Attestation sheet. Employee certification sheet - sample filling Questionnaire sheet for the employee being certified

To create an optimal personnel assessment system in an organization, it is necessary to know the capabilities of various methods and apply them depending on the assigned tasks, the size of the company and the funds allocated for these purposes. It is also important to take into account the fact that the higher the status of the applicant being assessed, and, therefore, the greater the risk associated with making personnel decisions, the more reliable, and therefore expensive, assessment methods will have to be used.

Let's consider the main methods of personnel assessment:

1. Document analysis (examination of the candidate’s resume, written recommendations and educational documents) is the simplest and most natural assessment method. During the interview, the reliability of the data presented in the resume (education, qualifications, work experience, responsibilities, functions, achievements) is assessed. Based on the results of the interview, the candidate is given his written consent to verify the information he provided. Qualitative analysis it gives a highly reliable forecast of the candidate’s effectiveness at his future place of work.

3. A biographical interview is a structured conversation during which the personnel evaluator collects detailed information about a person’s life path, starting from childhood. What is important here are descriptions of the main life events and the candidate’s relationships with significant people, reflecting his character. It is also necessary to identify key, turning events in which the main motives and interests of a person are manifested. A description of the main successes and failures can give an idea of ​​what a person is striving for, what his main resources are, and where his capabilities are limited. All this will allow us to predict the candidate’s future achievements and aspirations. A biographical interview should be conducted by a psychologist familiar with this method.

4. Personality questionnaires allow for assessment. large quantity applicants and receive in quantitative and descriptive form the results of assessing both the personality traits and competencies of potential candidates, which is especially important for large companies. Quantitative results allow you to compare or screen candidates based on certain qualities. The disadvantage of this method is that the information received about a person’s character and his standard behavior options is not directly related to the performance results expected from him.

5. Ability tests allow you to assess a person’s effectiveness in a certain type of activity (analysis of numerical, verbal, technical information, reaction speed, attention to detail). The advantages of this method are the speed of implementation (from 10 minutes), the ability to evaluate a large number of applicants and obtain quantitative results.

6. Professional tests are developed for a specific position and test the key knowledge and skills for it. They can be created by the immediate supervisor to evaluate employees of his department, as well as by external experts from universities, consulting companies, specialized specialists from other organizations.

7. A competency interview is a structured conversation aimed at obtaining detailed description real work situations that a person has encountered in his professional activities. The advantage of this method is that the interview questions are easily “adjusted” to the set of competencies required for assessment.

8. Assessment using the “360 degree” method is obtaining data about a person’s actions in real work situations and about the qualities he exhibits from people who interact with him (from bosses, colleagues, subordinates, subordinates, clients). Obtaining information from different sources makes this method quite reliable. Its disadvantage is that it is labor intensive.

9. Profile business cases are an example of a typical working situation in which the key qualities and competencies for a given position should be demonstrated and assessed. A business case is a problem with many unknowns: it contains information that the assessee must study and make a specific decision; there are actors who are also involved in this situation (the subject must interact with them). The role of additional heroes in the business case can be played by future work colleagues or employees of the HR department. The accuracy of the selection of a typical work situation and a professionally created business case determine the reliability of the forecast when using this method.

10. An assessment center is a set of business cases for assessing not individual competencies, but a set of them, as key for a given group of positions or for the company as a whole. This method is considered one of the most prognostic, since a person in many situations is assessed by several specialists. The accuracy of this method is primarily determined by how correctly the key competencies are identified, as well as the quality of the cases developed for their assessment and the professionalism of the assessors. In addition to business cases, the assessment center procedure may include personality questionnaires, ability tests, and competency interviews.

Personnel certification - These are personnel events designed to assess the compliance of the level of work, qualities and potential of an individual with the requirements of the activity being performed.

The central place in the certification is the personal communication between the employee and his immediate supervisor, possibly with the participation of a senior colleague and an HR manager. During such a conversation, conducted in a friendly business atmosphere, the results achieved are assessed, plans for the next period are agreed upon, possible obstacles and ways to overcome them are predicted, training plans are outlined and professional development for a year.

Conducting personnel certification includes the following stages:

1. Determination of certification conditions. All employees who have worked for the company for at least 6 months are subject to certification. In this case, certification is carried out no more than once a year, but at least once every two years. No matter how important it is from the point of view of management or staff as an opportunity to express their professional capabilities, we must not forget that certification is a subjective assessment by management of its personnel. During the certification process, the manager involuntarily (and naturally) shows more sympathy for like-minded people.

2.Creation certification commission. The task of the certification commission is to make a decision on whether the employee is certified or not certified. The basis for this is the results of the interview during the certification and questionnaires conducted at the stage of preparation for certification. When creating a certification commission, it is necessary to take into account the quantitative, personnel composition of the enterprise, its structure. It is also desirable that employees of one unit be certified by one commission, since its composition directly depends on the unit being certified. Certification is carried out directly on working days, and the certified personnel do not work at the specified time.
From the point of view of the objectivity of the assessment, a more correct solution is to create several certification commissions so that representatives of one service would certify another service.

To assess the professional qualities of employees, it is advisable to invite relevant specialists with the right of advisory vote to work on the certification commission. This enhances objectivity and increases employee confidence in the commission itself. The decision to certify an employee is decided by open voting by members of the certification commission; the advisory voice of the specialist is taken into account only if the members of the commission do not come to a consensus

3. Preparation of certification. To carry out certification, an order is issued to conduct it, certification commissions are formed in professional areas, the necessary documents are prepared for the certification commission, lists of employees subject to certification are drawn up, and a schedule for its implementation is approved. At this stage, it is important to give a preliminary, as objective as possible personal and professional assessment of the person being certified. For this purpose, a package of documents is being developed, including:

Questionnaire for the person being certified;

The "Certification" questionnaire, one copy of which is filled out by the immediate supervisor, and the other - by the employee being certified.

These documents are distributed for completion a month before the date of certification.

The questionnaire allows the certified employee to express his opinion on the advisability of deepening and expanding his knowledge, the possibility of specialization, satisfaction with his work, and make comments about various aspects of the company's activities. An example of a questionnaire is presented in Appendix 2.

The "Certification" questionnaire is designed to assess the personal, business and professional qualities of an employee. It is filled out by the immediate supervisor and the employee himself. The point of filling it out is to assign points by category, resulting in an integrated assessment expressed in points. This assessment takes into account the employee’s own opinion about his personal, business and professional qualities, and his immediate supervisor. In this regard, the HR manager should pay attention to the following:

If the integrated assessment is significantly lower than the average, that is, both the employee’s manager and the employee rate themselves very low, then during the certification it is necessary to check what this is connected with;

If the integrated assessment is significantly higher than the average, that is, both the employee’s manager and the employee rate themselves very highly, this should also be checked during certification.

