Assessing and developing recruiter key competencies. Personal qualities and competencies Maintaining a catalog of competencies

It has recently become easier for university graduates without work experience to find a job, but “easier” does not mean “very easy.” The level of requirements for inexperienced applicants is still quite high. Employees of HR services of Russian companies told what kind of young specialists they need.

For three out of four HR managers, the personality of a young candidate is much more important than what university he graduated from.

The respondents - representatives of HR services of Russian organizations and enterprises - had the opportunity to choose 2 positions from the proposed list, and the column “personal competencies and business qualities” was noted by 74% of HR officers. It is also important that the candidate has professional experience, at least minimal - this was said by 45% of HR employees. Only a third of personnel officers (34%) prioritize the level and quality of education of young people when hiring. For 13%, it is important that the applicant, even an inexperienced one, understands what the specifics of this particular company are. Every fifth HR officer noted something else, 3% found it difficult to answer.

When hiring a young person, they are expected to have a desire to work and a willingness to learn something new, communication skills, responsibility, and a desire to develop further. A disapproving attitude is caused by those who want to “receive a salary, not earn it,” are not ready to start a career from scratch, are passive and do not show “brains.” “The main thing is for a person to think! But now this is rare,” comments one of the respondents.

Additional criteria

A young man is expected to have at least “communication skills”, competent speech, the ability to communicate with clients and colleagues, quickly get involved in work and plan his time. The desire to put your thoughts into a logical and clear form, activity and the ability to integrate into the “corporate mainstream” will also not hurt. Employers emphasized that they could teach purely professional things directly on the spot, but the candidate must “dig the earth to become a pro.” It’s only a plus if he already has work experience - it doesn’t matter where, because the role here is played by the laudable desire not to sit on the neck of his parents, to be independent.

Personal competencies

As for the personal competencies of a young specialist, his motivation to achieve his goals is most important (named by 62% of respondents). Organization, the ability to plan time and set priorities occupy second place in this rating (44%). In third position is an orientation toward development and a desire for self-education (39%). 28% of HR managers noted the young man’s ability to work in a team. But leadership qualities are important only in every twentieth case. The time to manifest them will come a little later - if the first experience turns out to be successful and the candidate begins his ascent along the career path.

The respondents' answers were distributed as follows:

Leadership (ability to lead people, high emotional intelligence) - 5%
Teamwork (ability to work in a team/project, effective interaction with colleagues) - 28%
Development orientation (desire for self-education and self-training) - 39%
Achievement motivation (initiative, achieving goals, performance) - 62%
Organization (ability to plan work activities, ability to set priorities, forecast deadlines and resources) - 44%
Other (please specify what exactly) - 2%
Difficult to answer - 4%

Some comments from respondents:

“Leadership (ability to lead people, high emotional intelligence)” - 5%

“Team spirit (ability to work in a team/project, effective interaction with colleagues)” - 28%

“Basic human qualities, which include not just working for money, but understanding why a person needs it, and being honest with oneself.”

"Multitasking performance."

“Development orientation (desire for self-education and self-training)” - 39%

“Young specialists are mobile, with excellent motivation, and most importantly, these are people who constantly want to improve themselves in their careers and personal development.”

“Ability to analyze, analytical mind.”

“Achievement motivation (initiative, achievement of set goals, effectiveness)” - 62%

“It is important that the young specialist knows what he wants and understands that in order to achieve his goal he will need to invest a certain amount of his own work.”

“Organization (ability to plan work activities, ability to set priorities, forecast deadlines and resources)” - 44%

“These are the main qualities for sales personnel; we hire without experience, even in sales, provided they have these competencies.”

"Other" - 2%

“Adequacy of assessment of one’s own strengths, knowledge, and skills.”

“The ability to find an approach to everyone, communication skills, stress resistance and focus on results - sales.”

“Performance qualities - accuracy, punctuality, attentiveness to documents.”

“The level of education and awareness of theoretical knowledge based on the results of studies and the ability to learn and master professional activities.”

“Difficult to answer” - 4%

“...Each of the listed points may or may not be important for different vacancies of the same company (in particular, ours).”

Location of the survey: Russia, all districts
Settlements: 96
Dates: July 15-19, 2013
Population under study: HR managers and other representatives of personnel services of enterprises and organizations responsible for personnel selection in companies that hire young specialists
Sample size: 1000 respondents

Personal competencies – which a specific person possesses. Their development depends more on the existing potential inherent in nature, and their formation occurs regardless of what a person does. In any type of activity, personal competencies can be applied and successfully developed.

In turn, the personal competencies of a leader are the competencies inherent to a person holding a leadership position. However, in this case we are talking about the basic competencies inherent in humans by nature. For effective leadership it is necessary to engage in their development.

Personal competencies of a leader: connection with potential

List of manager competencies:

Innovation, innovation;
Development of solutions;
Ability to work with information;
Achievements of goals;
Self-regulation and endurance;
Initiative and determination;
Sociability and confidence;
Attitude towards others;
Development orientation;
Constructiveness towards yourself.

Innovativeness, innovativeness, decision-making ability, and be able to work with information– all these competencies relate to intellectual potential. It is important for a manager to constantly move forward and develop his company; accordingly, he must be able to follow a new path. Decision-making is important, since the fate of the business depends on the director’s behavior in this case. Working with information is a necessity. And such a skill will have to be developed if there is a desire to become a successful leader.

Achieving goals, self-regulation, endurance, and initiative and determination– personal competencies of the boss related to volitional potential. A leader must be able to set goals and achieve them. It is important for a manager to regulate his behavior, his work, and have self-control when resolving various issues. A proactive, decisive leader is a valuable resource for any company.

Sociability, confidence, attitude towards others, communication skills– communication potential. Of course, only a confident boss is able to ensure the efficiency of the company and make decisions that will allow the business to develop. Sociability, respect for others, the ability to communicate with others, choosing a certain model of behavior are important.

Orientation towards development, constructiveness towards oneself– personal competencies of the leader, included in the potential that determines the direction. The boss must be focused on development, developing appropriate plans and implementing them point by point. A constructive attitude towards yourself is important. A manager who knows how to analyze his work is clearly useful for a company that has a future.

How to develop the personal competencies of a leader?

There is always an opportunity to develop the boss’s personal competencies. The main thing would be desire. Specialists who conduct trainings for managers help with this. During the training process, training participants receive not only theoretical knowledge that is important for effective leadership. Practical exercises organized during the trainings allow you to practice the theory in practice.

The results of training for managers are quite obvious. People who occupy leadership positions acquire knowledge and skills that prove valuable in the performance of their work responsibilities. It becomes easier for them to identify goals, move towards them, communicate with subordinates, building a structure of interaction, establish constructive cooperation with partners, and much more, which is important for effective leadership.

The qualities of most specialists are divided into three groups: professional, personal and business.

Professional ones include those that characterize any competent specialist and the possession of which is only a necessary prerequisite for fulfilling the duties of a manager. They are:

- high level of education, production experience, competence in the relevant profession;
- breadth of views, erudition, deep knowledge of not only one’s own, but also related areas of activity;
- the desire for constant self-improvement, critical perception and rethinking of the surrounding reality;
- search for new forms and methods of work, helping others, training them;
- ability to plan your work, etc.

There are three groups of skills that form the basis of a manager’s professional activity: conceptual (at the highest level its share reaches 50%), interpersonal and special (technical). At lower levels of management, its share is also about 50%.

