Motivated evaluation of professional, personal qualities: examples, sample report

For each manager, the owner of a business, it is important to have an objective idea of the professionalism of his staff. We'll figure out how to get the full and true picture.

Objectives of the

A motivated assessment of professional and personal qualities, an example of which will be discussed later in this article, is necessary in order to assess the contribution of each employee to the overall result of activities and to adjust the "weak link" in the competencies of one or another employee.

If management has a clear idea of the level of preparation of each member of the team, it can competently form a staff reserve for leadership positions, offer individual employees horizontal growth, development, or exclude outsiders.

A motivated assessment of professional and personal qualities is an important tool for employee management. With its help, you can create the necessary microenvironment, adjust the behavior of team members and bring it into line with corporate standards.

Specificity of evaluation

The very phrase "motivated evaluation of professional, personal qualities," an example of which is difficult to imagine in the form of a single universal document, suggests that it is necessary to use several methods of analysis. For example, based on the evaluation of "360 degrees", we get that employees consider their colleague to be unsociable and closed, and he sees himself as communicative and interaction-oriented, then we can assume that:

• The evaluator is an outsider and distorts information about himself;
• He is uncomfortable in this collective (mismatch of professional interests, values).

Consequently, the more evaluation methods will be used, the more objective the result will be.

Methods of evaluation

1. Biographical: is the collection of information about the employee on the workbook, education documents.

2. Interviews: can be conducted with both employees and existing employees. This method allows you to identify the attitude of an employee to any situation, understand his motivation for the current moment, the general mood, determine the range of issues of concern to him.

3. Test: a fairly accurate way to determine professional skills, personal characteristics, values.

4. Questioning: the employee is offered to fill out a questionnaire on a certain topic. The peculiarity of this method is that it can contain questions of a descriptive nature and presuppose the choice of clearly defined answers. Further questionnaires of employees can be analyzed according to given criteria and compared among themselves.

5. Descriptive method: the assessor faces the task of identifying and revealing the strengths and weaknesses of the employee. As a rule, such an assessment is made by the head.

6. Observation: it is usually used by the immediate supervisor both involuntarily and purposefully, both in the informal and in the working environment. Further, this method will be synthesized with a descriptive one.

7. "360 degrees": involves the evaluation of the employee by those with whom he communicates. Obligatory feedback is given by the head, colleagues. The head of the middle level can be assessed by subordinates. As a rule, this method is combined with the evaluation according to the criteria.

8. Ranking: This method is very simple in execution and processing. Each employee fills out an evaluation sheet, which assesses the degree of expression of a colleague of a particular quality.

9. Comparison in pairs: for this purpose employees of one position are taken and compared with each other. Then the evaluation is carried out and it is determined who is the best. Criteria should be clearly defined.

10. Comparison with the sample: can be conducted according to a specific list of tasks, drawn up on the basis of the job description. Each quality is assigned a certain score. Usually, a 5-point scale is used, where: 5- highly expressed, 1-low.

11. Incident method: based on comparison of misconduct and achievements of employees. For a more effective result, it should be used in conjunction with the ranking.

12. Analysis of the quality of performance: evaluated based on a comparison of the results obtained with the planned. This method resembles method 11, only here the object of evaluation is not behavior, but the result of activity.

13. Expert assessments: it involves the formation of a group of independent appraisers that make up the profiles of the ideal and real employee.

The listed methods allow to receive the motivated estimation of professional, personal qualities. Examples of positions will be discussed below.

How to get an objective picture

There are many evaluation methods that allow you to understand what the professional level of an employee is, what the specifics of his personality are. All methods of analysis complement each other. Only their totality allows you to get a motivated assessment of the professional, personal qualities of the employee. Of course, to use them all is impossible, but to get an objective picture it is desirable to apply at least three.

Leader: motivated evaluation of professional, personal qualities

An example that will be considered first requires a particularly careful approach.

The peculiarity of the work of the general manager / president of the company is that the success of the goals and tasks that lie ahead of him depends to a great extent on how well he manages people.

The leader must be the leader in the team, able to lead everyone to a common goal, while we must not forget that he is fully responsible for the result. The quality of management of an organization depends on how much its leader competently analyzes information, gives orders, provides feedback.

The manager should also have a certain creative potential, which is necessary to search for non-standard solutions, but at the same time to 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:

This method of evaluation is usually included in a questionnaire consisting 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 in by the supervisor himself, can be used.

For a full understanding, the company's founders are obliged to analyze the financial results achieved by the CEO.

Middle management

A motivated assessment of professional, personal qualities is an example or one of the examples that an organization is seriously approaching the management of personnel. The second most important persons whose activities affect the result of the company are the heads of departments. They broadcast the goals and mission of the organization to the employees.

For their evaluation, 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 self-analysis and evaluation of the employee by persons with whom he interacts (leader, colleagues).

A motivated assessment of the professional and personal qualities of a municipal employee may contain a "circular" evaluation of this official on such parameters as benevolence, diligence, responsibility, attention to detail.

conclusions

The procedure for attesting employees can supplement 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 dismissal, promotion of the employee or on sending him to the refresher courses.