Determination of evaluation criteria in the assessment...

Defining evaluation criteria in the assessment system

The most important stage in the organization of the evaluation procedure is the definition of evaluation criteria, which is a serious task for managers of modern companies. The problem of finding objective and reliable criteria that determine the efficiency of the employee's work is constantly at the center of attention of theorists and practitioners examining the system of assessing the personnel of modern companies. Nevertheless, there are still no generally accepted and reliable criteria that assess both the personal qualities and the results of the employee's activities.

For all the variety of criteria, they are usually divided into three groups: labor productivity criteria, criteria for professional behavior, personal criteria (Table 2.4).

Table 2.4

An indicative list of evaluation criteria for staff

Personal criteria

Criteria for professional performance

Performance Criteria

Character.

Temperament.

Disciplined

nost.

A sense of responsibility.

Communicative.

Flexibility.

Patience.

Initiative.

Leadership qualities.

Intelligence.

Self-criticism.

Strsssoustoychivost.

Conflict

Qualification level.

Learning.

Work experience.

Ability to support.

Sharpness in decision-making.

Planning skills.

Resourcefulness.

Ability to work in a team

Performance

work.

The company's profit.

The company's turnover.

Number of customers involved.

Dynamics of production volumes.

Reducing production costs.

The number of defective items.

Number of errors

Today, the evaluation of personal qualities is becoming increasingly important for the leaders of modern United States companies, so it should be given a sufficient place in the evaluation system. For example, for leaders-leaders, the important qualities in the work are not so much the level of preparedness, how many personal qualities, such as self-confidence, ambitiousness, unordinary thinking, high intelligence, oratorical abilities, intuition, risk-ability, self-control.

A. Ya. Antsupov and V. V. Kovalev subdivide all evaluation criteria into criteria for professional conduct and criteria for personal qualities. In turn, the criteria for professional behavior, these authors suggest to be divided into factors achievement of the results of work (the ability and desire to perform general management functions both in relation to other objects of influence, and in relation to yourself: planning activities, organizing and regulating the process, monitoring progress) and criteria direct professional behavior (cooperation and teamwork in the work, independence in solving certain tasks, readiness for additional responsibility or additional workload, etc.). Criteria of personal qualities are used in the evaluation of personal qualities, i.e. individually-psychological, qualities of the employee, they should be used only to determine the conformity of these qualities to the requirements of the workplace.

In the performance evaluation, the so-called hard and soft criteria are distinguished. The first group can be formulated subjectively by the developer of the evaluation methodology, while the soft evaluation criteria are determined by the dependence on the subjective opinion of the evaluator and are used in units with a limited ability to measure a specific result (for example, in research units). In addition, groups of direct criteria (or estimates of work results) and indirect criteria (or employee performance evaluations factors that influence the achievement of these results). Unlike direct, indirect estimates characterize the employee's performance according to the criteria corresponding to the "ideal" ideas about how to perform job duties.

In evaluating the staff, P. E. Schlender suggests to consider such groups of criteria as the prerequisites for productivity (knowledge, intelligence, endurance, willingness to be responsible), employee productivity (the amount of work performed, the quality, the pace of work), employee behavior and ability to development.

E. A. Borisova proposes to group the criteria according to the following parameters: performance of basic duties (quality and volume of work, professional knowledge, ability to plan and organize work, special knowledge and skills); attitude to work (loyalty to the organization, discipline, relationship with the leader); communication skills (oral communication, written communication, ability to control emotions, teamwork); understanding of work and potential (achievement of key results, learning ability, attitude to the new, initiative, creativity, ability to analyze, etc.)

Q. E. Khrutsky and R. A. Tolmachev suggest to divide all evaluation criteria into criteria for single (characteristic only for this unit) posts, and criteria for basic (common to many organizational units) posts.

Evaluation criteria can be either quantitative, and qualitative (for example, quantitative criteria for evaluation can be to attribute profits, profitability, the company's share in the market, the coefficient of staff turnover, to quality ones - observance of safety rules, attitude to work, performance of special tasks, personal qualities) (Table 2.5, 2.6).

Table 2.5

The list of possible quantitative evaluation criteria for employees

No.

Criteria name

No.

Criteria name

1

Profit

15

Productivity

2

Profit Growth

16

Sales volume

3

The company's market share

17

Dynamics of sales (increase, decrease)

4

Turnover of capital

18

Number of customers involved

5

Production volume dynamics

19

Number of errors

e

The amount of marriage

20

Number of violations

7

Number of customer complaints

21

Number of late arrivals

8

Dynamics of claims (increase, decrease)

22

Time off in the workplace without good reason

9

Frame rate coefficient

23

Absence time in the workplace for valid reasons

10

Reducing production costs

24

Number of outstanding tasks on time

11

Idle Time

25

Order Picking Speed ​​

12

The company's profitability

26

Customer waiting time for the receipt of an order

13

Level of customer satisfaction based on the results of the questionnaire

27

Number of Orders

14

Number of customer requests

28

Number of complaints from the leader (colleagues)

Table 2.6

The list of possible criteria for assessing the personal characteristics of employees

No.

Title

Criteria

No.

Title

Criteria

No.

