in three versions:

ü he always starts on his own, always takes the initiative himself, and the boss does not have to somehow encourage him to do this;

ü usually he takes the initiative, but still sometimes the boss has to push him so that he finishes his work;

ü He has the habit of sitting and waiting for instructions (worst characteristic).

After each description, the person conducting the assessment puts a note: the employee fits this description or “+”, “-”; the employee is better than this description or “+”, “-”; the employee is worse than this description. The final seven-point scale is in this case better than the graphic rating scale.

Any additions to the descriptions are welcome, for example, if an employee is being assessed on job knowledge, then the questionnaire may require the following expansion: “What exactly did the employee do to truly demonstrate the depth, relevance and breadth of knowledge in performing his duties (taking into account both quality and quantity of production)?

Methods for assessing labor performance. Preset selection is a method that does not result in an excessive number of high scores. When using the method, the appraiser must select from a list of employee descriptions.

Typically, HR professionals prepare their questions (questionnaire items) and supervisors evaluate these items for their applicability (that is, determine which descriptions correspond to effective and ineffective performance).

The supervisor then evaluates the employee. Next, the HR department calculates the performance index. The target selection method can be used by management, peers, subordinates, or a combination of evaluators in determining employee performance.

When using the descriptive evaluation method, the person conducting the evaluation is asked to describe the advantages and disadvantages of the employee's behavior. In some organizations, this method is combined, for example, with a graphic rating scale.

When using the management method by goals (objectives), in most cases the controller describes the past performance of the employee being evaluated, and every person who makes such conclusions finds himself in a complex and sometimes contradictory situation. There is an argument that instead, managers should collaborate with subordinates to develop the organization's own goals. This gives subordinates the opportunity to use self-monitoring of the effectiveness of their work. It is on this approach that this method is based. In reality, it is more than just a program or assessment process. Through this method, managers and subordinates plan, organize, control and discuss work. By setting goals with or receiving them from management, the subordinate receives a program and purpose for his work. Typically, an objective management program is a systematic process and follows the following sequence:

1. The manager and the subordinate hold meetings to determine the main tasks of the subordinate and establish a certain number of final tasks (goals).

2. Participants define tasks that are feasible, stimulating, clear and understandable.

3. The manager, after discussion with subordinates, indicates the time for completing tasks.

4. Dates are set for meetings and discussions of the results achieved in the process of work.

5. The manager and subordinate make the necessary changes to the original tasks (goals).

6. The manager evaluates the results, meets with the subordinate and consults with him.

7. The subordinate sets tasks (goals) for the next cycle of his work, taking into account the boss’s comments.

8. Programs of this type are widely used in organizations and businesses around the world.

Most of these tasks (goals) are described in terms of a given job or work environment; some of the tasks (goals) may be purely routine, others - rationalization, and others - personal.

Goals are easier to achieve if they are quantified and if a completion date is set.

An important aspect of objective-based management programs is that performance appraisal discussions focus on results. At best, results are objectives and are associated with a particular performance style. The manager and subordinate discuss goals achieved and not achieved, and this analysis helps the subordinate improve his performance in the future.

Management by objectives attracts workers because in this case the boss does not need to act as a judge. However, it requires patience, the ability to formulate tasks and conduct a conversation, as well as mutual trust between the boss and the subordinate.

Practical difficulties may arise in the following areas:

1. the volume of “paper” work is large;

2. too many tasks are set, which leads to confusion (4-6 tasks are most successful for effective work);

3. they are trying to introduce management by tasks for jobs where it seems very difficult to accurately and quantitatively identify tasks;

4. it is sometimes difficult to link the results of introducing task-based management and rewards;

5. attaches too much importance to short-term goals;

6. refusal to change the original tasks;

7. the use of management by tasks as a rigid method of control, aimed at intimidating rather than encouraging work.

For task-based management systems to be effective, problems must be minimized. However, in some situations, task management may be too expensive. Therefore, as with other performance evaluation methods, managers need to examine objectives, costs, and benefits before selecting or discarding an objective-based management program.

When using a method to evaluate a decisive situation, personnel management specialists prepare a list of descriptions of the “correct” and “incorrect” behavior of employees in individual situations. These situations are called “decisive”. Experts then organize these descriptions into categories based on the nature of the work.

Next, the person conducting the assessment prepares a journal for entries for each employee being assessed. During the evaluation period, the controller records examples of employee behavior (“correct” or “incorrect”) for each rubric. This journal is later used to evaluate the employee’s performance.

