Methods of personnel assessment

The success of business depends not only on the correct selection and placement of personnel, but also on its effective management. Therefore, HR specialists of any organization should clearly represent the nature of the work and the requirements for employees. Their abilities and skills, as well as personal motivation and the ability to motivate people to do their work - all this is necessary to achieve the goals set in the organization. The competence assessment approach is a proven and appropriate method. It can also be used for training and development, in working with the personnel reserve, in determining the methods of motivation, compensation and benefits. Staff assessment methods are necessary to monitor and make personnel decisions. Usually they analyze the level of competence and efficiency of the employee. Recently, many organizations began to apply various methods of assessing behavioral factors.

Competences are characterized by knowledge, skills, skills, value, personal characteristics. Efficiency is assessed quantitatively, KPI is used for this, which is deciphered as key performance indicators. It is most difficult to assess the behavior of an employee. The most common methods for evaluating staff are interviewing, testing, business games, as well as a comprehensive method that includes various interpenetrating techniques - the assessment center. It began to be used even during the Second World War to recruit scouts or junior officers in the Allied army in the West. Later it was extended to the business organization. Almost all large Western companies are currently evaluating personnel with his help. In our country, the method is known since the early nineties.

A more complicated procedure of the assessment centers allows us to focus on the real qualities of employees in the future, taking into account their professional and psychological characteristics. In addition, the methods used in the evaluation of personnel most objectively assess compliance with job requirements and potential capabilities of specialists. How it works? The participant is presented and, in the presence of experts, enters into a business game in which the business situation is played out according to the prepared scenario. The procedure provides for interviewing, psychological, professional and general testing, as well as the preparation of a biographical questionnaire. The employee must describe the professional achievements, conduct his analysis of business examples with a choice of strategy and tactics of action. Experts observe and make recommendations for each participant.

But more often in our companies, psychological characteristics are assessed with the use of testing and interviewing when recruiting staff. To evaluate employees on their effectiveness and behavior, traditional methods of personnel assessment are usually used. KPIs are always associated with the business processes of the organization and the control system that exists in it. To assess behavioral factors , a staff assessment methodology can be applied that includes the following competencies: results orientation, leadership and initiative, flexibility and adaptability, development, teamwork and cooperation, discipline and responsibility. For quantitative evaluation, a ball system is suitable, the gradation of which rises from an unacceptable level, to exceeding expectations. This interval is divided into several, depending on the specifics and structure of the company. For each competency, an analysis is carried out and the corresponding scores are made by the employee himself, his immediate supervisor and an official authorized to make the final conclusion.

Along with the well-known and widely used, some companies use non-traditional methods of personnel assessment. They are difficult to classify (although some training centers and consulting companies give popularity ratings), but you can only give a few examples to understand the issue. One of the most popular methods is a stressful interview, when an employer representative, for example, lingers for an interview for 30 minutes or more, or hurls a pen in the face of the candidate. Also, standard scenarios assume answers to indecent questions. Not every person will agree to work in such a company, even after a partial recognition in the deliberate actions of the recruiter. Non-standard methods are diverse and there are a lot of them.