The personal qualities of a manager should also not differ much from the qualities of other employees who want to be respected and taken into account. Here you can mention:

- high moral standards; - physical and psychological health; - internal and external culture;
- justice, honesty; - responsiveness, caring, goodwill towards people; - optimism, self-confidence.

However, what makes a person a leader is not professional or personal qualities, but business qualities, which include:

- knowledge of the organization, the ability to provide its activities with everything necessary, set and distribute tasks among performers, coordinate and control their implementation, encourage them to work;
- energy, dominance, ambition, desire for power, personal independence, leadership in any circumstances, and sometimes at any cost, inflated level of claims, courage, determination, assertiveness, will, demandingness, uncompromisingness in defending one’s rights;
- contact, sociability, ability to win people over, convince people of the correctness of your point of view, and lead;
- purposefulness, initiative, efficiency in solving problems, the ability to quickly select the main thing and concentrate on it, but if necessary it is easy to adapt;
- responsibility, the ability to manage oneself, one’s behavior, working time, relationships with others, and educate them;
- desire for transformations, innovations, willingness to take risks oneself and involve subordinates with oneself, etc.

The requirements for managers in relation to these qualities are not the same at different levels of management.

At the grassroots, for example, decisiveness, sociability, and some aggressiveness are valued; on average - mostly communication skills, partly conceptual skills; At the highest levels, the ability to think strategically, assess the situation, set new goals, carry out transformations, and organize the creative process of subordinates comes first.

According to management experts, the rarest quality of a leader at all levels is objectivity.

Since a manager at any level not only organizes and directs the work of employees, but, if necessary, influences their behavior, including off-duty behavior, he must be well prepared pedagogically.

There are a number of national characteristics that complicate the development of leadership qualities in Russian managers. Some of them are explained by the cultural specifics of the country, others are due to the recent past of Russian organizations and enterprises, and others are associated with the youth of Russian business. Key features include the following:

- dominance of personal relationships over professional ones. This situation can be considered normal only at the stage when companies are just being formed and loyalty is more important than professionalism. But in established firms they serve as an obstacle to making optimal decisions. In many Russian organizations, an alternative hierarchy has actually developed, built on personal connections and often contradicting the requirements of the case;
- inability to work in a team, which today is becoming an obstacle especially in organizations such as legal and consulting firms, research and production companies;
- excessive control and unclear distribution of responsibilities, giving rise to theft and corruption at different levels;
- lack of experience and culture of personnel, emphasis on financial methods of stimulating employees and insufficient attention to other, no less effective factors of motivation - involvement in a common cause, emotional attachment to work or team, etc.

The graphic profile technique allows you to study the personal and business qualities of a manager, which consists of having experts (superior managers, colleagues, subordinates) use a 5-point scale to evaluate the frequency of manifestation of the qualities listed or formulated independently.

Then a graph is built on which the assessment factors are plotted horizontally, and its upper and lower boundaries are plotted vertically. Within their framework, there are: superzone, promising, potential and nominal zones.

To determine the upper and lower boundaries, the maximum and minimum quality assessments for a given set of managers being studied can be used, and for the internal boundaries of the zones, averaged ones can be used (calculations are carried out with an accuracy of 0.1 points). The individual profiles of the managers being assessed are superimposed on the overall chart, making it easier to compare them.

It is necessary to say separately about the specifics of the manifestation of business qualities in women. They, as a rule, adapt worse than men to leadership positions due to the need to combine difficult working conditions, long working hours and household chores.

In addition, women in general are less mentally stable, independent, proactive, courageous, able to control themselves, overcome difficulties, and retire earlier.

Often, a professionally well-prepared woman cannot adapt to the stereotype of management, tailored according to the male model and presupposing as a positive example the presence of purely masculine qualities - rigidity, assertiveness, authoritarianism, a tendency to impersonal management, and moral asceticism. In this situation, a woman must break herself and accept a model of behavior that is contrary to her nature (this is what the first female leaders did), which affects her usual way of life, or make enormous efforts to establish a female management style. The modern generation of women leaders is already developing their own approaches based on their experience.

Therefore, women are more often content with average positions or manage small organizations (divisions) with a simple structure.

But in any case, women in management positions are significantly different from women in general (male managers are more typical than women of their gender). They must have more advantages and fewer disadvantages, be able to manage subordinates, and be more demanding than men in order to be successful.

Main characteristics of strong managers of Russian companies:

- conscious search for contacts with employees in the workplace; - desire to increase your authority;
- maintaining independence in judgments and actions; - the desire to create an efficient team and rely on it in work; - the ability to block the interference of senior management; - the inexorability of demands for the implementation of one’s own recommendations; - the desire to develop one’s own position; - the ability to correctly distribute responsibilities; - the desire to have clear goals for work and development; - no attempts to evade decision-making; - the ability to achieve a unified way of thinking and acting.

Signs of a weak leader include:

- inability to assess problems and predict the development of the situation; set goals; - use of stereotypical approaches; - inflated self-esteem, the desire for self-affirmation at any cost; - an attempt to do everything yourself: participate in everything, do several things at the same time, which is why you always don’t have time;
- working late, 10–14 hours, often seven days a week; - being overwhelmed with papers, many of which are unread and haphazardly scattered on the table; - postponing decisions until tomorrow or making hasty decisions; - endless search for better solutions instead of correct ones; - representation of reality in black and white; the tendency to make mountains out of molehills, to pay a lot of attention to secondary issues; - the desire to get rid of responsibility and blame others; searching for a scapegoat; - manifestation of excessive emotional reactions, etc.

The keys to a manager's success are:

Interest and creative position; - ability to cooperate, motivate subordinates; - ability to see the main thing; - readiness for changes and managing them; - broad outlook; - ability to manage oneself and one’s time; - willingness to maintain contacts with subordinates; - independence in judgments and actions ;- demanding;- having one’s own position regarding the goals of work and development;- ability to correctly distribute responsibilities;- willingness to take responsibility for decision-making, risk;- ability to create a team, etc.

In conclusion, it is necessary to say about the image of the leader. It is formed by the furnishings of the office, clothing, appearance, behavior, neatness, taste, etc. All of them, in a certain way, represent symbols that must correspond to the affairs and position of the company.

In office premises, it is better to emphasize equality: for example, in the reception area, place chairs in a row, and not opposite each other, do not hang the office with photographs of superiors and awards, because this creates an idea of the hierarchical nature of the organization and the ideology of its internal life.

Subordinates are impressed by a leader who admits mistakes, does not try to evade responsibility, and boldly makes decisions.

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Competency management in the organization

Relevance. In modern organizations, competencies now play an important role in HR policies and practices. In some organizations, a set of competencies is at the center of all HR work and is used for specific purposes.

Previously, much attention was paid to the results of work and little to the behavior of people achieving certain results.

The theory of competencies was developed by American psychologists as an answer to the questions: why do employees who have prestigious diplomas, an excellent track record, and have passed level selection tests often do their job so ineffectively? On what basis can one predict the effective performance of an employee’s work?

After many years of research, psychologists came to the following conclusion: neither work experience, nor diplomas, nor recommendations from colleagues can actually guarantee that an employee will do a particular job well enough. It turned out that the ability to most accurately predict the quality of work performed by an employee is given by his COMPETENCIES. competence personnel professional assessment

Definition and types of competencies

It just so happens that in practice, many personnel management specialists allow concepts to be confused; "competence" and "competence". In connection with this, I would like to immediately clarify and say that:

Achieving a certain level of performance results is most often defined as competence.

And the ability, which reflects the necessary standards of behavior leading to performance at work, is defined as competence.