The questionnaire consists of two parts. The first part is common to all certified positions and includes an assessment of personal and business qualities in the following categories:

Independence;

Persistence;

Ability to defend your point of view;

Ability to understand issues;

Ability to coordinate and interact;

Ability to control work;

Behavior in a tense situation;

Attitude to work;

Attitude to criticism;

Decency and honesty;

Experience;

Compliance with the position held.

No later than two weeks before the start of the certification, documents for the employee being certified are submitted to the certification commission: a questionnaire (to be filled out by the person being certified); certification card (filled out by the HR manager); “Certification” form (one copy is filled out by the immediate supervisor, and the other by the employee being certified).

The certification card is filled out by the HR manager, who enters data on education, work experience, advanced training, incentives, penalties, indicates the certification score of the person being certified and its compliance with the rank of the position.
The HR manager, at least a week before the start of certification, must familiarize each employee with the “Certification” questionnaire filled out by the immediate supervisor and with the certification card.

4. Carrying out certification. The certification commission is obliged to familiarize itself with the package of documents of the certified person before the certification begins. Certification is carried out in the presence of the person being certified. The certification commission takes into account the performance of the employee and his immediate supervisor. After reviewing the submitted information about the employee’s performance for the previous period, the commission, in the event of an employee’s statement of disagreement with the submitted review, has the right to transfer the certification to next meeting commissions. This helps to achieve greater objectivity in certification. Service activities the employee is assessed on the basis of his compliance with the qualification requirements of the position held, job description, as well as based on an assessment of the quality of the work he performs and its effectiveness.

Based on the results of the certification, the employee is given one of the following ratings:

Appropriate for the position held and official rank;

Complies with the position held, but does not correspond to the official rank; the certification commission recommends transfer to another position;

Does not correspond to the position held and official rank.

The results of the certification are recorded in the certification card and in the minutes of the meeting of the certification commission, which is signed by the chairman, secretary and members of the certification commission present at the meeting. The employee gets acquainted with the certification card against receipt. Other documents based on the certification results are not issued. The minutes of the meeting of the certification commission, certification card, questionnaire for the certified person, and the “Certification” questionnaire are stored in the employee’s personal file.

Thus, this methodology for organizing and conducting certification allows you to:

At each stage, approach employee assessment objectively;

Determine their level vocational training, compliance with the position held and establish a rank according to the tariff schedule in force in the company.

How to link an employee’s qualifications and level wages?
How to increase the objectivity of personnel assessment at each stage of certification?
How to use the certification results?

The author offers a clearly structured description of the certification procedure used in a company doing business in the field of communication technologies and services: from setting tasks, creating conditions and organizing the certification commission to obtaining results and their analysis. The procedure was introduced in the company to support new system remuneration based on the salary scale of positions. It was necessary to determine the rank of each employee according to his position in accordance with his professional and personal qualities.
The author gives clear recommendations on the quantitative and qualitative composition of the certification commission, depending on the number of personnel in the company, as well as on the optimal timing of the procedure.
At the stage of preparation for certification, an order is issued to carry it out, lists of employees subject to certification are drawn up, and a schedule for its implementation is approved. Package of documents required for this stage, includes a questionnaire for the certified person and a \"Certification\" questionnaire, filled out by both the immediate supervisor and the certified employee. The questionnaire consists of two parts. The first part is the same for all positions; the results for it are calculated in points assigned on a 7-point scale to the personal and business qualities of the employee. The content of the second part is based on job descriptions. The duties performed by the employee are assessed on a 5-point scale. Based total amount points on the questionnaire determine the employee’s rank by position. Samples of documents are given in the appendices to the article; they are distributed and filled out a month before the date of certification.
During the main certification procedure, the commission listens to presentations by the employee and his immediate supervisor about the results achieved in his work. And, taking into account, among other things, the data from the \"Certification\" questionnaire, based on the results of the assessment procedure, the employee is given one of the following assessments:

• corresponds to the position held, but does not correspond to the job rank, the certification commission recommends transfer to another job rank;
• does not correspond to the position held and official rank.

  The results of the certification are recorded in the certification card and in the minutes of the meeting of the certification commission. The employee gets acquainted with the certification card against a signature; a sample of it is also given in the appendix to the article.
  In the generally accepted understanding, certification is a procedure for the compliance of employees with their position. Its implementation can be viewed from two points of view: from the position of management and from the position of the employee himself. That is, on the one hand, certification is carried out so that management determines the suitability of their employees for their jobs (the results of such certification affect the remuneration and status of the employee in the company), and on the other hand, in order to receive feedback from the employee for planning it individual development, career and training (the results of such certification lead to changes in the financial and career status of the employee).
  The HR manager of the company \"SAMPLE\" was given two tasks:
  1. To introduce a new remuneration system based on the wage scale for each position, it was necessary to determine the employee’s rank for the position held in accordance with his professional and personal qualities (management showed interest in this).
  2. Receiving feedback from the employee for planning training programs, career forecasts, identifying weaknesses in the organization of work, production relationships of employees (staff were interested in this).
  The interaction of these two tasks in organizing and conducting certification determined the methodology outlined in the article. Its specificity lies in the fact that it proposes a certification procedure consisting of three successive stages, at each of which the key and most important important factors personnel assessments.

  Certification conditions
  All employees who have worked for the company for at least 6 months are subject to certification. In this case, certification is carried out no more than once a year, but at least once every two years. No matter how important it is from the point of view of management (most often) or staff as an opportunity to express their professional capabilities (less often), we must not forget that certification is a subjective assessment by management of its personnel. During the certification process, the manager involuntarily (and naturally) shows more sympathy for like-minded people.
  There are three stages of certification:

• creation of a certification commission;
• (preparation) certification;
• carrying out certification.
  The task of increasing the objectivity of the assessment concerns all of the listed stages. Let's look at how these important stages of certification were implemented in the company.

  Creation of an attestation commission
  The task of the certification commission is to make a decision on whether the employee is certified or not certified. The basis for this is the results of the interview during the certification and questionnaires conducted at the stage of preparation for certification.
  When creating a certification commission, it is necessary to take into account the quantitative, personnel composition of the enterprise, its structure. For example, an enterprise has four services: commercial, technical, administrative and accounting, and the commercial service is divided into several departments. The quantitative composition is approximately the same - commercial and technical services (25-30 people each), less in the administrative and accounting services (15 people).
  The number of days for certification is determined by the number of those being certified and the number structural divisions. For example, if we assume that 15 minutes will be allocated for each person being certified, then the certification commission will need at least 6 hours and 25 minutes of work to certify 25 people in one day. It is also desirable that employees of one unit be certified by one commission, since its composition directly depends on the unit being certified. Certification is carried out directly on working days, and the certified personnel do not work at the specified time.
  To carry out certification, it is necessary to allocate 3 days, not necessarily consecutive, perhaps partially occupied by certification, so that the manufacturing process. From the point of view of assessment objectivity, a more correct solution is to create three certification commissions, such that representatives of one service would certify another service, or, within the framework of a commercial service, representatives of one department would certify another department.
  For example, the certification commission for certification of technical service employees has the following composition:

• director (chairman);
• HR manager (secretary);
• head of commercial service;
• Chief Accountant;
• a representative of a non-technical service, directly related to the technical service due to his job responsibilities (this could be a design engineer or manager, storekeeper, etc.).
  To assess the professional qualities of employees, it is advisable to invite relevant specialists with the right of advisory vote to work on the certification commission. This enhances objectivity and increases employee confidence in the commission itself. The decision to certify an employee is decided by open voting by members of the certification commission; the advisory vote of the specialist is taken into account only if the members of the commission do not come to a consensus. For example, if out of 5 members of the commission, two believe that the employee should be certified, and two others are clearly against certification and one more abstained, then the advisory vote of the specialist is taken into account. In addition, during the certification process, the invited specialist can ask the person being certified questions regarding professional activities, and then express his opinion about his professional qualities.
  Thus, employees who are part of the certification commission and are not the immediate supervisors of those being certified are acceptable to both management and staff.