Title

Criteria

1

Performance

work

22

Sociability

43

Ability

Persuade

2

Quality of work

23

Creativity

44

Target Targeting

3

Organizationality

24

Ability to work in a team

45

Analytical

Ability

4

Independence

25

Democratism

46

Objectivity

judgments

5

Endurance

26

Cheerfulness

47

Self-control

6

Honesty

27

International orientation

48

Independence in Decision Making

7

Accuracy

28

Sensitivity

49

Self-criticism

8

Severity

29

Entrepreneurship

50

Flexibility

9

Reasonableness

30

Trusting

51

Patience

10

Balancing

31

Energetic

52

Leadership qualities

11

Ready to work

32

High

moral

Quality

53

Conflict

12

Objectivity

33

Innovation

54

Honesty

13

Restraint

34

Learning

55

Resourcefulness

14

Discipline

35

Stress resistance

56

Intuition

15

Adherence to Order

36

Willpower

57

Ability to work in a team

16

Deliberation

37

Intelligence

58

Risk Capability

17

Responsibility

38

Initiative

59

Loyalty to Organization

18

Ability to work in a team

39

Self-confidence

60

Ambitiousness

19

Friendliness with colleagues

40

Readiness

Help

61

Mindfulness

20

Principle

41

Fairness

62

Decency

21

Modesty

42

Width of the horizon

63

Diplomacy

Oh. S. Orlova proposes to break the criteria into the following groups: professional skills and knowledge, productivity, cooperation, diligence, efficiency of the work performed, flexibility, planning and organization of work, decision-making, focus on financial results, labor discipline (Table 2.7)

Table 2.7

Activity Criteria for Personnel Evaluation

Criterion

The content of the criterion

Professional Skills and Knowledge

Knowledge of the company's processes, procedures, rules and standards.

Knowledge of job duties and tasks.

Having Skills

Performance

Time efficiency.

Number of jobs performed

Cooperation

Interaction with other employees.

Desire to work in a team

Agility

The desire to be the best.

Targeting results

Performance of the work

No errors. Accuracy

Flexibility

No resistance to change.

Ability to adapt quickly

Planning and organization of work

The level of organization of work. Purposefulness

Decision Making

The way, the effectiveness of decisions.

Readiness to take responsibility

Targeting financial results

Orientation to increase income, profit or reduce costs

Work discipline

Timely execution of tasks and orders.

Presence or absence of disciplinary remarks

When choosing the evaluation criteria, AP Yegorshin proposes to compose the so-called "workplace model", which takes into account 15 elements representing the qualitative and quantitative characteristics of the workplace: personnel data, employee experience, professional knowledge, personal qualities, health and work capacity, skill level, hobbies, bad habits, etc.

Based on the characteristics of the workstation model a list of the evaluation criteria necessary for this post is developed (Table 2.8).

The occupational pattern of the profession (or competence card) - "portrait" can serve as an analog of the workplace model. an ideal employee, defining the requirements for the totality of his personal qualities, as well as the ability to perform certain functions. The profession can be theoretical, based on normative documents (instructions, regulations), and empirical, compiled by studying a real group of persons.

So, the profession's profession profile can reflect the main psychological characteristics, the compliance of which is necessary for the performance of professional duties:

- psychological functions that are under maximum load and are of greatest importance for work;

- characteristics of attention and ways of its organization;

- characteristics of complexity, pace, accuracy of operations;

- memory requirements;

- requirements for speed, flexibility, critical thinking, speed of data processing and decision making;

- requirements for emotional stability;

- requirements for communicative properties, etc.

Thus, the usual procedure for developing criteria

Evaluation carried out by the company consists in determining the personnel service of the preliminary basic set of criteria for evaluating the performance of employees by the company's main professional and job groups based on job descriptions. 1

Table 2.8

Fragment of workplace model for small business personnel

No.

Elements of the model

Director

Deputy Director

Chief accountant

Secretary-Referent

Manager

5.

Personal qualities

5.1

Moral:

benevolence

+

+

+

+

+

RESPONSE

+

+

mindfulness

+

+

+

Decency

+

+

+

+

+

adherence to principles

+

+

+

fairness

+

+

+

modesty

+

+

Tolerance

+

+

punctuality

+

+

+

ability to perceive criticism

+

+

+

5.2

Business:

performance

+

+

+

efficiency

+

+

enterprise

+

+

+

hard work

+

+

+

+

+

purposefulness

+

+

+

Organizationality

+

+

+

+

+

communication

+

+

+

Diplomacy

+

+

+

+

discipline

+

+

+

+

+

perseverance

+

+

ability to bring what is committed to the end

+

+

+

+

ability to see the perspective

+

+

+

Listening to people

+

+

+

breadth of horizon

+

+

It may seem that it is possible to achieve the effectiveness of the assessment using as many of the estimated indicators as possible. However, this is not always the case. Moreover, today, experts in the field of personnel evaluation are of the opinion that it is more effective to use no more than five to seven evaluation criteria, within which "second-level" indicators are created, than to compile a list of dozens of estimates that do not always reflect the " workplace - a set of qualitative and quantitative indicators that are necessary (or unacceptable) for a particular position.

Thus, when developing evaluation criteria, you should follow such rules as:

- select the minimum required set of criteria;

- the development of an optimal ratio of criteria (both quantitative and qualitative);

- a detailed explanation of each criterion for a complete understanding of its meaning by both an internal and external evaluating expert.

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