It is also necessary to mention that today there are many definitions of the concept of “competence” and personnel management specialists offer different interpretations. However, today two approaches to understanding competencies are considered basic:

American approach- competencies as a description of employee behavior:

Competencies are the main characteristics of an employee, with which he is able to demonstrate correct behavior and, as a result, achieve high results in his work.

European approach-- competencies as a description of work tasks or expected work results:

Competencies are the employee's ability to act in accordance with the standards accepted in the organization (defining the minimum standard that must be achieved by the employee).

On the territory of the CIS As a basic one, the following definition is most often used.

Competencies are personal qualities and abilities, as well as professional skills necessary for an employee to successfully perform his job duties.

For example:

· Ability to set clear goals;

· planning and organization;

· leadership;

· result orientation;

· collection and analysis of information;

· generation and accumulation of ideas

· communication skills;

· ability to work in a group;

· adaptability to changes;

· personal development.

Competencies are:

Purchased - knowledge and skills acquired at work, as well as during training and everyday activities. These competencies can be assessed using aptitude tests.

Natural- basic personality traits (extraversion/introversion, emotional stability/anxiety, agreeableness/cynicism, conscientiousness/spontaneity). Natural competencies are assessed on the basis of personality tests.

Adaptive - a set of qualities that allow a person to achieve goals in a new work environment. Adaptive competencies are also assessed using personality tests. The source of adaptive competencies appears to lie in the emotional abilities of the individual, which are not innate, but can be acquired and developed.

All competencies can be divided into three main groups:

Professional;

Personal and business;

Managerial.

Professionalcompetencies- these are competencies that are applicable to a specific group of positions. Compiling professional competencies for all positions in an organization is a very labor-intensive and lengthy process that can take years. Some companies have collections of uniform corporate requirements for each position of managers and specialists.

The ability to see the situation holistically, compare disparate information, establish cause-and-effect relationships, find optimal solutions, think through potential risks and measures to minimize them in advance.

Managerial- Formation of long-term goals of the division related to the overall strategy of OJSC Gazprom. Explaining to other employees the goals of the division, the direction of activity and the strategic goals of OAO Gazprom. Motivating employees to achieve these goals.

They are developed only for employees engaged in management activities and who have subordinate employees: linear (permanent) or project.

Let's take a closer look at the last two groups:

Management competencies:

· Strategy formation;

· Planning the activities of the unit;

· Ability to ensure results;

· Motivation and development of subordinates;

· Team building;

· Commercial approach to organizing activities;

· Knowledge and information management.

Personal and business competencies

· Systems thinking;

· Creative approach to business;

· Willingness to change;

· Planning and organizing your activities;

· Stress resistance and problem solving;

· Result orientation;

· Understanding the specifics of the organization;

· Business communication;

· Ability to defend one’s position;

· Teamwork;

· External communications;

· Professional Development.

Goal and tasks

Purpose HR management by competencies is to increase the efficiency of the following HR processes:

Organization of personnel selection and hiring;

Organization of personnel training and development;

Conducting personnel certification.

Tasks Personnel management by competencies are:

Ensuring the interconnection of personnel management processes through the use of a unified catalog of competencies;

Determination of key requirements for Candidates for positions at OAO Gazprom;

Conducting regular assessments of personnel competencies and identifying prospects for the development of employee competencies;

Ensuring uniform approaches to making personnel decisions based on personnel competency assessment at OAO Gazprom;

Increasing personal interest and responsibility of employees for fulfilling job responsibilities, management instructions and advanced training.

Concept and purposes of personnel assessment

Personnel performance assessment has been and remains one of the most important activities of the HR department.

At every enterprise, almost every manager wants to know how well his staff is performing and how their performance can be improved.

Personnel assessment is an activity carried out at different stages of the functioning of the personnel management system for various purposes, including:

Selection of a candidate for a vacant position: assessment is necessary to establish compliance of the candidate’s skills (both professional and personal) with job requirements and the corporate culture of the company;

During the test (probationary period): the goal is to additionally assess the employee’s level of suitability for the position held and the level of his adaptation in the company;

In the course of current activities: at this stage, the assessment is aimed at clarifying the employee’s professional and career growth plan, making decisions on bonuses, salary revision;

Employee training (in accordance with the company’s goals): it is necessary to determine the employee’s current knowledge and the need for his training, it is advisable to carry out a similar procedure after completing the training;

Transfer to another structural unit: the employee’s capabilities to perform new job responsibilities should be determined;

Formation of a personnel reserve: assessment of the professional and, first of all, personal potential of the employee;

Dismissal: at this stage, an assessment is required to identify the incompetence of an employee, and in this case only the results of the certification can serve as the basis for dismissal.

The main issue of any assessment is the establishment of its indicators, which make it possible to determine the compliance of employees with the requirements. With all the variety of assessment indicators, they can be divided into the following three groups:

Labor productivity;

Professional conduct;

Personal qualities.

Labor productivity is understood as the ability and/or desire to perform general management functions both in relation to other objects of influence and in relation to oneself: planning activities, organizing and regulating the process, accounting and monitoring the progress of work.

Indicators of professional behavior cover the following aspects of activity: cooperation and collectivism at work, independence in solving certain problems, readiness to accept additional responsibility or additional workload.

Personal qualities show the individual abilities of an employee that distinguish him from other employees: qualification potential, educational potential, psychophysiological potential, moral potential, creative potential, communication potential.

Assessment, one way or another, is carried out at every stage of work with personnel. Unscheduled assessment is carried out when management is forced to resort to this procedure, for example, when hiring a new employee, during a test for a new employee, when identifying any problems in interactions between departments or reorganizing the company, an employee’s request for a salary increase or transfer to a new position, etc. .d. In this case, the initiative comes from the employee’s immediate supervisor. Planned assessment personnel is usually carried out on the initiative of the general director, as it allows you to analyze the state of affairs within the company and helps in building a strategy for further development.

If the assessment is carried out correctly, the employee receives information about what he does well and what skills and competencies he needs to develop. And in this aspect, regularly conducted assessments help employees understand their place in the organization, see their successes and more clearly understand the tasks facing them.

For a manager, such a procedure is valuable in that he has a clear picture of the department’s resources, a vision of the necessary changes, and the opportunity to more actively influence the development of his department in the direction of the assigned tasks. In addition, an assessment is a good reason to support an employee, praise him for the successes achieved (even if not very large and noticeable) and thereby increase his motivation to work at this enterprise.

Personnel assessments should have clear goals. These could be expected changes in company policy, personnel changes, changes in the payment system and much more. Before deciding to conduct an assessment procedure, company management must clearly understand why the procedure is being carried out, what results they expect to see, and what these results will be used for.

Basic elements and processes of personnel management by competencies

The main elements of personnel management by competencies are:

Catalog of competencies;

Competency profiles for positions;

Competency-based assessment.

The main processes of personnel management by competencies are:

Maintaining a catalog of competencies, which consists of regularly updating the competencies contained in the catalog, as well as bringing the structure of the catalog in line with the areas of activity of independent structural divisions of the administration of OAO Gazprom;

Formation of competency profiles for positions of employees of the administration of OJSC Gazprom in order to determine key requirements for employees and candidates for vacancies;

Conducting personnel competency assessments;

Using the results of personnel competency assessment to make personnel decisions.

Maintaining a catalog of competencies and creating competency profiles for positions are supporting processes and are used only within the framework of personnel management based on competencies.

Competency assessment is used in the following human resource management processes:

Organization of selection and hiring of personnel;

Conducting personnel certification;

Formation of a personnel reserve;

Organization of personnel training and development.

