HR Director of the World Gym network in Russia Ksenia Poplavskaya.

An individual development plan (IPR) is a fairly popular and effective tool for working with employees. This is a kind of waybill from point A to point B: from professional today even more to professional tomorrow. The benefits for the employee and for the company are obvious, provided that the IPR will be used as a truly working tool for motivating staff, and not as a formality. In addition, IPR can truly improve the quality of work of employees.

What is the value of an individual development plan for an employee?

First of allIt is a satisfaction of needs. If and when the development program is drawn up taking into account the wishes of the employee, taking into account his professional and personal goals, then the IPR will be a tool to achieve the objectives.

Secondly, the employee quite clearly represents his professional movement within the company. This is important because It gives a certain sense of security, confidence in the future and reduces anxiety that occurs in situations where the employee does not understand and does not see the path of professional pursuit in the company.

Thirdly, the employee sees those priority areas of development that should be emphasized. This allows him to concentrate on certain points of development and track them in dynamics.

What is the importance of IPR for the company?

Using IPR as an element or an independent tool for intangible motivation, the company gets the opportunity to manage work goals and employee development goals. This allows you to coordinate the potential of the company’s employees and implement completely new tasks and projects.

It is also important that the company can monitor and track strong and weak zones in development and form new competencies for different projects and tasks.
  Of course, IPR is also actively used in work with the personnel reserve, providing an opportunity for employees to “grow” inside the company.

The development plan for each employee is drawn up exclusively individually - this is the very “salt” of this tool. The most successful combination: certification + IPR. Thus, we first determined the presence and level of development of competencies, and then formulated the need to strengthen them for the tasks of the business. It is worth noting that at the stage of highlighting the competencies that will “go” to IPR, first of all, preference is given to those that have priority for the company according to the strategy for the coming period.

If we talk about filling, then the IPR may include the following possible development modules:

1. Development through the solution of work tasks.This module involves setting such tasks for the employee, who will systematically develop the indicated competencies and skills from day to day. Here the responsibility lies with both the employee and the leader, whose duties include the formulation of such tasks and monitoring the quality of implementation.

2. Project work.  If competencies are planned for a project, then participation in this project or a demo project will be the testing ground for development.

3. Feedback from an expert.  If there is an opportunity to receive competent and developing feedback on the basis of the work done, then this tool should be used. An expert will act as a mirror, indicating that it is already working well, and that so far requires attention.

4. "An equal teaches an equal."  The possibility of "pollination" is always a working way to learn something new from your colleague. Such formats can be organized both in the form of groups and in the form of individual meetings.

5. Internal trainings.  If the company has a staff of trainers, then, of course, this resource in the development of an employee should be invested in IPR. The main thing is that it is appropriate.

6. External.  To use the resources of the environment is no less valuable. This can be not only a live seminar // training, but also open lectures on YouTube, distance learning courses.

7. Professional literature.  Reading is always useful in terms of broadening the vision and fueling new ideas. A professional library is also included in the development module.

What points are of fundamental importance when compiling an IPR:

1. To state the development goal as clearly as possible, so clearly that it can be “measured and calculated”.

2. To fix the criteria by which it will be obvious: the development goal is achieved or not.

3. Only priority competencies should be included in the development plan. Priority is determined by company strategies.

4. The proposed activities should be of a practical nature only. The key question when choosing a developmental activity is: “How can I apply this knowledge in my work?”

5. Measure the timing. They must be real. It is also important to remember that there is the main work where the development program is “embedded”.

6. Control of intermediate results in the implementation of IPR. “On the shore” agree with the employee about at what stage and in what form the results will be taken.

An example of an individual development plan for a World Gym employee in Russia.

Interesting prospective employees, increasing their motivation and loyalty can be, if you help them in self-development, show career opportunities in the company. An individual development plan for each employee is useful for this.

From the materials in this article you will learn:

An individual employee development plan is a quality tool for developing the company's human resources. Thus, the company fulfills its needs for employees with certain professional skills, on the one hand, and on the other, it increases the competitiveness of products and services. From the position of an employee, this is a way of developing professional skills in order to comply with their job descriptions, career advancement within the enterprise. In this article we will talk about what constitutes an individual employee development plan, consider its contents, principles of compilation and structure.

What is an individual employee development plan

An individual employee development plan is essentially a career chart or a list of sequential steps for

achievement of certain competencies and skills needed by the company and directly to the employee. This is a transparent career development scheme for personnel in a particular company. It allows you to capture the needs of the company and create leverage to meet this need.

From an employee’s perspective, an individual development plan is one of ways of motivation, the employee will clearly understand his position in the company, know the level of opportunities that depend on him personally. This gives high chances for personal growth, and as a result for material incentives. Thus, the company increases loyalty and level of productivity, quality of products and services.

