Personnel Assessment: How to Do It Effectively | Human Resource Management System

For any company, there is no more meaningless, expensive, and demotivating event than the classical annual appraisal of employees for their positions.

How does certification usually take place?

First, the personnel department staff prepare a set of documents, then a meeting of the attestation commission is held.

The attestation commission and the head of the department evaluate the employee: he is invited, they talk to him, they say something to him, the employee is worried or ... bored, the members of the commission get bored, sign documents...

We are convinced that this process is harmful to the company for the following reasons:

• It does not make sense to assess personnel once a year;
• Almost all employees are involved in this process, all of them are distracted from their direct work, which is ineffective spending of funds on their salaries and renting premises;
• Assessment of personal and professional qualities for a person is always a very exciting situation, in fact, a test, if done formally, will cause disrespect for the employee and the whole company, if the assessment is overestimated, it will lead to the fact that the employee will be spoiled if the assessment is underestimated then the employee will be offended.

As we can see, it is very difficult to conduct an adequate assessment of personnel in order not to get into these situations.

Who needs certification?

The general director of the enterprise?

Hardly.

It is only needed by the personnel department for processing the documents necessary, in turn, to comply with labor laws.

In this article, I am not going to urge you to break the law.

I will offer you an easy way to assess and develop staff from a common-sense point of view.

At the same time, labor legislation will be respected.

What needs to be done to simplify personnel assessment as much as possible, to make it effective and at the same time not to violate labor laws?

It is necessary to put on a systematic base for the process of evaluating employees for their positions and direct the development of personnel in the right direction.

How to do it?

To solve this problem, I recommend applying the following basic principles:

1. Systemic basis, transparency, clarity for all participants, universal coverage, and consistency.

It is necessary to introduce an internal culture in the company in which personnel assessment is not a one-time event, but an ongoing process.

Moreover, the process is transparent, understandable to everyone, natural, not annoying anyone, and most importantly - effective.

All employees should feel that the introduction of a new personnel appraisal system is not a new fashionable hobby of the director, which will soon "die" by itself, but that it will be forever.

It is necessary to implement this system absolutely throughout the company, preferably at the same time for employees of all job levels (including managers).

2. Lack of fear among employees.

Instead, cooperation, trust, and respect.

If employees are afraid of the consequences of the assessment, then it will be very difficult for the company to implement a new personnel assessment system.

We recommend implementing the new personnel appraisal system in two stages.

The goal of the first phase is to simply implement the system as it is and learn together.

It is advisable not to fire or demote anyone at this stage.

And according to the result of the second stage or between the first and second stages, take some measures.

3. "Nothing personal just business".

Employees must meet the criteria for their position - this is an undeniable fact.

If an employee does not correspond to the position, then something needs to be done with it, no matter how good personal qualities this employee may have.

Maybe not at the first stage of introducing a new assessment system, but at the second - it is obligatory.

In order to make it as easy as possible to implement a new personnel assessment system, the company should have:

• Actual functional distribution (linking positions to functions) and actual organizational structure as a tool for managing people and tasks;
• In the functional distribution for each position, the required ideal level of employee qualifications for a given position and for a given set of tasks is indicated in the form of a very brief note in any convenient form;
• In the functional distribution for each position for the required ideal level of qualification of an employee, the amount of remuneration that should be paid to an employee with such a level of qualification (this amount does not have to correspond to current salaries) is stated.

If some of these points are not in the company, then it is better to first work through these points, and only then change the personnel assessment system. To make this task more precise manner you should install a human resource management system.