Maintaining a catalog of competencies

The competencies catalog contains a structured description of all competencies used to create competency profiles for employee positions.

The description of the competency contains: name, definition and levels of development of the competency.

There are 5 levels of competency development (the degree of competency increases from level to level):

Level of awareness;

Level of knowledge;

Experience level;

Skill level;

Expert level.

Levels of competency development are described using a set of indicators - specific manifestations of knowledge, skills, abilities that an employee must demonstrate at a given level of competency development.

The competencies in the catalog are grouped into three sections: professional, managerial and personal-business competencies, while professional competencies are grouped according to the areas of activity of structural units. The catalog of competencies is uniform for all divisions of the administration of OJSC Gazprom.

Level of competency development	General characteristics of the employee
Level 1 Awareness level	Has a general understanding of this competency and demonstrates the behaviors required to perform simple job tasks. Aware of the importance of competence, but does not always use it.
Level 2 Level of knowledge	Possesses basic knowledge and skills within the scope of competency sufficient to perform standard job tasks when instructed or under the direction of more experienced employees.
Level 3 Experience Level	Has all the necessary knowledge, skills and abilities within the scope of competence. Performs work tasks independently and efficiently within the scope of competence, and can creatively solve problems that arise.
Level 4 Skill level	Possesses deep system knowledge, skills and abilities within the scope of competence and demonstrates them in work situations of any complexity.
Level 5 Expert level	Has perfect knowledge, skills and abilities within the scope of competence. Involved in solving important and complex problems in the area of activity.

Level of awareness

The employee demonstrates a minimum level of competency sufficient only to comply with core corporate standards.

For example, in the competence at the worker's awareness level:

Sh clearly understands his own role and area of responsibility in within its division/line of activity;

SH is aware of the tasks and functions performed by other members team;

Sh maintains friendly relations with team members relationship.

Knowledge level

The employee demonstrates basic mastery of the competency. Knows the rules for implementing competence within the corporate culture (formal and informal), and, using competence at this level, successfully copes with standard work situations and tasks.

For example, in the competence "Team interaction" at the level of knowledge the employee:

Sh knows the opinions of colleagues on work issues and listens to them;

Sh participates in the activities of the team as a full member teams, not as an individual player;

Sh helps new employees adapt to the team, with readily acquaints them with the peculiarities of organizing activities and the rules of working behavior adopted in the Company.

Experience Level

The employee possesses the characteristics specified in the definition of competence, which allows him to increase the productivity of his activities.

For example, in the competence "Team interaction" at the employee's experience level:

Sh open to cooperation, establishes effective working interaction with colleagues;

Sh provides support to other employees, provides them information and provides advice on issues within his area responsibility, etc.

Skill level

The employee successfully operates in everyday and complex situations within the scope of competence. Consistently demonstrates behavioral indicators of competence in all situations, including non-standard ones.

For example, in the competence "Team interaction" at the skill level the worker:

Sh knows how to consolidate different points of view, summarizing opinions of the discussion participants and through additional questions, achieves mutual understanding between the parties;

Sh smooths out conflicts between team members, reminds about the need to work together to achieve common goals.

Expert level

The employee has perfect competence: solves problems of increased complexity and is an example to follow. Sets and stimulates the demonstration of competence in others, supports and advises colleagues.

For example, in the competence "Team interaction" at the expert level the employee:

Sh supports other employees, helps them to perform certain works, ensuring timely and high-quality

achieving common goals;

Sh publicly recognizes the high performance of others

workers;

Sh organizes collaboration and communication in such a way that

to reduce the likelihood of conflicts of interest.

Formation of competency profiles

The competency profile (position profile) consists of:

· job title;

· a list of competencies, indicating the level of their development required for the position (the indicators of which most fully describe the knowledge, abilities, skills and behavior required for this position).

The formation/change of competency profiles is carried out in cases of changes in the staffing table or job descriptions.

The HR Department forms and approves the competency profiles of positions, to fill which a Reserve of senior management personnel of the Organizations and a Reserve of management personnel of the Organizations are formed.

The HR services of the Organizations form and develop competency profiles in accordance with the list of positions approved by the General Director of the Organization in agreement with the Human Resources Department.

Rules for creating a competency profile

1. Formation of a competency profile consists of determining the key competencies for the position and the required level of their development.

2. The formation of a competency profile is carried out using an electronic questionnaire (hereinafter referred to as the questionnaire) containing the Competency Catalog.

3. The profile is formed for a full-time position, taking into account the functions enshrined in the job description, while the qualifications and business qualities of a particular employee are not taken into account.

Those. If, in order to effectively perform job duties, an employee needs to have competency at the level of experience, and the employee currently holding the position has this competency at the level of knowledge, then the competency with the required level of experience is selected in the competency profile for the position.

4. When determining the level of development of competence, it is necessary to take into account that the description of levels of development of competence is cumulative, i.e. each subsequent level includes mastery of the previous one. For example, by setting the development level of “experience” for a competency, it is implied that an employee occupying a given position must have the levels of “knowledge” and “awareness”.

5. When choosing the required level of development of competencies, it is necessary to take into account that, as a rule, a higher position implies a higher required level of development of competencies in the profile. Managers' required levels of competency development should generally be higher than those of their subordinates. However, it is acceptable that the level of development of certain highly specialized professional competencies among specialists may be higher than the level of development of these competencies among managers.

6. The competency profile for the position must be balanced, i.e. it should not contain more than 50% of competencies with minimum and maximum levels of development (level of awareness and expert level). Otherwise, we can talk about underestimating or overestimating the requirements for the employee.

Figure 1 shows an example of a balanced competency profile (50% of competencies correspond to the level of experience and 50% to the level of knowledge and skill).

Figure 2 shows an example of an unbalanced profile (more than 50% awareness and expert levels - 9 out of 12, awareness and expert levels highlighted).

For positions of managers at all levels of management, in addition to professional And personal and business, must be in the profile management competencies.

For specialist positions, it is mandatory to have professional and personal-business competencies in the profile.

The optimal number of competencies in the profiles of specialists and managers is presented in the table below:

Table 1. Optimal number of competencies in a profile

The higher the level of the position, the more competencies are present in the profile, because a manager must have a wider range of competencies to effectively manage personnel and departments compared to a specialist.

Competencies can also be included in the profiles of specialists responsible for the functioning of individual business processes.

The competency profile cannot contain the level of competency development - the level of awareness.

Rules for choosing professional competencies

The manager who forms the competency profile selects in the questionnaire the key professional competencies for the position based on the tasks and functions contained in the job description.

The required level of development of professional competencies related to the performance of key tasks and functions of the position must not be lower than the level of experience.

Table 2 provides general rules for determining the required levels of development of professional competencies.

Rules for selecting management competencies

Management competencies are selected based on the management functions performed within the position. Management competencies can also be included in the profiles of specialists responsible for the functioning of individual business processes.

Rules for choosing personal and business competencies

Personal and business competencies are selected based on the key tasks and functions of the position.

Personnel assessment based on competencies

The purpose of conducting a personnel competency assessment is to determine the actual level of competency development (hereinafter referred to as the actual level) of the Employee/Candidate and its compliance with the competency profile.

The actual level is determined based on an analysis of the Employee’s performance results and the behavior demonstrated in work situations, which makes it possible to correlate the employee’s knowledge, abilities, skills and behavior with a description of the levels of competency development.