The use of “decisive situations” can be used in evaluation conversations because it is easier for the evaluator to notice details when making a decision about a positive or negative evaluation. This method is most often used in evaluations made by management rather than by peers and subordinates.

In its simplest form, a questionnaire is a set of questions or descriptions. If the person conducting the assessment believes that the person being assessed has a given character trait, then he puts a mark opposite its description; if not, then he leaves an empty space. The overall rating of such a questionnaire is the sum of the marks.

One modification of the questionnaire is a comparative questionnaire. Supervisors or HR specialists who are familiar with the jobs being assessed prepare a large list of descriptions of “right” and “wrong” behaviors (similar to the “decision” evaluation method). Evaluators observing the performance of the work rank these descriptions on a scale from “excellent” to “poor.” When a common opinion is reached regarding one item (for example, when the deviation from the standards is small), it is included in the comparative questionnaire. The result is the previous rating of all raters before using the questionnaire.

Supervisors or other evaluators receive this unrated questionnaire and mark the appropriate descriptions as they would on a simple questionnaire. The assessment of an employee's work performance is the sum of the ratings noted by the appraiser. Questionnaires and comparative questionnaires can be used for evaluation by management, peers or subordinates.

The methods for assessing job performance described above are designed to assess one person. Let us now consider the methods used to compare one employee with others.

When using the classification method, the person conducting the assessment must rank employees in order, from best to worst, according to some general criterion. This can become quite challenging if the group being assessed is more than 20 people. The work is greatly simplified by the method of so-called alternative classification, in which the best and worst workers are first selected, and then the worst workers follow the best, and thus reach the middle.

The paired comparison method is simpler and more reliable. First, the names of the employees being assessed are entered on separate cards in a predetermined order - so that each assessee is compared with the others. The evaluator then marks a card with the name of the person from each pair who is better on some predetermined criterion, say overall ability to do a given job. The number of flags when a worker was the best in his pair is recorded, and the results are summarized in the form of an index based on the number of “preferences” compared to the total number of workers assessed. The resulting rating estimates can be compared with the average rating. This method can be used when assessing management, colleagues and subordinates.

In the predetermined distribution method, the evaluator is instructed to rate employees within a predetermined (fixed) distribution of ratings (for example, 10% “unsatisfactory,” 20% “satisfactory,” 40% “very satisfactory,” 20% “good,” and 10% “excellent”). The appraiser is required to write down the names of all employees separately on the cards (one name on each card) and distribute the cards into five groups according to the ratings. The process can be repeated, for example, according to two criteria - labor productivity and the possibility of advancement through the ranks.

One of the variants of the given distribution method is the method of given distribution of points. When using it, each appraiser is given a certain average number of points per employee of the group being assessed. The number of points awarded as a result of the assessment for the entire group as a whole cannot be greater than the specified number per employee multiplied by the number of employees in the group.

Methods of predetermined distribution and distribution of points can be used in assessing the performance of employees by management and colleagues and subordinates.

Which assessment method should be used in a particular case?

Research results show that each of these methods is sometimes effective, and sometimes completely inapplicable. The main thing here is not the methods themselves, but the forms of their use. Evaluators who are not trained or who lack the talent or desire can frustrate any method. Thus, when developing effective evaluation systems, it is the person doing the evaluation that matters more than the method.

CONDUCTING CONVERSATIONS WITH AN EMPLOYEE TO ASSESS THE PERFORMANCE OF HIS WORK

Once the appraiser has completed the process and received the results, they should be discussed with the employee being appraised. Two different approaches are possible here, depending on the purpose for which the assessment was carried out. If for the purpose of personal development of the employee, the ratings are communicated to him and advice is given on their basis. If the rating is used to determine wages, promotions and other rewards, then sometimes the rating may not be communicated to the employee.

Employees can find out the results of their assessment during a special meeting, conversation: the person conducting the assessment and the employee being assessed meet so that the appraiser informs the employee of the rating and comments on his ratings.

To conduct conversations with an employee to assess the effectiveness of his work, you can use the following three approaches: “tell-sell”, “tell-listen” and “problem solving”.

The "tell-and-sell" method is best used with new, inexperienced workers, while the "problem-solving" method, which maximizes the employee's participation in the conversation, should be used with more experienced workers, especially those with a strong sense of work ethic.

