For each leader, business owner, it is important to have an objective idea of the professionalism of their staff. Let's figure out how to get the most complete and truthful picture.
Objectives
A motivated assessment of professional and personal qualities, an example of which will be further discussed in this article, is necessary in order to assess the contribution of each employee to the overall result of activity and to adjust the “weak link” in the competencies of an employee.
If the management has a clear idea of the level of training of each member of the team, it can competently form a talent pool for leadership positions, offer individual employees horizontal growth, development, or exclude outsiders.
Motivated assessment of professional and personal qualities is an important tool for managing employees. With its help, you can form the necessary microenvironment, adjust the behavior of team members and bring it into line with corporate standards.
Assessment specifics
The very phrase “motivated assessment of professional, personal qualities”, an example of which is hard to imagine in the form of one universal document, suggests that it is necessary to use several analysis methods. For example, according to the results of the “360 degrees” assessment, we get that employees consider their colleague to be uncommunicative and closed, and he sees himself as communicative and oriented towards interaction, we can assume that:
- assessed is an outsider and distorts information about himself;
- he is uncomfortable precisely in this team (mismatch of professional interests, values).
Therefore, the more assessment methods are used, the more objective the result will be.
Assessment Methods
1. Biographical: it is a collection of information about the employee on the work book, documents on education.
2. Interviews: can be conducted with both hired and current employees. This method allows you to identify the employee’s attitude to any situation, understand his current motivation, general mood, determine the range of issues that concern him.
3. Test: a fairly accurate way to determine professional skills, personal characteristics, values.
4. Questioning: the employee is asked to fill out a questionnaire on a specific topic. The peculiarity of this method is that it can contain descriptive questions and suggest the choice of clearly defined answer options. Further, employee profiles can be analyzed according to specified criteria and compared with each other.
5. Descriptive method: the evaluator is faced with the task of identifying and disclosing the strengths and weaknesses of the employee. As a rule, such an assessment is carried out by the head.
6. Supervision: it is usually applied by the immediate supervisor both involuntarily and purposefully, both in an informal and in a working environment. Further, this method will be synthesized with a descriptive one.
7. "360 degrees": involves the assessment of the employee by those persons with whom he communicates. Mandatory feedback is given by the head, colleagues. Mid-level managers can be evaluated by subordinates. As a rule, this method is combined with an assessment by criteria.
8. Ranking: this method is very simple to execute and process. Each employee fills in an evaluation sheet, where he assesses the degree of expression of a colleague of a particular quality.
9. Comparison in pairs: for this, they take employees of one position and compare them with each other. Next, an assessment is made and it is determined who, how many times was the best. Criteria must be clearly defined.
10. Comparison with the sample: can be carried out according to a specific list of tasks drawn up on the basis of the job description. Each quality is assigned a specific rating. As a rule, a 5-point scale is used, where: 5- highly expressed, 1- low expressed.
11. Incident method: based on a comparison of employee misconduct and achievements. For a more effective result, it should be used in conjunction with ranking.
12. Analysis of the quality of performance: evaluated on the basis of a comparison of the results with the planned. This method has something in common with method 11, only here the object of the assessment is not the behavior, but the result of the activity.
13. Expert assessments: involves the formation of a group of independent appraisers who make up the profiles of the ideal and real employee.
These methods allow you to get a motivated assessment of professional, personal qualities. Examples of posts will be discussed below.
How to get an objective picture
There are many assessment methods that allow you to understand what is the professional level of the employee, what is the specificity of his personality. All methods of analysis complement each other. Only their combination allows you to get a motivated assessment of the professional, personal qualities of the employee. Of course, it is impossible to use all of them, but to obtain an objective picture, it is advisable to use at least three.
Head: motivated assessment of professional, personal qualities
The example that will be considered first requires a particularly thorough approach.
The peculiarity of the work of the general director / president of the company is that the success of the goals and objectives he has to a large extent depends on how well he manages people.
The leader must be a leader in the team, capable of leading everyone to a common goal, while one should not forget that he is fully responsible for the result.
The quality of organization management depends on how well its leader correctly analyzes information, issues orders, and provides feedback.
The leader must also have a certain creative potential, which is necessary for finding non-standard solutions, but at the same time be organized, consistent and practical.
To assess the leader, you can use the ranking method, which is the polar qualities to be evaluated, for example:
| Creative skills | 5 | 4 | 3 | 2 | 1 | The tendency to standard thinking |
| Clearly sets goals | 5 | 4 | 3 | 2 | 1 | The tasks are incorrect |
| Open to communication with subordinates | 5 | 4 | 3 | 2 | 1 | Does not make contact |
| Good team manager | 5 | 4 | 3 | 2 | 1 | Bad admin |
This assessment method is usually included in the questionnaire, which consists of open and closed questions that suggest describing the strong qualities of the person and those that need to be worked on.
Also, to obtain an objective picture, a self-assessment sheet filled out by the leader himself can be used.
For a complete understanding, the founders of the company without fail analyze the financial results that the CEO achieved.
Mid-level manager
A motivated assessment of professional, personal qualities is an example or one example of how an organization takes personnel management seriously. The second most important persons whose activities affect the company's result are the heads of departments. It is they who broadcast the goals and mission of the organization to employees.
To evaluate them, the 360 degree method can be used.
Performers
This category may include sales managers, secretaries, operators and others.
Here you can also apply the method of introspection and assessment of the employee by the persons with whom he interacts (manager, colleagues).
A motivated assessment of the professional, personal qualities of a municipal employee may contain a “circular” assessment of this official by such parameters as goodwill, diligence, responsibility, attention to details.
conclusions
The certification procedure for employees can be supplemented by a motivated assessment of professional and personal qualities. The sample report presented in the article can be adapted for any enterprise. Based on the results obtained, decisions are made on the dismissal, promotion of an employee or on referring him to continuing education courses.