In order for the competency assessment system to bring real results, you first need to create a basic assessment system based on the following parameters:

· availability of qualifications from the standpoint of a sufficient level or insufficient level;

· additional skills, which may include knowledge of languages, ability to work with complex computer programs, etc.;

· personal characteristics, which include communication skills, ability to work in a team, leadership;

· attitude to work, that is, the same resistance to stress, the ability to make responsible decisions, adapt to different situations;

· health group, namely age, frequency of health deterioration, psychological state;

· desire for self-development, that is, existing potential, supported by methods of motivation for self-realization.

Then, based on the results obtained, you can already form a profile for individual positions, because the basis for comparison will already be available, as well as real experience of interaction with employees who have been assessed.

Tools and Techniques

Considering that a complete assessment of all employee competencies requires an integrated approach with various variables, various methods and tools are used to carry out this process.

In particular:

· to determine the level of professionalism, tests are used that test the level of knowledge only in a certain area;

· to identify personal characteristics, tests are used, as well as questionnaires, through which it is possible to identify not only character traits, but also the employee’s vision of his prospects and capabilities;

· to identify an employee’s potential, psychodiagnostics is used through the use of the same tests and questionnaires that allow one to identify the employee’s hidden capabilities and his prospects, taking into account the industry in which he is involved.

Both surveys and testing are carried out using various means of communication using the same specialized computer programs or with the involvement of third-party companies that specialize in conducting personnel evaluations.

Application steps

Personnel assessment based on competencies is carried out in several stages:

· Formation of an ideal profile, taking into account the types of competencies that an employee should have in a certain position.

· Planning of assessments, that is, frequency for different groups of employees, taking into account the specifics of the company and staff turnover.

· Conducting assessments.

· Formation of the final result with a decision, that is, referral for training, transfer or dismissal.

· Analysis of the effectiveness of decisions made after a certain period of time.

Each of the above stages of personnel competency assessment must have a legal justification in the form of the same local acts in which it is necessary to establish the inspection procedure, the assessment system, the powers of persons who can make and implement decisions made, as well as regulations on the basis of which the employee may be transferred or fired.

Obtaining and evaluating the result

As a rule, the assessment of personnel competencies is carried out according to a pre-developed system of tests, to which the following are necessarily applied and also taken into account:

· production characteristics compiled by the immediate supervisor;

· reviews of colleagues about the competence of a colleague and his personal characteristics;

· customer reviews generated through the same questionnaires.

After carrying out the same testing, a specially created commission considers the results obtained in aggregate for all parameters and taking into account feedback and, accordingly, after summing up the points, forms a final answer.

For example, based on the assessment results, an employee may be:

· transferred to another position or to another department;

· aimed at retraining for the purpose of further career growth;

· promoted or motivated by a salary increase or an incentive bonus.

Or another example:

· The assistant secretary can not only scrupulously prepare documents and create an archive, but also have additional knowledge in the field of psychology, as well as maintaining personnel documentation, which will allow him to perform the duties of a personnel employee, and after completing advanced training courses in personnel management and head of the personnel department.

In the conditions of real economic life, a person cannot be called completely autonomous because, first of all, his career growth depends on the system in which he is located, that is, on the organization in which he works and on how competently management and personnel policies are implemented in it.

This is why assessing the competence of each employee is so important.

Indeed, with the help of this method it is possible not only to identify the employee’s strengths and weaknesses, but also to encourage him to self-realization in a position that will allow him to realize his full potential.

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Introduction

1. Characteristics of assessing the business and personal qualities of managers and specialists

1.1 System of business qualities of managers and specialists

1.2 System of personal qualities of managers and specialists

2. Methods for assessing the business and personal qualities of managers and specialists in the management process

Conclusion

List of sources used

Introduction

The success of an enterprise (organization, firm) is ensured by the employees employed there. That is why the modern concept of managing an organization involves separating from a large number of functional areas of management activity the one that is associated with managing the personnel component of production - the personnel of the organization.

Currently, more and more attention is being paid to human resources. If previously the personnel service was represented by the personnel department, the main functions of which were personnel accounting, monitoring compliance with labor legislation and document flow, now personnel work is aimed at the formation of efficient and efficiently functioning personnel. To achieve this goal, various methods and procedures specific to different stages of the organization's development can be used. But in practice, not a single area of personnel work, to one degree or another, can do without personnel assessment. business manager employee staff

Personnel assessment is a procedure that allows you to measure the performance of employees, the level of their professional competence, business and personal qualities and potential in relation to the strategic goals of the company.

Many organizations are trying to use personnel assessment systems in order to determine the importance of employees for the organization and stimulate changes in their activities for the better. Any manager expresses his attitude towards the work of his subordinates, but most often such an assessment is vague and emotionally charged. When properly developed and carried out, assessment is an effective tool that allows you to identify the strengths and weaknesses of employees, draw up a plan for professional development, build an open corporate culture and trusting relationship with the manager, and increase business profitability through more effective personnel management.

Determination of work results, the level of knowledge and skills of personnel, business and personal qualities of employees, the possibility of personnel rotation and the creation of a personnel reserve, the basis for developing a system of motivation, development and training of personnel - all this is received by the company after assessing the personnel.

The employee also receives some benefits from the assessment: determination of the place and role of each employee, a clear understanding of the assigned tasks, success criteria, the dependence of the amount of remuneration on the results of work, the opportunity to receive feedback from the manager, the opportunity to plan further development and evaluate career opportunities.

Personnel assessment is an integral part of personnel management in all its subsystems. A comprehensive and objective assessment of personnel helps to achieve goals both in the production sphere of the modern market and in the field of personnel development, which correspond to the enterprise strategy for the future. Therefore, the topic chosen for writing the course work is quite relevant.

The purpose of this work is to study the business and personal qualities of managers and specialists and solve the main problems associated with the lack of measures taken to increase the productivity of managers and specialists.

1 . Characteristics of business and personal qualities of managers and specialists

1.1 System of business qualities of managers and specialists

Business qualities mean that managers and specialists have the following abilities:

· ability to find the shortest path to achieving a goal;

· ability to think independently and make informed decisions promptly;

· ability to consistently and proactively ensure their implementation;

· ability to release human energy (initiative, enthusiasm).

A manager or specialist with business qualities must:

· be able to conduct a qualified analysis of the situation and understand complex situations;

· Accurately perceive instructions from superiors;

· develop alternative solutions and then select the most effective one;

· timely determine the content of actions required to resolve emerging problems;

· clearly set tasks for subordinates and exercise effective control over their implementation;

· show will and perseverance in overcoming emerging difficulties;

· Remain self-critical in assessing performance results.

Competence is understood as a thorough knowledge of one’s business and the essence of the work being performed, as an understanding of the connections between various phenomena and processes, as finding possible ways and means of achieving the intended goals. A specialist cannot be equally competent on all issues in which he takes part, and there is nothing compromising about this.

However, a specialist or manager cannot do without a certain amount of professional knowledge sufficient for a clear understanding of goals, for the perception of new ideas, for qualified consideration of emerging situations and for making informed decisions on them. An incompetent manager or specialist who does not understand the matter inevitably finds himself in a humiliating dependence on his environment. He is forced to assess the situation based on the prompts of his subordinates or superiors. As a rule, he finds it difficult to express weighty judgments, take active actions, and give useful advice on special issues. He is often incapable of real and responsible action. He usually, in order to hide his ignorance of the matter, strives to surround himself with equally incompetent people and alienate capable workers.

The organizational abilities of managers and specialists are expressed primarily in the following:

· the ability to identify and clearly formulate both promising and most important tasks in each specific situation;

· the ability to make reasoned decisions in a timely manner and ensure their implementation;

· the ability to coordinate your plans with the conditions of reality;

· the ability to organize, coordinate, direct and control the activities of subordinates;

· the ability to constantly and successfully collaborate with other departments and control authorities.