  Preparation of certification
  To carry out certification, an order is issued to conduct it, certification commissions are formed in professional areas, the necessary documents are prepared for the certification commission, lists of employees subject to certification are drawn up, and a schedule for its implementation is approved. At this stage, it is important to give a preliminary, as objective as possible personal and professional assessment of the person being certified. For this purpose, a package of documents is being developed, including:

• questionnaire for the person being certified (see Appendix 1);
• \"Certification\" questionnaire (see Appendix 2), one copy of which is filled out by the immediate supervisor, and the other by the employee being certified.
  These documents are distributed for completion a month before the date of certification. Let's look at them.
  The questionnaire allows the certified employee to express his opinion on the advisability of deepening and expanding his knowledge, the possibility of specialization, satisfaction with his work, and make comments about various aspects of the company's activities.
  The \"Certification\" questionnaire is designed to assess the personal, business and professional qualities of an employee. It is filled out by the immediate supervisor and the employee himself. The point of filling it out is to assign points by category, resulting in an integrated assessment expressed in points. This assessment takes into account the opinion of both the employee himself about his personal, business and professional qualities, and his immediate supervisor. In this regard, the HR manager should pay attention to the following:
• if the integrated assessment is significantly lower than the average, that is, both the employee’s manager and the employee rate themselves very low, then during the certification it is necessary to check what this is connected with;
• if the integrated assessment is significantly higher than the average, that is, both the employee’s manager and the employee rate themselves very highly, this also needs to be checked during certification.
  The questionnaire consists of two parts. The first part is common to all certified positions and includes an assessment of personal and business qualities in the following categories:
• independence;
• persistence;
• the ability to defend one’s point of view;
• ability to understand issues;
• ability to coordinate and interact;
• ability to control work;
• behavior in a tense situation;
• attitude to work;
• attitude towards criticism;
• integrity and honesty;
• working hours;
• experience;
• suitability for the position.
  This part of the application form is the same for all positions. The person being certified is assessed on a 7-point scale. Points are distributed for each category as follows: 7 points if the attribute is most pronounced, i.e. item 1 of category is marked, 6 points - item 2 is marked, 5 points - item 3 is marked, etc. 1 point is assigned if the attribute of the category is least expressed, i.e., point 7 is highlighted.
  For example, in the category \"Independence\": if line 1.1 is ticked in the questionnaire (\"In the area of ​​his responsibility, makes decisions on issues of any complexity, independently and competently\"), then the person being certified in this category receives 7 points; if line 1.2 is marked (\"He tries to solve any questions concerning his work on his own, but is not afraid to seek advice\"), then the person being certified in this category receives 6 points, etc. Finally, for the last marked line 1.7 ( \"Always waits for instructions from the manager, avoids making independent decisions\") the person being certified in this category receives 1 point. Thus, the maximum number of total points for this part of the questionnaire is 98, and the minimum is 14.
  The content of the second part of the questionnaire changes based on the position of the employee being certified. Categories (functions) depending on official duties taken from job descriptions, 15 individual categories are allocated for all positions, each of which is rated on a 5-point scale. The maximum score for this part of the questionnaire is 75, the minimum is 15 points.
  The total maximum amount for the \"Certification\" questionnaire, filled out by both the head of the department and the employee being certified, is 346 points, and the minimum is 58 points.
  The enterprise has developed a tariff grade scale for all positions: from cleaner to general director, for each position there are minimum and maximum grades, for example, night watchman - from 1 to 6, HR manager - from 6 to 11, engineer - from 7 to 12 , master - from 8 to 13 ranks, etc. Each position varies within 6 ranks. The following correspondence of certification points to job rank is obtained:
• 58 points and below - the lowest rank for the position;
• from 59 to 115 points - the next category;
• from 116 to 173 points - the next category;
• from 174 to 231 points - the next category;
• from 232 to 289 points - the next category;
• from 290 to 346 points - the highest rank for the position.
  Thus, the certification score includes the self-assessment of the employee being certified and the assessment of his immediate supervisor. Based on the sum of points, the employee’s rank by position is determined. The assignment of the category is associated with the introduction of a new remuneration system at the enterprise. For an employee, this means that the higher the rank, the higher his salary.
  No later than two weeks before the start of the certification, the following documents are submitted to the certification commission for the employee being certified: a questionnaire (to be filled out by the person being certified); certification card (filled out by the HR manager); \"Certification\" questionnaire (one copy is filled out by the immediate supervisor, and the other by the employee being certified).
  The certification card (see Appendix 3) is filled out by the personnel manager, who enters data on education, work experience, advanced training, incentives, penalties, indicates the certification score of the person being certified and its compliance with the rank of the position.
  The HR manager, at least a week before the start of certification, must familiarize each employee with the \"Certification\" questionnaire filled out by the immediate supervisor and with the certification card.
  Carrying out certification
  The certification commission is obliged to familiarize itself with the package of documents of the certified person before the certification begins. Certification is carried out in the presence of the person being certified. The certification commission takes into account the performance of the employee and his immediate supervisor. After reviewing the submitted information about the employee’s performance for the previous period, the commission, in the event of an employee’s statement of disagreement with the submitted review, has the right to postpone the certification to the next meeting of the commission. This helps to achieve greater objectivity in certification. An employee's performance is assessed based on his compliance with the qualification requirements of the position held, the job description, as well as on the basis of an assessment of the quality of the work he performs and its effectiveness.
  Based on the results of the certification, the employee is given one of the following ratings:
• corresponds to the position held and official rank;
• corresponds to the position held, but does not correspond to the official rank; the certification commission recommends transfer to another position;
• does not correspond to the position held and official rank.
  The results of the certification are recorded in the certification card and in the minutes of the meeting of the certification commission, which is signed by the chairman, secretary and members of the certification commission present at the meeting. The employee gets acquainted with the certification card against receipt. Other documents based on the certification results are not issued. The minutes of the meeting of the certification commission, the certification card, the questionnaire of the certified person, the “Certification” questionnaire are stored in the employee’s personal file.
  Thus, the described methodology for organizing and conducting certification allows:
• at each stage, approach employee assessment objectively;
• determine the level of their professional training, suitability for the position held and establish a rank according to the tariff schedule in force in the company.