“Human Resources Management Handbook” No. 12, 2013

Valery Chemekov, Ph.D. psychologist. Sciences, Moscow

Over the past ten years, the topic of measuring the effectiveness and efficiency of activities has ceased to be something unusual, but this is a very short period of time for introducing technologies into the domestic personnel field. Now KPI performance assessment has become the property of not only large companies. It has spread widely across all industries and applies to both senior and ordinary positions.

There are two components to assessing an employee’s performance: effectiveness and efficiency. Compared to performance assessment technologies, performance assessment methods are not yet as developed, especially since few people take the trouble to distinguish between these two processes. Effectiveness is a person’s ability to achieve specific goals (results) in work. When assessing it, it is determined whether the employee has achieved the planned result. However, results can be achieved with different efficiency, which should be understood as the ability to obtain results at the lowest cost.

KPI technologies are used to measure performance. Unfortunately, an inaccurate translation of the term KPI has taken hold in the business literature - “key performance indicators”, while the correct literal translation is “key performance indicators”. It would also be correct to use the term “key performance indicators”. Some practitioners also note a similar discrepancy. Thus, the author of the book on motivation E. Vetluzhskikh, along with the term “key performance indicators”, suggests using the term “key performance indicators” (KPI), and the author of the book on KPI A. Klochkov - “key performance indicators”.

Typically, an employee's effectiveness in achieving KPIs is not assessed. It is assumed that if the KPI system is balanced, then achieving goals will be effective.

Performance evaluation is typically based on SMART goals and objectives. However, not all work may have such goals and objectives. For example, how to evaluate process activities (that do not involve achieving a specific result) where there are no SMART tasks: in the work of a secretary, call center operator, system administrator of a support service, HR inspector? In this case, the effectiveness of the functions can be assessed.

Let's consider assessments of KPI and performance efficiency for professions that involve achieving a specific result: features of development and application. Let us recall that performance assessments are divided into quantitative and substantive, individual and team (corporate), strategic and operational.

Key Performance Indicators: Development Sequence

Step 1. Analysis of the strategy, strategic goal and purpose of the organization, their defragmentation into divisional goals

Each company goal is decomposed into goals of divisions and/or managers. The principle of decomposition is this: the purpose of the unit/manager must serve to achieve the purpose of the organization. That is, the goal of a specific performer is a means of achieving the goal of the organization. In this case, the so-called correct goal must meet certain criteria (SMART criteria). Each goal should have a numerical indicator by which it is convenient to monitor its achievement. For example: if the company's goal is to increase operating profit by 15%, then managers and the departments they lead may have the following goals:

• sales department - attracting an additional 700 clients; increase in turnover by 3.5 million rubles. (or achieving a turnover of 15 million rubles);
• HR department - implementation of a motivation system for sellers, reduction of personnel costs by 10%;
• business process department - reduction in sales cycle time by 15% (or two days);
• advertising department - increase in the number of responses to advertising by 5% (20 thousand).

One employee can be assigned several such goals. Setting three to four goals is considered optimal. If there are more of them (for example, five to seven), then this will not only significantly complicate summing up, but will also reduce the employee’s focus, since he will lose sight of any goal. In some cases, only one indicator is used. For example, the sales director may have a goal to increase revenue by 8%.

Step 2. Determining the type of indicator: corporate (general) / individual

All indicators of achieving goals, as well as the goals themselves, are divided into strategic and operational. Strategic goals can be defined for all managers, regardless of the line of business that each of them heads. For example, indicators such as an increase in company revenue by N%, EBITDA, EVA may apply to all managers of the organization. At the same time, each manager feels responsible for the final result. Such indicators are called corporate, collective, general or team.

Some corporate indicators may be relevant to any one manager. For example, the indicator “increase in the number of clients” can be both collective and individual.

Operational goals are defined for those managers who can achieve them. Corresponding indicators are established for them. For example, by the end of the year the following indicators should be achieved:

• Sales department employees - to increase the number of clients to 4,700 by the end of the year;
• HR department employees - increase personnel costs to RUB 2,517,375;
• employees of the business process department - set a sales cycle of 10 working days;
• employees of the advertising department - receive at least 80 thousand responses to advertising.