A good organizer, as a rule, has a sharp and flexible mind, combined with a strong will. He implements the results of his decisions promptly and without unnecessary hesitation. He always strives to complete the work he has begun. At the same time, he can take a certain risk, acting in conditions of uncertainty, boldly and decisively, without waiting for instructions from above and showing resourcefulness in difficult circumstances.

A capable organizer relies on the intelligence of the entire team, his persistence never turns into stubbornness and intolerance to other people's opinions, he teaches his subordinates to be independent. Organizational work is unthinkable without strong discipline and order, otherwise large and well-thought-out efforts to improve the organization of activities can be nullified. Maintaining discipline and order presupposes, in turn, control by the manager.

Organizational abilities are largely determined by natural inclinations, but they are also acquired in the process of study and work. Thus, to become a true business leader or specialist, competence alone is not enough, that is, the amount of knowledge that allows you to deeply understand the business and solve emerging problems.

To implement the competence itself and implement the decisions made, organizational skills are also required, that is, the skills to establish collaboration among many people and the ability to achieve the implementation of decisions made.

One of the most complete lists of qualification requirements for management personnel:

· understanding the nature of management processes, knowledge of the main types of organizational management structures, functional responsibilities and work styles, knowledge of ways to increase management efficiency;

· ability to understand modern information technology and communication tools necessary for management personnel;

· public speaking and ability to express thoughts;

· mastery of the art of managing people, recruiting and training personnel, regulating relationships among subordinates;

· ability to establish relationships between the company and its clients, manage human resources, plan and forecast their activities;

· the ability to self-assess one’s own performance, the ability to draw correct conclusions and improve one’s skills;

· Based on practical experience, requirements for the professional competence of managers have been developed:

· knowledge of job and functional responsibilities, ways to achieve goals and increase the efficiency of the organization;

· understanding the nature of managerial work and management processes;

· mastery of the art of human resource management and effective motivation of personnel to achieve their goals and improve organizational culture;

· mastery of the art of establishing effective connections with the external environment;

· ability to use modern information technology and means of communication necessary in the management process.

Practice shows that some managers and specialists skillfully lead people, successfully overcoming difficulties that arise, while others in such conditions only cause distrust on the part of their subordinates and fail.

The inability to convince, motivate the actions of subordinates and, finally, influence a person so that he wants to carry out the decision made by the leader indicates that such a leader does not have the full set of qualities necessary for him.

1.2 System of personal qualities of managers and specialists

In order for a manager or specialist to successfully manage a work team, he must meet certain requirements for his personality. These requirements are quite multifaceted and stringent. It is quite difficult to clearly define the content of qualities required for a leader. If appointees to managerial positions are asked to compile a comprehensive list of such qualities, they will almost certainly differ in their positions.

There are many approaches regarding the methodology and practice of determining the requirements for the qualities of managers.

Qualities inherent in a modern leader.

A good leader is a person:

· open, extroverted (outward-facing);

· inquisitive, receptive;

· decisive, result-oriented;

· experienced, critical, patient with mistakes;

· charming, calm, inspiring confidence;

· considerate and kind-hearted, ready to listen to others;

· courageous, calm, flexible, free from prejudice;

· ready to contribute to the development of others.

It is impossible to list all the personal qualities of managers and specialists. There are different points of view. Let's consider Russian literature on management and management. Professor B. Miller highlights the following: “Professional integrity, ability to take risks, commitment, enterprise and constant obsession with the task, the ability of a leader to listen to the interlocutor, the ability to speak in a way that subordinates understand without ambiguity in setting tasks, taking into account age, psychology, experience, temperament , ability to write correctly, conduct business correspondence, ability to behave with people. ..." (Miller B. Such simple and complex management! Interview, Ogonyok - 1989, No. 9, February, p. 3-5)

All the variety of requirements for managers can be summarized into three groups: ideological, business, moral and psychological. But it is important not only to correctly establish the objective requirements for the professional suitability of a manager. It is equally important to develop methods for recognizing them in people and to master sound technology for assessing and selecting personnel.

Values are what is important, meaningful, and worthwhile for a person. They determine his attitude to various attributes (meaningful signs) of life: social, material, spiritual. Even in ancient times, they knew that a person has spiritual strength, loyalty to his convictions and confidence in his rightness, which gives courage to overcome many difficulties. According to Aristotle, such a person is at the top level of spiritual greatness and courage. It consists in expressing love and hatred equally openly, in judging and speaking about anything with complete sincerity, and in valuing truth above all else, paying no attention to the approval and blame coming from others.

A person’s values are his point of view, which he is ready to firmly adhere to, fight for and improve. Values are not something that can be seen and therefore they escape understanding. They can only be recognized by studying the reactions and approaches that underlie human behavior.

Values can be determined by considering a person’s attitude towards the following attributes of life:

· to power (with respect, questioning...);

· to the result of the work;

· to risk;

· to help others;

· to life and work;

· to reward and punishment;

· to pleasures, etc.

Some values can be shared by all members of society, others are not. There may be complete support for views, agreement with views, ability to put up with, or complete disagreement. The development of a person’s value systems occurs through a rather complex process of upbringing, observation, and life experience.

As experience accumulates, the nature of a person’s values may change. When choosing a leader, it is important to know what moral and spiritual rules a person is guided by in life, work, and communication; what are his ideals and value guidelines?

The ideological qualities of a leader are understood as his ideological beliefs and views, his dedication to his work, his life position (life philosophy), which forms a certain system of values and ideals. In solving many issues that a manager encounters, there are usually several alternative solutions. He is given a certain freedom to choose what and how to do.

The choice of one option or another depends on what the manager considers valuable, that is, important and correct. The decisions made by a leader have a great impact on his life, on how he treats others, and what kind of person he becomes. Decisions made in the past determine behavior in the present; they become the basis of values.

Personal qualities - the ability to fulfill obligations and promises, determination and perseverance in achieving goals, innovative thinking, initiative, a high level of education and erudition, strength of character, fairness, tact, neatness, neatness, ability to win over, sense of humor, good health.

A separate requirement is the ethical standards of conduct for managers and specialists. Ethical standards are compliance with the norms, first of all, of business ethics, that is, the ethical standards of behavior of a manager in a market economy must be subject to his high moral principles and ideals and meet the growing requirements of the organization’s corporate culture.

In relation to the management of an organization, we should first of all talk about the following:

· profit maximization should not be achieved at the expense of environmental destruction;

· in competition you should use only “permissible methods”, that is, follow the rules of the market game;

· fair distribution of benefits;

· personal example of compliance with ethical standards at work and at home;

· discipline and moral stability.

· Personal resources of a manager and specialist are information and information potential in general, time and people. By skillfully using these resources, a manager or specialist obtains high results, constantly increasing the competitiveness of the organization he leads.

The effectiveness of management itself is influenced by:

· ability to determine the temperament and character of subordinates;

· ability to manage oneself;

· ability to evaluate and select efficient personnel;

· inventiveness and ability to innovate;

Knowledge of modern management approaches and market patterns. Limitations in the self-development of a manager or specialist. The concept of constraints is of some interest in this regard. Its idea is that all managers and specialists have the opportunity to develop and improve the efficiency of their work.

However, there are areas in which managers or specialists are incompetent, which is a limitation for them.