Questionnaire for certified employee

1. Last name, first name, patronymic _________________
2. Year of birth and date _________________
3. Position ___________________________
4. Marital status____________________

5. Work experience in this position ___________________________________________________________________

6. What knowledge and in what area would you like to deepen and expand? _____________________________________________________________________

7. What professional specialization and what methods would you like to study? ______________________________________________________________

8. Where would you like to work based on your abilities and interests? ________________________________________________

9. Are you satisfied with your work, if \"no\", then what is stopping you? ________________________________________________________________________

10. Your comments and suggestions on the personnel, organizational and technical life of the company_________________________________________________

\"___\" _______________200__g. Certified _________________

Attestation card

1. Full name certified employee ___________________________________________________________________________________________________________________________________________________
2. Division ________________________________________________________________________________3. Position at the time of certification _________________________________________________

4.Year of birth ____________________________________________________________
5. Marital status _____________________________________________________
6. Educational institution (name, years of study, specialty, form of study)
_________________________________________________________________________, speciality - ___________________________________________________________

7. Total length of service at the enterprise:__________________________________________

8. Work experience in the certified position_____________________________________________

9. Studied (is studying) in advanced training courses (place and time of completion),

_______________________________________________________________________________________________________________
10. Awards (incentives) for the certification period:_______________________________________________________________

11. Penalties for the certification period: _________________________________________________________________________________________________________________________________
12. Certification score determined from the \"Certification\" questionnaires filled out by the immediate supervisor and the employee being certified,________________________________________________________________________________________________0

Typical Job Analysis Questionnaire

1. Short description job responsibilities (your main responsibilities)

2. Special qualification requirements (indicate all licenses, permits, certificates, etc. required to fulfill your job responsibilities)

3. Equipment (list all equipment, machines and tools that you must work with as part of your job responsibilities)

4. Regularly performed duties (give general description all their job responsibilities in descending order of importance and percentage of time spent on them per month)

5. Contacts (Does your job require contact with personnel from other departments or external organizations? If so, indicate the duties that require these contacts and their frequency of occurrence)

6. Management (do your responsibilities include activities related to management and subordinates?)
() Yes
() No
If Yes, complete the additional Workplace Analysis Questionnaire executives and attach it to this form. If you are responsible for the work of others but do not directly supervise them, please explain

7. Decision making (describe the decisions you make in carrying out your regular duties)

8. What are the likely consequences if you
(a) make the wrong decision or draw the wrong conclusion, or
(b) perform the wrong action?

9. Recordkeeping Responsibilities (List the reports or files you are required to prepare or maintain. Indicate in general who these reports are for)

10. Frequency control. (How often should you consult with your supervisor or other company employee when making decisions

11. Working Conditions (Describe your working conditions: indoors, outdoors, air-conditioned area, etc. List any hazardous or unusual working conditions)

12. Job Requirements (indicate the minimum requirements to perform the job satisfactorily)
Education:
Experience:
Type:
Experience:
Special training:
Specialized Skills:
Other:

13. Additional information (information that was not included in any of the previous sections and that you think might be important in describing your work.)

In addition to interviews and questionnaires, information for job analysis can be obtained in other ways: using the method of observation and keeping a diary/journal by each employee or compiling a list of tasks that employees perform during the day.

Description of work. A job description is a written document that contains information about what a worker does, how he does it, and under what conditions. This information is used to create a job specification, which outlines the knowledge, abilities and skills required to perform the job satisfactorily. Most descriptions contain the following sections:

Definition of work

Brief job description

Relationships, responsibilities, duties

Authority

Performance Standards

Working conditions

Job Specification

Basic principles of job descriptions or some tips for creating your job descriptions.

Clarity. The job description should be such that all responsibilities are clear.

Specifying Features. Be sure to indicate the scope and nature of the work, using phrases such as “for the department” or “as required by the manager.” Include all important relationships.

Certainty. Select the most specific words to show:

type of work;

degree of difficulty;

required skills;

degree of standardization of tasks;

degree of responsibility for each stage of work;

degree and type of financial liability.

Use effective words like “analyzes”, “collects”, “selects”, “plans”, “maintains”, “supports”, “monitors”, “recommends”, etc. Employees at lower levels of the organization have detailed responsibilities and tasks, while employees at higher levels have broader responsibilities.

Brevity. A precise, concise statement usually best describes the goal.

Recheck. Finally, to check whether the description meets the basic requirements, ask yourself: “Would the employee understand the essence of the job if he read the job description?”

2.2 Performance evaluation

Once you've written job descriptions, you have a reliable benchmark for evaluating staff. Many organizations have a formal performance appraisal system and the annual performance appraisal interview is often anticipated with mixed feelings on the part of both the appraisee and apprehension on the part of the manager who will conduct it. As a result, many managers postpone conducting appraisal interviews, sometimes not conducting them at all, even in those organizations where such an event is mandatory. In some organizations, the introduction of a formal appraisal system is prevented by the union.

How do the words “performance appraisal” make you feel? How do you understand this term?

If your beliefs about performance appraisal are based on your previous experiences with performance appraisal (good or bad) and what you believe to be the main purpose of performance appraisal, you may be able to change your beliefs after studying this chapter.

If you are fully aware of the goals of the existing assessment system and how they are achieved, and your role in this process is known, then you are in a sufficiently solid position to assess the strengths and potential weak sides systems. If you believe that the system's weaknesses outweigh its strengths, then and only then can you evaluate the extent to which you need to seek ways to change or supplement the formal system so that the assessment is consistent with your own objectives as a manager as well as those of the organization and employees whose performance is being assessed. As we will see, the tasks will change depending on whether you are in the position of assessing, being assessed, or assessing the assessor. All these roles, in turn, must be aligned with the goals that the organization wants to achieve as a result of the performance appraisal.

Who should conduct staff performance assessments?

Obviously, your direct manager plays a decisive role in providing daily feedback from manager to subordinate. However, many organizations prefer to have the formal appraisal interview conducted by the “grandfather,” i.e. not your immediate manager, but a manager at the next higher level. The advantage of such a system is that it turns out to be more objective, and there is less reluctance to give unfavorable ratings at work, since there is no fear of ruining the relationship. Where problems arise in the working relationship with the line manager, it is easier to sort out when the assessment is carried out by a third party. Additionally, if career issues are discussed, a higher-level manager may be more informed about likely job openings within the company in the future. However, problems may arise here too, since sometimes the “grandfather” may have a very weak idea of ​​​​the work being discussed, relying entirely on information from the immediate manager about the employee’s work, and therefore has difficulty discussing important work details. In this case, the direct manager often resorts to a semi-formal assessment that complements the formal one. In addition, some organizations have adopted a multi-channel assessment system, as, for example, in the company "Ca1f", where managers, subordinates, colleagues and the assessed themselves contribute to the assessment. In addition, you need to remember that each participant has a different perception of the purpose of the evaluation system. Typically there are four parties interested in a formal rating system:

Each of these parties may have different goals, sometimes contradicting each other. The goals of different organizations are varied. Main possible goals can be:

identify training needs;

improve current performance by building on strengths, providing feedback on weaknesses and discussing ways to overcome them;

determine goals and objectives for the next period, while striving to ensure that they are achievable;

identify candidates for necessary moves within the organization;

identify potential high flyers and gather the information needed to make promotion decisions.

