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15 May 2015
Authors: Assiya Marzhanova

Assessment of competence - is perhaps the most important part of the whole system of personnel management. The data obtained during this assessment, are the best means of diagnosis: what is its capacity to achieve its business objectives and organizational development, what you need to plan training and development, as it exists at all in the company's competency model is adequate and effectively applied.

The last few years, the market assessment of competencies of staff grew rapidly. In 2009, changed priorities of using evaluation. Previously, it was used primarily for making decisions in hiring, promotion and talent management. Now - mostly for decisions related to the optimization of the number of companies and subsequent restructuring.

Management assessment orders staff to understand for someone during this difficult period he can expect in the first place, to whom the second, and to whom do not count. Now we see many examples where the reductions were made without thinking, on the principle of "reducing 10% from every direction." This is not correct from the point of view of performance management, as a result can be cut people critically important to the business.

Staff appraisal system

If the company evaluates staff regularly and systematically, then, as a rule, this procedure takes the form of an annual assessment. The name of this procedure may be different: annual assessment, certification, evaluation of employee performance, and so on. The essence of this changes little. Now such an assessment is carried out most of the companies, but not all of it is built correctly and, most importantly, is not always the evaluation results are actually used in making personnel decisions. Most often, the regular evaluation of personnel is not effective because:

- Fuzzy evaluation criteria

- Subjective attitude of those who evaluates

- Distrust of staff to the evaluation

-Weak influence the findings of the work of the employee and his professional career in the company

The ultimate goal is to measure the personnel evaluation parameters for which we can influence to improve the overall efficiency of the company. These parameters are, for example, the individual performance of each employee; knowledge and skills required to perform the work; involvement of employees and so on. n.

Competencies include:

- "Knowledge and understanding": theoretical knowledge in the academic field, the ability to know and understand;

- "Knowing how to act": a practical and operational application of knowledge in specific situations;

- "Knowledge of how to be": values, which are an integral part of perception and life with other people in a social context.

Management expertise built through the definition of the required competencies, as well as their development. For each job position is determined by the profile of success. Employee behavior in the workplace is observed during the reporting period. Next estimated human behavior as a result of activities. Evaluate how its activity is manifested competence specified in the profile positions. Gaps between the desired and the actual level of competence indicate the need for measures for their development.

With either approach, the presence of a competency model as a single coordinate system makes it possible to coordinate the evaluation criteria for the selection and evaluation of personnel with the strategy of the organization, hire and promote those employees whose potential competence best meet its needs, set priorities for professional development and to develop effective measures to retain valuable staff . Evaluation of workers competency model helps coordinate all elements of personnel management system, provides information for the development of an integrated system of training and development organization, the system of motivation and stimulation of labor, allows an objective system to form the total remuneration.

The content of the competency model are so-called key competences, such that should be common to all employees of the organization and reflect the essence of its activities, with its inherent system of goals and objectives, values that lie at its core. And most importantly, core competencies should include those factors that are competitive advantage, determine the value of its offer to consumers. Key competences - competence is developed at the organizational level, used for the characterization and evaluation of its staff, in particular for the candidates for vacant positions.

To be considered as a key, competence must comply with the following three criteria:

1. valuable to consumers. When trying to define core competencies, the organization must assess whether a particular skill makes a contribution to the perceived customer value, in other words, whether the competence allows to improve the quality and / or reduce the cost of provided services / products.

2. To be distinctive, that is unique in its kind, difficult to play competitors.

3. To ensure the transition to tomorrow's markets. In determining the core competencies essential to abstract from the quality parameters of the product and to determine how to use the existing competence for the production of a new product.

Formation of the profile of key competencies is one of the tasks of strategic planning and management of the organization. Contents of the core competencies should the organization development strategy.

Number of core competencies for different companies can be varied . In this case, their excessive detail leads to difficulties in the evaluation and selection of personnel (for example, in the presence of 50-100 competences). Each developed competence should be as specifically stated, since the same words, phrases, terms can be interpreted in different conditions.

For example, a fairly common requirement for candidates as sociability. However, this term has many parameters. Example parameters of the requirements for candidates;

•  Communication skills;

•  Ability to quickly establish contact with strangers;

•  Politely condusive communication;

•  Ability to convince;

•  The ability to speak in public

•  Constant desire to communicate with people;

•  Well-delivered speech;

•  Competent speech.