Having identified such limitations, you can focus on those factors that prevent the full realization of all the personal capabilities of a manager or specialist. In this regard, ten potential limitations in the activities of a manager or specialist are highlighted; special mention should be made of such a requirement as the formation of a team, the success of which in management practice is determined by the real leadership of the manager. Leadership always involves the use of power or the ability to influence others, as it is one of the important and effective mechanisms for exercising power in a group. Power itself can be built on personal qualities or on one’s position in an organization.

Leadership is the ability to effectively use all available sources of power to turn the vision created for others into reality. Since the effectiveness of leadership depends on the amount and type of power that the leader uses, an important question is: what are the sources of power and how should they be used to achieve greater effectiveness. A manager or specialist should keep in mind that the work collective, as a unit of society, performs two interrelated functions: economic and social. The economic function lies in the fact that the team carries out joint labor activities, as a result of which material or spiritual values are created.

The social function is to satisfy the social needs of members of the work collective - the opportunity to work, receive remuneration for work, communicate with team members, and receive recognition. Participate in management, use your rights in accordance with the law (right to work, rest, health care, etc.) Forming a team is a complex and contradictory process. This is due to the fact that the core interests and goals of its members have differences and contradictions (often personal goals and interests conflict with the goals of the organization).

Depending on the correspondence of individual goals and attitudes to group interests, we can talk about the social maturity of the work collective. The maturity indicator largely determines the nature and content of the manager’s managerial activities. The development of a team is a constant process, it continues and is expressed in the development of the creative forces of the team, self-government, strengthening the socio-psychological climate and strengthening the social sphere.

Analyzing the features of a modern leader, one cannot help but mention such an important value in managing an organization as the authority of the leader. Authority is the well-deserved trust that a leader enjoys among his subordinates, senior management and work colleagues. This is recognition of the individual, assessment by the team of the compliance of the subjective qualities of the leader with objective requirements. The authority of a manager or specialist is associated with the performance of basic functions according to the position held, supported by personal example and high moral qualities. In this sense, two statuses are distinguished:

· Real authority, determined by the actual influence of the leader, real trust and respect by his team (subjective authority). (Belyatsky N.P. et al., Personnel management: Textbook; Mn.: Interpressservice, eco-perspective, 2002. - 149 p.)

Thus, successful business managers realize that human resources deserve attention because they are an important factor in making strategic management decisions that determine the future of the company. For a firm to operate effectively, three critical elements are required: mission and strategy (its execution); organizational structure and personnel management. However, it is important to remember that it is people who do the work, come up with ideas and keep the company alive. And for this it is necessary that the organization’s personnel be highly qualified and professionally trained.

2. Methods and approaches for assessing the business and personal qualities of managers and specialists in the management process

It is very difficult to create an assessment system that is equally balanced in terms of accuracy, objectivity, simplicity and understandability, therefore today there are several personnel assessment systems, each of which has its own advantages and disadvantages. The use of modern methods of objective assessment of the work of managerial workers, and especially managers, in a market economy and the democratization of management is of particular importance. Carrying out such assessments on the eve of certification, during the election of a manager or specialist, when forming a personnel reserve for promotion, as well as in current personnel changes - these are the main practical directions of the assessment activities of organizations. Assessment is an integral and essential element in the labor management structure of managerial personnel.

The performance assessment system must provide accurate and reliable data. The stricter and more specific it is, the higher the likelihood of obtaining reliable and accurate data.

The following methods for assessing the business and personal qualities of a manager or specialist are distinguished:

1. Quantitative methods

2. Qualitative assessment methods

3. Assessment using the trait method

4. Assessment based on labor analysis

5. Functional assessment

6. Methodology for determining leadership style

7. Target valuation method

Quantitative methods

Quantitative assessments, for example, of an employee’s business and organizational qualities, are made, as a rule, using expert assessments. At the same time, to characterize a candidate for a position, 6-7 criteria are first established (taking into account the specifics of production and working conditions).

For example:

· ability to organize and plan work;

· professional competence;

· awareness of responsibility for the work performed;

· contact and communication skills;

· ability to innovate;

· hard work and efficiency.

For each of these criteria, based on studying the activities of candidates for the position, a corresponding assessment is given on a selected, for example, five-point scale (excellent - 5; good - 4; satisfactory - 3; unsatisfactory - 2; bad - 1).

Criterion scores are usually ranked in ascending quantitative order. For example, when assessing according to the criterion “ability to organize and plan work”:

1-clearly unorganized worker and manager;

2-does not know how to organize and plan his own work and the work of his subordinates;

3-knows how to organize the work process, but does not always plan the work successfully;

4-knows how to organize and plan his own work and the work of his subordinates well;

5-knows how to create and maintain a clear order in work based on effective planning.

In terms of their importance in the overall assessment of a candidate for a specific position, certain qualities always have different specific th weight, which is established by expert means. For example, certain values can be assumed based on the six criteria mentioned above.

To determine the overall assessment of the business and organizational qualities of a candidate for a managerial position, a special assessment sheet is drawn up. Naturally, the higher the overall score for each group of qualities, the more worthy the candidate is to fill a position in the management apparatus. The highest possible score is 5, and the lowest is 1.

Education, work experience and age of the employee must be taken into account when assessing business qualities. The point is that education - one of the main qualitative characteristics when determining the level of qualifications of an employee, work experience - a quantitative measure of experience, and age is related to work experience.

The most important conditions for the use of this method are to ensure the anonymity of the assessments given by experts and the validity of the selection of the composition of expert commissions. If anonymity is achieved through a special survey or testing, then the validity of the selection of experts lies in their thorough preliminary assessment, as well as in the methodologically competent and targeted formation of a quantitative and qualitative composition. For example, the main requirements for an expert are his competence in production management, morality, deep knowledge and recognized ability to solve special problems in accordance with certain functions.

The selection, coordination and approval of expert commissions are usually carried out by the head of the personnel department and the head of the organization. The head of the HR department introduces the experts to the assessment methodology with the help of a scientific consultant, who for the first time practically supervises all the work. At the organizational level, expert commissions (a commission for assessing management staff managers, a commission for assessing line managers of production departments, a commission for assessing management staff specialists) usually include 3 - 5, but not more than 7 people. In this case, the number of experts should include both the person being assessed and his supervisor.

Qualitative assessment methods

To date, a significant number of management personnel assessment systems have been developed in domestic and world practice, which can be classified on various grounds. The solution to the question of the content (or subject) of the assessment is one of the initial steps in the formation of any system. Analysis of what is the content of the assessment, namely: which aspects of management activity are subject to measurement, analysis and interpretation, allows us to identify several main approaches.

As an item Manager’s assessments in various methods are:

business and personal qualities (properties, traits) of managers and specialists;

characteristics of their behavior in various situations;

quality of performance of management functions;

characteristics of the management tools used;

performance indicators of the teams headed;

results of organizational activities;

the success of managers establishing and achieving management goals for specific teams.

A comprehensive assessment is also common, the content of which includes various combinations of the above-mentioned labor assessment items. The degree of development of each approach is not the same. Some (for example, quality assessment) have been brought to completely complete methodological support, and even automation, others (for example, target assessment) are presented only in the form of certain principles

Trait estimation

Assessment of managers and specialists using the trait method has become widespread. At its core - recognition of the influence of a person’s psychological properties on the characteristics of his activity. Among the methods , based on this approach, includes a scoring of the degree of expression of a certain set of business and personal qualities among managers and specialists, an assessment of those traits that are most correlated with the effectiveness of managers and specialists in specific teams. To do this, with the help of a computer, a list of properties is selected (without interpreting quantitative estimates) that most distinguishes each manager and specialist and helps to compile his business portrait.