In general, we consider the three most important goals of personnel performance assessment to be:

1) improvement of current activities;
2) determination of production goals and objectives;
3) assessment of training/development needs.

The goals of the employee who is being evaluated also vary, the following can be cited:

impress the boss;

increase your chances of receiving bonuses or promotions;

find out what your chances of getting a promotion are;

find out how his work was evaluated;

learn about your weaknesses;

find out where he/she needs to improve;

Get help to do your job better.

The goals of employees conducting a performance appraisal interview vary. If the conversation is conducted by a higher-level manager, then the additional goal may be to check whether the lower-level manager is performing his duties well. If the conversation is being conducted by the immediate manager, then his possible goal is to show himself in a favorable light to his boss, for example, by developing an impressive training plan.

It is for these reasons that it is important to be clear about your own objectives when conducting an assessment and to check whether they are too conflicting with the objectives of another stakeholder(s). For example, if your organization's formal system addresses the issue of monetary rewards, you may want to use another system in parallel that allows you to separately discuss the issue of performance improvement.

Where pay and development issues are linked in the assessment process, assessees' natural desire to improve their pay may inhibit discussions about performance and personal development. Some performance-based appraisal schemes do, so far as circumstances permit, provide more or less continuous assessment of performance, developing a direct link between performance appraisal and annual salary reviews. Let us consider in more detail the mechanism for assessing personnel performance.

2.3 Performance evaluation methods

A. Graphic rating scale is the simplest certification method. A typical grading scale is shown below. It displays characteristics (quantitative and qualitative), each of which corresponds to the level of performance of duties (from unsatisfactory to excellent). In turn, each rating is expressed in certain numerical values ​​indicated on the rating scale, which are then summed up. Instead of evaluating all general characteristics or factors (such as quality and quantity), many firms highlight only a few (the most important ones). There will also be space for comments and evaluation of the overall performance of duties, such as timely reporting of work done and compliance with work rules.

1. Last name, first name, patronymic ___________________________________

2. Division __________________________________________

3. Position _____________________________________________

4. Year of birth _________________________________________________

5. Nationality __________________________________________

6. Marital status _____________________________________

7. Educational institution (year of graduation) __________________________

8. Specialty __________________________________________

9. Type of training (full-time, evening, correspondence) _____________________

10. Total work experience _____________________________________________

11. Work experience in this position ___________________________

12. Are you in the reserve (for what position)? _________________

13. Main functions of the position? __________________________

14. What kind of social work do you do? ___________________

15. Have you (are you) taking advanced training courses (when, where)? _____________________________

16. Do you have any publications? methodological developments, inventions for the period since the last certification? _________________________________

17. What awards (incentives) have you received for the period since your last certification? _________________________

18. Do you have any penalties for the period that has passed since the certification?

19. What knowledge and in what area would you like to deepen and expand?

20. What professional specialization and what methods would you like to study? _________________________

21. Where would you like to do an internship? Which of the leading managers will have an internship with? ______________________

22. Where would you like to work, based on your abilities and interests? __________________________

23. Who do you propose to take your place in the reserve? _____________________

24. Are you satisfied with your job and what bothers you? _________

25. Your comments and suggestions on the personnel, organizational and technical and economic life of the organization (you can even offer an ideal option)

"___"___________ 200__g. certified ___________________

Questionnaire "Certification"

Dear members of the certification commission!

The purpose of certification is to identify strengths and weaknesses in the actions of a manager, specialist and employee. The weak can be strengthened and the strong can be supported with the help of the recommendations of the certification commission. Each characteristic in the actions of a manager or specialist is assessed using seven statements according to the principle “from best to worst.”

Your task is to find the corresponding statement and mark the collective opinion with a cross. If you are not sure about something, skip this characteristic.

Members of the expert group:

HR Director ______________________________

Head of the person being certified _____________________

Head of HR _____________________

Social psychologist __________________________

Minutes of the meeting of the certification commission

Full Name _____________________

Job title _______________________________

1. Based on the materials received and the interview conducted with the person being certified on the demonstrated abilities, level of knowledge and actual work performed:

1.1. The commission notes the positive qualities of the employee (all qualities with characteristics 1 and 2 are listed) __________________

2. General conclusions of the commission regarding the person being certified:

2.3. Corresponds to the position held, encouragement (bonuses, awards) may be recommended _______________________

2.5. Does not correspond to the position held. Recommended reduction _________________________

2.6. There is a discrepancy with the position held. It is recommended to look for a new job within 3–6 months _______

2.7. Absolutely inappropriate for the position. Recommended for dismissal ___________________________

Chairman of the commission:

HR Director ____________________

Members of the commission:

Head of Personnel Department _________________

Head of the person being certified _________________

Legal Advisor ____________________________

Social psychologist _____________________

"__" _____________ 200__g. I have read the certification ________

Experience in conducting personnel certification

At the Nizhny Novgorod Institute of Management and Business, this certification methodology has been used for more than ten years. A three-year certification period has been adopted for specialists, employees and young department managers. A five-year certification period has been established for the teaching staff and the administration (rector, vice-rector, deans).

The main forms of interim assessment of personnel before certification are: filling out the “Vacancy” questionnaire when hiring, the annual sociological survey “What kind of leader am I?” (anonymous), personal survey using the “Quality of Working Life” questionnaire, quarterly determination of the quality of life of all employees of the institute, socio-psychological testing (personality portrait) upon hiring and in case of transfer in position, punctual management of the employee’s personal file with recording of information about movements , punishments and thanks. Therefore, the certification commission has a detailed personal file of the employee for expert assessment “Certification”.

The certification process begins with the issuance of an order for its implementation, the appointment of the composition of certification commissions for all major dean's offices and subsidiary organizations and divisions. As a rule, certification is carried out in February–April, when managers are not busy recruiting and graduating students. The rector heads the commission for certification of senior and middle management (vice-rectors, deans, heads of departments, heads of departments). The remaining commissions (7 groups) are headed by vice-rectors and deans. With their help, certification of teachers, staff, employees and workers is carried out. Certification takes place strictly according to the methodological rules described above using established document forms.

The conclusions of the certification commissions are the basis for the rector to make personnel decisions on promotion, transfer, demotion and dismissal of employees. The most difficult thing, of course, is dismissing a negligent employee. Over 10 years of work, there was only one case of litigation on the issue of dismissal, and it was decided in favor of the institute administration.

What are the main conditions for the absence of conflicts related to dismissals?