Step 3. Determining the time perspective of indicators

The planning horizon is related to the company’s remuneration policy, as well as:

• with a bonus period for employees. If a company has introduced annual bonuses for a certain category of employees, then the measurement of the effectiveness of each of them can be annual or monthly, quarterly with an annual summary. Monthly bonuses are applied for ordinary employees, quarterly - for key specialists and middle-level managers, annual - for top managers;
• with the organization’s work cycle or the process in which the rewarded employee is engaged. For example, budgeting is carried out annually, and, accordingly, bonuses for such an employee will be annual;
• with the horizon of the goals themselves. If any goal must be achieved within three years, then the performance assessment will have the same perspective. For example, it may be established that -EBITDA is -10 million rubles. needs to be achieved within a year, and - the capitalization of the company in - the amount of 78.5 - million - rubles. and - access to - IPO - within several years.

Step 4. Determine the direction of the indicator

The indicator is an integral part of the goal statement. When this formulation does not contain a verb indicating what exactly needs to be done with the indicator (increase, decrease, etc.), the latter is given a certain direction:

• “less is better” - in - cases when the goal is - to reduce costs, the amount of defects, etc. -P. (for example, the goal is to achieve the “sales cycle” indicator equal to 10 working days, the focus is better less);
• “More is better” - when it is necessary to increase indicators such as profit, number of clients, turnover, etc. -P. (for example, the goal is to achieve the “number of clients per year” indicator equal to -4700, the focus is better);
• “exactly” is not a quantitative, but a qualitative criterion of focus; it is used when it is necessary to determine whether the goal has been achieved, whether the project has been implemented, whether the transaction has been completed (for example, if the goal is to introduce a sales motivation system).

Step 5. Determining the weight of the indicator

Indicators may have different weights because each manager's contribution to achieving the organization's goals may vary. For example, during the year the head of the sales department must achieve the following indicators:

Performance boundaries can act as constraints and stimulants. If, during the entire period allotted for achieving the goal, the indicator is below the minimum limit, then the goal is considered unachieved. In this case, no bonus is awarded to the employee. Exceeding the maximum limit of the target indicator entails additional (increased) remuneration or, on the contrary, a cessation of premium growth. In the first case, we can talk about an increasing multiplier, while the employee’s bonus will grow even faster than before reaching the maximum limit of the indicator; in the second case, we can talk about a “ceiling” (maximum level) of the bonus, established when higher output is no longer required.

Please note: with the “less is better” focus, it is desirable that the “project implementation period” indicator be less than planned. With an “exact” focus, the indicator may or may not have boundaries. In this example, the indicator is limited and may have a “less is better” orientation. That is, it should be taken into account that the company does not need to achieve this indicator too early, since the implementation of the system must be synchronized with other processes: personnel training, server purchases, database transfer, etc.

Step 7. Calculate the resulting percentage of completion (effectiveness)

When receiving the results of the year - actual data on the implementation of planned indicators - the effectiveness should be calculated.

If the first (collective) target is met by 130%, the maximum bonus will be 110%. If the company meets this target, for example, by 150%, the premium will still not be higher than this 110%. If the last indicator is minimally met, the employee will be credited with only 60% of the bonus, and if it is exceeded - 105%. As you can see, the bonus for achieving this indicator is aimed at preventing violation of the deadline, but weakly stimulates its reduction.

If different bonus limits are established for certain indicators, its calculation will be slightly different: to do this, you will first need to calculate the percentage of completion, and then the bonus accrual coefficient for each indicator. The total bonus percentage is calculated in the same way as the weighted average. In this case, it is almost impossible to carry out calculations without using mathematical formulas.

Step 8. Assessing the achievement of indicators based on the results of the period

At the end of the billing period, the achievement of indicators is assessed. To calculate the final indicators, an audit (external or internal) is used or department heads are involved. Then the data is entered into individual documents (bonus card, indicator matrix, etc.), the individual percentage of achievement is calculated and the results are transferred for awarding bonuses. This completes the performance evaluation cycle.

Bonus matrices have become widespread, which do not imply the use of any formulas for calculating the amount of bonuses (Table 1).

What are the advantages and disadvantages of such a matrix? Its disadvantage (however, many see this, on the contrary, as an advantage) is that just one fraction of a percent in the column of the achieved indicator can decide the fate of the bonus. And the loss of this unit may well be the result of someone’s mistake made when summing up the results.

Execution efficiency. Method "triad of effectiveness"

Any activity can be assessed by three indicators, let’s call them the “triad of effectiveness”:

1. number of tasks, functions, operations (production rate, share of excess production, additional assignments beyond the job description, etc.);
2. quality of solutions to problems, functions, operations (compliance with technology, error-freeness, absence of customer complaints, defects, etc.);
3. deadline for solving tasks, functions, operations (meeting the deadline, early completion, etc.).