The difference in methods is associated with the methods used to measure personal properties and the proposed lists of traits. However, despite the variety of modifications of such methods, the subject of assessment is the same everywhere - the personality traits of a manager and a specialist. As a result, a socio-psychological characteristic of the person being assessed is always obtained and the possession of certain properties is stated.

Experience in using such assessment systems allows us to identify their main drawback - subjectivity of the acquired knowledge. The reasons for this are rooted in the method itself, which is associated with the will and consciousness of the subjects participating in the assessment. This is not about obtaining biased or incompetent assessments, which is possible when implementing any approach, but about the very content of the assessment being made.

Assessment based on labor analysis

The determination of psychological properties based on the analysis of the work of management personnel occurs within the framework of situational assessment, which is, however, similar to trait assessment. Only in this case, relatively invariant features of the manager’s behavior, which manifest themselves in the process of solving specific management problems, act as stable psychological characteristics.

The situational assessment methodology provides for a procedure for selecting typical management situations in a specific team, the structure of which describes the work of the manager, and then evaluates his behavior. The rational basis for such an assessment is that the heterogeneity of the elements of the work situation in each case develops into a certain set of conditions and tasks of management activity. Solving these problems is extremely complex and the effectiveness of a manager’s actions is, of course, determined by his personal characteristics.

The basis of the methodology is the idea of managerial situations as units of analysis of the work of a managerial employee, however, it is their structure that remains insufficiently developed. The situations used during the assessment (lack of coherence in work plans with related departments, conflicts caused by unclear delineation of functions, lack of financial resources, understaffing of the department) are, in essence, only a description of individual management problems.

The results of assessing the behavior of managerial employees, as in the case of assessing qualities, is a socio-psychological characteristic, only more professionally oriented. It contains information about how (effectively or not) the employee acted, in which situations he was more effective and in which he was less effective. However, this method does not help to find out the cause of this behavior and its consequences.

Functional assessment

The functional assessment of a manager or specialist is based on an analysis of the work process, determining how well he copes with his job responsibilities. The work of a manager or specialist in this case is described in the structure of the specific functions he performs to regulate joint activities. For example, in one of the methods, management functions such as planning, organization, staffing, management and leadership, and control are distinguished.

This method is based on an idea of the special tasks of organizational activity, which distinguish managerial work from executive work and have some universal content, as well as an understanding of the place and role of the manager in the work collective.

We can say that the main tasks of his (manager or specialist) activity as a subject of management are:

· eliminating discrepancies in the approach, time of action, and efforts of individuals working together;

· setting and maintaining rules and norms of labor behavior and interaction in a team, as well as a certain value system in the world of work;

· coordination of general and individual goals of activity;

· ensuring the maximum contribution of everyone in obtaining the overall result.

The conditions of managerial activity, the sphere of joint work, and the parameters of the team being led only specify these tasks, fill them with substantive content, without changing the essence of the functions performed. Functional assessment has the virtue of being based on an analysis of what managers actually do. It allows you to identify weaknesses in the work of specific managers based on knowledge of the general tasks of management activities.

Methodology for determining leadership style

Analyzing the quality of work also involves determining the leadership style. A manager or specialist creates values not directly, but through other people, regulating their behavior and modifying it in the direction necessary to achieve common goals. The means for solving all problems in a team is a purposeful and systematic influence on people in the process of joint work.

The main things in the activities of a manager or specialist are the personal position, the style of business communication, and the chosen method of interaction with subordinates. And if the analysis of managerial functions allows us to reveal the content of the work performed by the manager and the range of tasks to be solved, then the definition of the leadership style reveals the system of responsibility brought by the manager or specialist into the work process and acting as an important means of his influence on other people.

With this approach, the subject of assessment is the nature of the relationship between the manager and his subordinates. It allows you to reveal the personal characteristics of a leader’s behavior in the system of “leadership-subordination” relations. The method of influencing people is of fundamental importance for the successful work of a manager and ensuring effective joint activities, therefore the assessment of the management tools used is an important aspect of analyzing the quality of managerial work.

Target valuation method

Goal setting underlies any management and is the most important element of managerial work. Target management is now seen as a necessary component of effective leadership. In addition, it is difficult to expect effective work from a manager (as well as from any other employee) while his final results remain unclear or at least the benchmarks to which he needs to strive are not outlined. This determines the rational basis on which this method of assessment is built.

The advantage of the approach is the ability to plan and control the activities of managers, outlining its goals and monitoring the degree of their implementation. The information obtained during such an assessment makes it possible to judge how well the manager worked and whether the intended management goals were achieved.

The weakness of target assessment is the fact that the manager may or may not achieve goals against his own will. And the point here is not only in the delimitation of competence, but also in the need to take into account uncontrollable or unforeseen factors - those circumstances that can significantly affect the results of a manager’s activities, regardless of his personal efforts. Therefore, using this method, only the operational work of managers is assessed. And although target assessment has not yet received proper theoretical and methodological development, this method is considered by experts as one of the most promising.

Conclusion

This course work examines the topic “Business and personal qualities of managers and specialists.”

The first chapter examines the theoretical aspects of assessing the business and personal qualities of a manager; approaches and methods of business and personal qualities of a manager that influence the management process have been studied;

Employees are workers whose work represents one or another type of mental labor. The content of the labor of employees differs significantly from the labor of workers: after all, the labor of workers is predominantly physical labor. Another difference between employee labor is that its results are difficult to directly quantify. Moreover, the results of the work of management personnel often do not become obvious immediately, but only after a certain period of time, sometimes quite long.

Organizations periodically evaluate their employees to improve their performance and identify professional development needs. Research shows that regular and systematic personnel assessment has a positive effect on employee motivation, professional development and growth. At the same time, assessment results are an important element of human resource management, since they provide the opportunity to make informed decisions regarding remuneration, promotion, dismissal of employees, their training and development.

In the structure of the organization's personnel, the category of workers with vocational education and the category of workers aged 40-49 years are more dominant.

Human potential, the ability of a leader to correctly set a goal and effectively manage resources become the main factor in the success of an organization. The problems of managing human resources of an organization come to the fore. An individual approach to a person allows an enterprise to achieve better results. A talented leader always acts as a role model among subordinates, colleagues, peers, and even higher superiors. Original management methods and norms of behavior are difficult to convey through conversations and moralizing; they are more effectively conveyed through behavior and actions that can be constantly observed during production contacts.

The modern approach to organization is a balanced combination of human values, organizational change and continuous adaptation to changes in the external environment. All this requires significant changes in the principles, methods and forms of working with people in the organization

WITHlist of sources used

1. Shevlyukov A.P. Financial management in an enterprise: a textbook. / A.P. Shevlyukov. - Gomel: GKI, 2009. - 562 p.

2. Belyatsky N.P. and others, Personnel Management: Textbook. Allowance; Mn.: Interpressservice, eco-perspective, 2002. - 352 p.

3. Vachugov, D. D. Fundamentals of management: Textbook.-M.: Higher. School, 2001.-367 p.

4. Personnel management: Textbook for universities / Ed. T.Yu.Bazarova, B.L. Eremina. - 2nd ed., revised. and additional - M.; UNITY, 2005. - 560 p.

5.Management: textbook for bachelors / under general. ed.I. N. Shapkina. - M.: Yurayt Publishing House, 2013. - 690 p.

6. Abryutina, M.S., Grachev, A.V. Analysis of the financial and economic activities of an enterprise: Educational and practical manual. - M.: Business and Service, 2003. - 318 p.

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