1. Creation of a favorable working environment and focus on results, clearly defined by the annual plan of the unit. There is a good socio-psychological climate in the institute and its departments, where “the fish does not rot from the head.” In such cases, the team itself forces out negligent employees who violate internal standards of behavior.

2. High-quality regulatory support for personnel work, as defined in the Internal Rules labor regulations, philosophy of the institute, employment contracts, Regulations on departments, Regulations on remuneration and in job descriptions.

3. Systematic work with young people on the principle of “growing personnel”: promotion of leaders, training of specialists under a loan agreement with work for 3–5 years, annual advanced training according to the norm - one week for an employee at the expense of the institute, training of masters, candidates and doctors sciences under a loan agreement at the expense of the institute’s profits.

4. Clear work of the personnel service according to the principles: “achievements are encouraged - omissions are recorded”, “the manager is always right”, “lifelong hiring of personnel”. All this is reflected in the detailed management of employees’ personal files, where all achievements and violations are noted. A negative attitude towards managers who “cover up” minor violations of labor rules and management regulations committed by their subordinates.

5. Application of strict control in combination with educational work to newly hired employees of all ages during the adaptation process, especially to young managers and specialists. Using the “disgrace” method for a period of up to one year, when cases of non-fulfillment of the plan, the manager’s assignments are identified, violations of internal rules and morals are allowed, and educational work does not produce results. An employee “in disgrace” is deprived of favorable conditions for career advancement, training, bonuses and the provision of social benefits.

The use of these management methods over the past 10 years has contributed to an increase in the number of personnel from 40 to 400 people (10 times), a decrease in staff turnover from 30 to 12%, an increase in labor productivity (taking into account computerization) by more than 5 times, and an annual increase in key indicators Institute by 20–50%. The atmosphere of goodwill and personnel well-being is noted by the majority of students and clients of the institute. Therefore, the mottos “Personnel decide everything” and “Organization is personnel” have been confirmed by many years practical work Institute, and effective personnel assessment plays an important role in it.

The preparatory period is a critical stage in organizing certification. The final results of the certification largely depend on how timely and accurately the work provided for this stage is completed. Preparation for its implementation is organized by the personnel department together with the heads of the structural divisions of the enterprise and includes the following activities: compiling a list of employees subject to certification; preparation of certification schedules; providing training necessary documents on those being certified; reproduction and distribution of department questionnaires among all employees of the enterprise, ensuring their 100% completion and safety; organization of explanatory work about the purposes and procedure for certification.
Certification begins with the issuance by the head of the enterprise of an order, which establishes the timing of its implementation, the positions of workers subject to certification, approves the composition of the certification commission and certification schedules, and determines the tasks of managers, including personnel to ensure the preparation, conduct and completion of certification.
The list of employees subject to certification is compiled by division of the enterprise.
In the certification schedule, it is recommended to indicate the name of the department in which the certified person works, his last name, position, date of certification and submission of the necessary documents to the certification commission, position, as well as the names of the employees responsible for their preparation.
In order to more fully analyze the activities of departments, objectively assess the results of work of both managers and subordinates or performers, when drawing up schedules, it is necessary to first provide for the certification of employees of enterprise departments, and then the managers heading them. Certification of members of certification commissions is carried out on a general basis and is provided for in schedules along with the certification of the relevant units. In addition, the schedules provide for re-certification of those employees who were found to be suitable for their positions, subject to their compliance with the recommendations of the certification commissions.

When drawing up schedules, you should reserve time for additional meetings of certification commissions to certify workers who are absent from the enterprise due to good reasons(business trips, illness, etc.) on the day when their certification was scheduled. Central Attestation Commission FG
In order to develop methodological documents for conducting certification, establishing deadlines for certification, monitoring the work of certification commissions at enterprises participating in the FG, as well as for certifying the management of enterprises and employees of the FG apparatus, a Central Certification Commission of the FG is being created, the composition and rights of which are approved general meeting its participants.
Members of the Central Certification Commission have the right to participate as observers at all meetings of the certification commissions of enterprises participating in the FG, to control any stage of certification, and to freely familiarize themselves with all documentation of the certification commissions.
2.2 Certification commission of the enterprise participating in the FG
By analogy, at each enterprise participating in the FG, an attestation commission is created, the composition and rights of which are approved general director.
The number and composition of the certification commission are determined taking into account the number of employees subject to certification, the established deadlines for its implementation, and the territorial location of the enterprise's divisions.
The certification commission is headed by a chairman and includes commission members and a secretary. The chairman, members of the commission and the secretary are appointed from among the managers and leading specialists of various structural divisions of the enterprise.
During the period of preparation for certification, the chairman of the commission determines the procedure for holding meetings, discusses with its members the requirements that those being certified must meet, and provides a favorable environment for an objective and friendly discussion of the activities of those being certified.

During this period, responsibilities are also distributed among the members of the commission to carry out explanatory work in the divisions of the enterprise about the timing of certification, monitoring the quality of preparation and timely submission to the commission of the necessary documents characterizing the activities, business and personal qualities of those being certified. In addition, members of the commission are appointed, who must, a week before the meeting, clarify the lists of those being certified, check the availability of completed questionnaires, and check the compliance of the submitted documents established requirements. Documents required for certification
No later than two weeks before the certification, the enterprise’s certification commission must prepare three types of documents for each employee: a questionnaire; review (characteristic); certification sheet. The questionnaire must be filled out by the person being certified on the eve of the certification. Review (characteristic) - it reveals production activity certified, associated with the performance of permanent, periodically recurring and one-time work. At the same time, their timeliness is reflected, as well as the degree of independence of the performer, the presence of elements of initiative and creativity. The review (characteristic) contains information about the qualifications of the person being certified, about work to improve qualifications, about activity, about the business and personal qualities of the employee.
In the review (characteristic) compiled for the head of the unit, it is recommended to indicate the achieved results of the activities of the team he leads.
At the end of the review (characteristics) based on an analysis of the activities of the person being certified, taking into account the requirements regulatory documents, establishing his responsibilities, level and profile of special training, conclusions are drawn about the compliance or non-compliance of the certified person with the position held and recommendations are made on the advisability of his promotion or on the need to improve certain aspects of his activity, improve his qualifications, etc.