According to market experts, 80% of companies have implemented a competency model, the basis for a correct assessment.

Alternative to expensive assessment center - a 360 degrees. The main difficulty in using it is that it works only in a particular corporate culture. If the company is high politicization, there are hidden or explicit conflicts, the method of estimating 360 degrees will not work effectively. Also makes it difficult to use a very strong corporate culture where employees perceive themselves as a unit, as a team. In this company people think as follows: "If we are a team, how can I put a bad mark to a colleague whose shoulder I feel when I find it difficult? Together we achieve the goals that are put before us. "Accordingly, estimates put real in such a culture can be difficult.

Grade 360 works well in cultures with the following features:

1 The company has a value of "expertise".

2 Professional level is actually one of the values.

3 The company is based culture of trust, power distance is short enough, the staff receive regular feedback from your manager, from colleagues, and this is not some kind of standard procedure, and the reality of the company.

The next tool that many companies use to assess competencies - professional testing. We are talking about creating a system of tests to determine the level of professional knowledge. Developing as a professional tests and personality, you need to pay attention to certain key features of this process.

In the preparation of professional tests key to success is the involvement of internal (subject) and external experts. Using professional tests developed HR professionals often results in failure, t. To. They cannot thoroughly understand all professional fields. Therefore, the role of internal HR to ensure compliance with the methodology and validation of the test, and the role of experts - in the creation of quality jobs, to assess selected professional competence.

The performance of each separate entity and each individual is measured using KPI's. Key performance indicators are the key element management by objective - the system of management by objectives, which often underlies the regular evaluation of staff. Through management by objectives, the conditions for achieving the goals. There is a practice when performed semi-annual Review - employees evaluate intermediate goals, adjust them together with the head, depending on how things have changed within the company. As part of the annual assessment, based on the strategic orientations of business, strategic goals are cascaded to the depth of the structure, which was chosen by the company. Setting the KPI, you should use quantitative indicators that can be measured over a certain period of time.

Regular assessment staff to organize important parameters to determine the area of staff development, to choose teaching methods, and most importantly - to generate the motivation to develop the skills required in the organization now and in the future. But scoring can be developed only those competencies of staff in which he has the potential.

The presence of specific staff competencies with high valuations / score allows you to expand the scope of work performed in a given function. Competences assigned a weight, which characterizes their significance (importance level). Then formed the standards / regulations effective performance of work (job) and ranked positions themselves. The final element is the assessment of performance, ie, demonstrated or potential for implementation in the future competence of personnel. Assessment of competence leads to a change in status (position) and / or the level of remuneration, as the competence-based approach in the management of reward suggests that assessment of competence plays a fundamental role, since it is based on forming independent wage system.

Personnel assessment (assessment of everything connected with knowledge and skills, and evaluation of "soft" factors, which are combined in the concept of "state personnel") is important not to lose, and to strengthen the control over the efficiency of the staff, and, consequently, business performance. HR professionals, having the lever such effects can and should come to the aid management. This is especially true in matters of cost reduction and restructuring of the business.

Bibliography and references
1. Armstrong, M. Strategic Human Resource Management / Trans. from English. M .: INFRA-M, 2002. 2. Boyatsis R. competent manager. Model of effective work: Trans. from English. M .: HIPPO, 2008. 3. Uiddet S., S. Hollyford, County Tipperary Guide competence: Trans. from English. M .: HIPPO, 2008. 4. R. Mills Competencies: Pocket Guide: Trans. from English. M: HIPPO, 2004. 5. L. Spencer, Spencer C. Competence at work. Model operating at maximum efficiency: Trans. from English. M .: HIPPO, 2008. 6. T. Leahy history of modern psychology: Trans. from English. SPb .: Peter, 2003. 7. The method of Ward P. 360: Trans. from English. M .: HIPPO, 2006. 8. P. Mornel Technologies effective hiring. The new system of evaluation and selection of personnel / Trans. from English. M .: Dobrayakniga, 2005. 9. C. Woodruff Center for Development and Evaluation / Trans. from English. M .: HIPPO, 2005. 10. Clutterbuck D. Komandnyykouching workplace: technology for creating a learning organization: Trans. from English. M .: Eksmo, 2008. 11. Torrington, D., Hall, L., Taylor S. Human Resources Management: Per. from English. M .: Business and Services, 2004.

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