The ratio of the number of jobs to the deadline for their completion gives us an idea of ​​the speed of work, but this result is not indicative without assessing the quality of the work performed, and therefore these three indicators are necessary and sufficient for assessing efficiency.

Taking into account tasks and functions in itself is a creative matter. They have different significance and therefore must be taken into account with different weights. In addition, each of the indicators can have its own weight in the system (Table 3).

The final grade is calculated as a weighted average of the grades. This is the sum of the products of the assessment for each indicator and its weight:

35% × 3 + 40% × 4 + 25% × 1 = 1.05 +1.6 + 0.25 = 2.8
(with a maximum of 4 points)
or

35% × 75% + 40% × 100% + 25% × 25% = 26.5% + 40% + 6.25% = 72.75%

Of course, assessments are subject to subjectivity. If the number of tasks can be determined, and the deadlines can be measured, then quality, in the absence of specialized measurements (the number of customer complaints or the results of an assessment carried out using the mystery shopping technology), is assessed subjectively.

To facilitate this task, evaluation criteria are formulated in a special way (Appendix). This is not done by chance: after a week (and even more so, a month), the manager cannot always remember in detail which deadlines were violated and how many tasks the employee completed with the proper quality. However, he developed a general, holistic picture of his subordinate’s work, written in “large strokes.” In the same “large strokes” he is asked to paint a “portrait of the employee’s effectiveness.”

The cascade application of the method makes the assessment systematic. A superior manager, evaluating a subordinate, at the same time evaluates the activities of his department: after all, the results of a manager’s work consist of both his personal efforts and the efforts of his subordinates.

The great advantage of this method is that the superior manager has the opportunity to compare data and draw conclusions about the effectiveness of the manager, his subordinates, the department as a whole, and even about the leadership style. Thus, the figure shows that the head of the first department works quickly, but issues fewer cases than his subordinate. The latter slowly performs a large amount of work. This means that this leader takes on those tasks that can be solved quickly. At the same time, the quality of his work cannot be called low.

The head of the second department has subordinates with different skills: one works slowly but efficiently, the other works quickly and not efficiently enough. The manager has an additional volume of tasks, but in the end the deadlines and quality are not above average.

Despite the obvious subjectivity in evaluation, the useful properties of the “triad of effectiveness” method are obvious:

• employee performance can be compared;
• the method is applicable to all positions;
• by accumulating assessments, you can track the dynamics of the work of individual employees and even departments;
• by comparing the assessments of subordinates with the assessments of the manager, one can draw conclusions about the management style and identify areas of inefficiency in departments;
• due to the standard approach, the methodology is easily implemented in document management systems (LotusNotes, MS Outlook, etc.) and ERP (based on Oracle, SAP, Microsoft, etc.), widely used in the corporate world;
• the method can become a common format for existing systems for assessing the effectiveness and efficiency of MBO, KPI, and bring their data to a unified presentation.

The main practical application of this method is the ability to regulate the monthly or quarterly premium (Table 4).

So, Danilin had a vacation in February, and in accordance with company policy, no bonus was awarded during this time. Shirokova has a tendency to increase efficiency. Many other workers, to the CEO's disappointment, have seen their performance decline.

Please note: a bonus for fulfilling even 50% of the plan, as well as any percentage of overfulfillment, can be paid, especially since, in accordance with the efficiency triad, three indicators at the same time are impossible to achieve, and two out of three can be high at the expense of the third. In this regard, any number less than 50% is a definite achievement.

So here are just a few examples of outcome and performance measurement tools. In fact, there are many measurement methods. The key is to clarify which aspect of performance should be measured: effectiveness or efficiency; jobs that have measurable goals or unmeasurable jobs. When assessing KPIs, the criteria should be adjusted so that they correspond to the company’s goals and motivate the achievement of certain indicators. All of them must be balanced, represent an integral system, and determine the effectiveness of the organization.

_________________________

1 Klochkov A. KPI and personnel motivation. A complete collection of practical tools. – M.: Eksmo, 2010.

2 Vetluzhskikh E. Motivation and remuneration: Tools. Techniques. Practice. – M.: Alpina Business Books, 2007.

Application.
Methodology for assessing the effectiveness of execution

Interpretation of results

Convert the final score to percentage efficiency.