The review (characteristic) for the specialist is signed by the head of the unit where the certified person works, and for the head of the unit - by his superior manager.
The person being certified must be familiarized with the review (characteristic) prepared for him in advance (a week before the certification). The certification sheet is prepared by the secretary in two copies. Carrying out certification
Meetings of the certification commission should be held on the days and times established by the approved schedules.
The secretary of the certification commission keeps the minutes of the meeting. The protocol should indicate: the date of certification; list of committee members present; position and place of work (department) of the person being certified; a brief summary of the person being certified about his work; questions asked to the person being certified and his answers; assessment of the certified person’s activities and voting results (number of votes “for” and “against”); recommendations of the certification commission.
The minutes of the meeting of the certification commission are signed by its chairman and secretary and are stored in the personnel department of the enterprise. At least two thirds of the number of members of the approved composition of the certification commission must participate in the certification. Members of the commission present at the meeting participate in the voting.
Each certified person is invited to certification together with his immediate supervisor. The certification commission reviews the documents of the certified person (questionnaires, feedback (characteristics) and certification sheet), hears his report on the work, achievements achieved, finds out how he plans and organizes his work, what he sees as an opportunity to improve his organization (at his workplace, in the production area) and increase creative activity.
Questions from members of the certification commission should relate to the activities of the person being certified and encourage him to analyze his work. Discussion of the work of the certified person should take place within the framework of the exactingness, integrity and business qualities of the employee, his production and creative activities.
Evaluation of the person being certified
When assessing the suitability of a manager for a position, his organizational abilities should be taken into account, while when certifying specialists, it is important to identify the level of their diligence and creative approach to fulfilling the duties assigned to them. Based on these data and taking into account the discussion of the employee’s performance, his business and personal qualities, the commission, in the absence of the person being certified, gives one of the following assessments:
a) corresponds to the position held;
b) corresponds to the position held, subject to improvement of work and implementation of the recommendations of the certification commission with re-certification after 1 (one) year;
c) does not correspond to the position held.
Voting is carried out for each rating separately. Members of the commission have the right to vote only once. The grade for which it is submitted is accepted large quantity votes, if they are equal, a positive assessment is accepted. The results of the certification are communicated to the employee immediately after voting. Conclusions of the certification commission
The certification commission can make recommendations on the promotion of employees, raises official salaries, on transfers to other departments taking into account business and personal qualities, the level and profile of special training, vocation, or on dismissal from their position as unable to cope with the responsibilities assigned to them, as well as recommendations for improving the activities of those being certified, improving their qualifications, etc. The recommendations of the certification commission must be specific enough so that their implementation can be verified during a repeated or subsequent regular certification.
The assessment given by the commission and the recommendations of the certification commission are entered into the certification sheet, which is signed by the chairman and members of the certification commission who took part in the vote, as well as by the employee who passed the certification.

The materials of the next certification after its completion are transferred to the head of the enterprise for decision-making. Certification sheets, questionnaires and reviews (characteristics) for employees who have passed certification are stored in their personal files in the personnel department, second copies of certification sheets are transferred to the heads of departments whose employees have been certified to monitor their implementation of the recommendations of the certification commission.
After completion of certification, the HR department summarizes its results, determines the number of employees who have passed certification and are recognized as appropriate for their positions, identifies employees who have not passed certification for various reasons, and compiles a list of managers and specialists who are subject to re-certification in a year or exemption from the next certification due to expiration of the term.
The head of the enterprise ensures that the results of the certification are reviewed in order to verify the compliance of the procedure for its implementation with the approved Regulations and the validity of the recommendations adopted by the certification commissions.
Certification commissions summarize recommendations for improving the performance of employees and improving the qualifications of personnel, the need for which was established during the certification process.
Based on the results of certification, an order is issued for the enterprise, which provides an analysis positive aspects and shortcomings in the organization and conduct of certification, an action plan developed based on the results of certification, a change in the placement of personnel, and the inclusion of promising employees in the promotion reserve are approved.
The head of the enterprise, within a period of no more than two months from the date of certification, must make a decision to transfer employees recognized as unsuitable for their positions to another job with their consent, and in case of disagreement, terminate their employment contract within the same period in compliance with current legislation . After a two-month period, transfer of employees to another job or termination of employment with them employment contract not allowed.
(position) (signature) (last name, acting name)

Methodological recommendations to the head of the department on certification issues Achieved goals: improvement of personnel management; assessing the knowledge and abilities of employees; determining career development prospects for employees; planning professional growth and education; increasing responsibility and performance discipline.
One of the most important goals is to increase staff motivation. Employees must see that management values ​​their contribution to the common cause, cares about their interests, and does not compromise their dedication and, therefore, diligence in work. Certification is, first of all, an opportunity to stimulate an employee’s commitment to his work, making him understand why his role is valuable to the organization, no matter how subtle it may be. On the other hand, an assessment conversation is an opportunity for the person being assessed to express their ideas, thoughts, considerations, and wishes. The benefits of conducting personnel certification
/. For the person being certified: the opportunity to hear the manager’s opinion about himself; reduce inappropriate anxiety or inappropriate carelessness; understanding what exactly a manager needs in order to treat a subordinate positively; understanding what exactly he should do in order to be valued by his leader; understanding exactly how a manager can help him; understanding what exactly the manager perceives as shortcomings in him; the opportunity to express your thoughts about yourself, your work, your needs, plans, hopes; understanding how to correct your behavior in the future.
For the line manager: the opportunity to reasonably update and activate personnel work; awareness and formulation of requirements for personnel; systematization of the view of the subordinate; development of criteria for assessing the adequacy of personnel to perform certain tasks; assessing the effectiveness of your actions with staff based on feedback; the opportunity to begin the process of reducing tension in the team through the disclosure and resolution of internal conflicts; the ability to psychologically motivate employees and increase labor efficiency; the opportunity to find the right tone in communicating with those “employees with whom informal relationships have developed; the opportunity to find the right tone in communication with those employees who are “imposed” by circumstances; the opportunity to get rid of an unwanted employee with the least conflict; the opportunity to discuss with employees the results of certification and related situation in the team; the opportunity to formulate reasonable wishes to senior management. For senior management: they receive a tool for making personnel decisions; they receive a tool for making decisions on wage differentiation; they receive a tool for updating personnel; they receive orientation in the situation with personnel; identify personnel reserves and reserves qualified specialists.
- ‘ 4 For the company: improves image; developed personnel policy- a sign of stability, solidity and seriousness of the organization, its compliance international practice; development of corporate sense among staff;
positive impact on employee motivation to labor activity and increasing the efficiency of their work; assessment and determination of development directions staffing; development of criteria and optimization of the personnel reshuffle process; optimal distribution of responsibility between the manager and the organization in relation to the employee; increasing organization in work with personnel. Tasks that a manager can solve during an appraisal conversation
The above tasks include: finding a “zone of agreement” in the subordinate’s evaluation criteria; it is authorized to begin a discussion with a subordinate of those issues that would be difficult to begin discussing on personal initiative; formulate mutual positive prospects for joint cooperation with the subordinate; distribute responsibility for the subordinate’s career between senior management, yourself and the subordinate himself; evaluate the effectiveness of your leadership style; express your recommendations favorably; clarify the reason for this or that behavior of the employee; reduce tension in relationships. Some rules for conducting appraisal conversations In order to encourage people to be open, it is necessary to: create an informal atmosphere; conduct the conversation without haste; praise people for what they have done and encourage them by talking about it; ask people direct and open questions, listening carefully to their answers; when talking with those being certified, give them the opportunity to speak for themselves at least half the time of the entire conversation. In order to encourage people to solve their problems, it is necessary to: involve them in self-assessment; discuss their actions, not their personal qualities; use positive language, i.e. talk about what they could improve rather than what they can't do.
In order to coordinate actions with a subordinate, it is necessary: ​​during a conversation, do not be distracted from the essence of the matter; rely on facts, avoid general reasoning and vague instructions; agree only on realistic goals and fix target dates. Options for evaluating the person being certified when filling out the assessment conversation sheet Level of professional and personal qualities of the employee (competence, responsibility, initiative, diligence, discipline, adaptation in a team?, rational use of working time): high; sufficient; inadequate; absolutely insufficient. The employee’s professional potential: has reached the limit in the work performed; the employee’s potential allows him to be “promoted higher up the career ladder” by one step; The employee's potential is very high. Degree of employee motivation: indifferent to work performance; wants to learn more about his job profile in hopes of advancement; is constantly interested in work beyond the scope of his job duties and is highly motivated for advancement. Ability to perceive and implement new things: resists change; implements mainly his own ideas; open to the perception of new ideas, brings them to practical implementation. Generalized assessment based on the results of work during the certification period: excellent - excellent results and quick adaptation to unexpected changes in the situation;
Very good - good results, the employee puts great effort into his work, knows how to set goals in accordance with his place in the company hierarchy and achieve their implementation; good - results are at the level of performing functions, the employee is able to show initiative and independence; satisfactory - the results of work meet the expectations of the manager, but no more; unsatisfactory - the employee does not correspond to the position he holds, he must improve his level; absolutely unsatisfactory - the employee’s performance results are completely inconsistent with the position; the employee is unable to perform his job duties.
Memo to the head of the department on certification issues in 200 Certification is carried out in accordance with order No.
from “On conducting personnel certification
(date of)
divisions and branches."
Certification period -
(date) Until the head of the independent
(date of)
division develops a schedule for conducting certification interviews in the division and approves it with the supervising deputy director of the company. Before the certification conversation, the manager entrusted with conducting it fills out section 1 of the certification conversation sheet and introduces its contents to his immediate superior. During the certification conversation, the manager: discusses with the person being certified a career plan for the upcoming period and approves it; a career plan is prepared by the person being certified standard form before the certification conversation; together with the person being certified, fills out sections 2-4 of the certification conversation sheet; notes in section 4 the employee’s reaction to certification as a form of work with personnel; signs the fully completed assessment interview sheet;
introduces the certified person to its contents against signature, while the certified person has the opportunity to reflect his comments and suggestions on this sheet. The manager who conducted the certification submits the fully completed certification conversation sheet to his immediate superior for approval. Until in an independent subdivision
(date of)
during the meeting, the results of the certification interviews are summed up and communicated to the Human Resources Department in the form memo, to which sheets of certification conversations with department employees are attached.
Human Resources Department Personnel Education and Training Center
To ensure that your meeting with your manager is as effective as possible, answer the following questions:
What areas of my work are most interesting to me?
Which areas of my work are least interesting to me?
How, from my point of view, did I manage to solve the problems that
stood in front of me?
Does my manager disagree with me about what specific tasks were set for me last year?
What tasks did my manager not set for me that I managed?
What tasks could I do better and how?
What are the reasons (if any) that I have not achieved peak performance in these areas?
What tasks can I handle most successfully and why?
What areas of my activity are not clear enough for me?
What additional help or outside support do I need to work more effectively?

What would I not want my manager to ask me?
what would you like him to ask me?1
It will be easier for you to talk to your manager if you fill out the following document forms.
My success list

Prospects for my work in the company for the next 3-5 years
"I affirm"
(position, full name, acting head, acting head of the unit) " " 200 g.
Career plan Career development directions (for the next year and for a period of up to 5 years):
a) in a special field in accordance with the work profile (master the field of work, improve knowledge, expand functions in the field, further master them, get an education);

b) in the field of people management, career growth (maintain (increase, decrease) the level of responsibility, independence; acquire the necessary knowledge, skills and abilities to perform the duties of the position). Knowledge, abilities and skills that need to be acquired and improved (for the next year and for a period of up to 5 years):
a) in a special field in accordance with the work profile (obtaining basic education in the specialty, improving professional skills: developing basic potential, thinking efficiency, sales practice, leadership skills business meeting);
b) in the field of people management (development leadership qualities, ability to distribute roles in a group, evaluate subordinates, maintain effective communications). Procedure for acquisition (improvement) necessary knowledge, skills and abilities (complete educational institution, take part in seminars, undergo an internship in your specialty and (or) position, participate in trainings). Types of training (full-time, part-time, evening) and financing, educational institution.
(job title)
(signature, f., i., o.)
" " 200 g.
"I affirm"
HR Director
200 g.
f

Schedule of certification interviews
In the division:

(position) (signature, f., i., o.)

Attestation sheet
(approximate form) FULL NAME. Date of birth Education Which educational institution (specialized secondary, higher, courses) did you graduate from:

Academic degree, academic title Total work experience, including this enterprise Position held at the time of certification and date of appointment
for the position Evaluation of the employee’s performance Recommendations of the certification commission
Chairman of the certification commission
- 4 (signature)
Members of the commission:
Certification date " " 200
I have read the certification sheet
(signature, full name, name, name of the person being certified, date)

OOO
Stored in your personal file (upon completion)
Assessment conversation sheet
(approximate form)
Surname
Name
Surname
Management (independent department)
Department
Job title
Previous position and current work
a brief description of job responsibilities of the person being certified
1. Assessment of the performance of the person being certified over the past period

Planned tasks and measures that will be taken by the certified person and the manager in the upcoming certification period
3. Conclusions based on the results of the certification conversation

Head of department (signature, position)
" "; 200 g.
(date of conversation)
I am familiar with the materials of the certification sheet
(signature, full name, name, name of the person being certified)
Comments and suggestions of the person being certified
" "_j 200 g.
"AGREE"
(position and signature of the superior manager) " "__ 200 g.
FULL NAME. Position Name of the enterprise Name of the unit Address of the unit Office phone What is stopping you from doing high-quality work at the present time What, in your opinion, needs to be done to improve your own work lt; Name, in your opinion, the weakest (lagging) department, describe what its weakness is. In what area(s) do you need support and help, how should it be expressed ____ What would you like to learn in order to work better How do you see your future in the company What, in your opinion, should be the main directions of the company’s activities in the near future and in the future
What, in your opinion, should be the main directions of activity of the department and enterprise where you work, in the near future and in the future __ What should be the main directions of your personal activity in the near future and in the future Estimate roughly as a percentage (from 0 to 100) , to what extent are your potential currently (in the current quarter) used?
opportunities in the company __
If this figure is less than 100%, then name what needs to be done to bring it closer to the maximum value. Are you completely satisfied with the wage conditions? (justify your answer) Are you completely satisfied with the content of your work? (justify your answer) Are you completely satisfied with the working conditions (room, furnishings, equipment, etc.). What needs to be done?
Filling date " " 200
Personal signature

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