An individual development plan is a specific document tailored for a specific employee, presenting a list of specific activities and placing emphasis on those areas that the employee should study, where he will receive certain skills.

The content of the individual development plan

Activities that contain an example of an employee’s individual development plan are divided into training, development and consolidation. A career chart may include:

• list of events for external and internal staff training(indicating the training format, with or without separation from production);
• individual lessons (with a coach, mentor);
• inclusion in the work on certain projects with the development of certain skills and gaining experience;
• horizontal training;
• appointment as an assistant, trainee;
• use of self-study method with homework;
• certification

The initiator of the preparation of individual employee development plans is the head or HR manager. The employee himself can use this tool, compiling it on his own and coordinating it with the head and the HR service. This tool is used as a tool for career advancement, in order to improve the skills of employees, exchange experience (horizontal coaching), at a higher level - this is a way to increase the competitiveness of products and services.

Drawing up individual plans also increases the loyalty of employees who are included in the personnel reserve, but who do not see the possibility of career growth. By frequency - plans are drawn up for six months to a year, for TOP management - for three to five years.

The best way to track employee qualifications is to write down formal requirements for each position in the Staff Training Regulation. The presence of certain criteria will allow for a qualitative analysis of the development of the enterprise, and, if necessary, to correct it with a system of measures included in the development plans of specific employees. It is advisable to draw up plans in the format of a dialogue between the leader and the employee - feedback will help to prepare an effective document and obtain the absentee consent of the employee for its implementation.

The principles of drawing up an individual development plan and its structure

Drawing up an individual plan begins with preparation. The first step is assessment of employee qualifications, its growth opportunities from the point of view of the employee, his manager and HR manager. Based on this assessment, a schedule of events is compiled whose principle is development from simple to complex. This should be a logical sequence of training activities, indicating the timing, frequency in the training format.

To draw up individual development plans, you can use specialized software or universal software modules. This will optimize the process of filing applications for the preparation of plans, their accounting, summing up and budget planning (with subsequent assessment of its use) for the development of a specific employee, as well as specifically for the cost of working with personnel reserve.

A universal example of an individual employee development plan

As a rule, an individual development plan has a universal structure. It contains information about a specific employee and a list of professional tasks facing him. In addition, the plan should provide specific recommendations that will enable it to achieve its goals:

• to develop corporate competencies and business qualities;
• develop professional skills, knowledge and skills.

An individual development plan has a certain structure, we offer you the following components:

1. Employee data (skill level, experience, personal data).
2. A list of professional growth challenges facing him.
3. List of recommendations to achieve the objectives.
4. Development Goals (in a table format, indicating the timing of achievement, methods and a list of specific actions).
5. Criteria for evaluating the results: they will allow you to evaluate the development plan from the position of the employee, his manager and HR service.

“I have been conducting trainings for 12 years, and here’s what I’ll tell you: there are many other ways to develop skills and gain knowledge. Moreover, in some cases they are even more effective than trainings. ” Anton Krasnobabtsev tells how individual development plans for employees help to survive the crisis.
  So, "PIR" during the plague.

about the author

Anton Krasnobabtsev, business trainer, managing partner of Key Solutions training company. He has been conducting trainings since 2002.

He completed a number of projects for the companies Sberbank, Rosatom, Gazprom, VEB Leasing, Inditex, SIBUR, TMK and many others.

He led the staff service of a distribution company, a group in a training company, worked as a head coach.

Work with efficiency - inexpensive?

The crisis requires the company to change, increase its effectiveness. Now you have to sell more and more quickly, serve better, make decisions faster, manage more efficiently ... For this, performers and managers need to acquire new skills and improve those that are already mastered.

And here there is a clash with the harsh reality: there is no money in the budget for additional training, especially in a crisis. But are they always needed? Is this problem solved only by expensive trainings? My answer is no.

Non-training development

I have been training for 12 years, and here's what I can tell you: there are many other ways to develop skills and gain knowledge. Moreover, in some cases they are even more effective than trainings. In addition, they complement the latter very well, increasing their effectiveness.

Self learning

The simplest option when you need new knowledge is to learn on your own. In a matter of minutes, material can be found on the Internet on almost any topic - from the cold ringing technique to the accelerated orchid cultivation. And these will be not only detailed written manuals, but also videos.

Specialist supervision

If there is a person nearby who has the necessary skill, then he can be an excellent visual aid, and 100% practical. To look at the actions of a colleague in a working environment, to get an explanation and advice, to try to do something together - this is how a professional, even without teaching talent, turns into a mentor.

There is no expert in the company? And if you "ask" for an internship to an external one - perhaps even for free or for symbolic money.

Student Parsing

The holder of the necessary skills is also very useful to evaluate progress and set the direction for further development. Watching and arranging the work of the “student” on the shelves, he renders an invaluable service to that: he points out errors, how to fix them and shares “chips”.

If the work cannot be observed directly, then audio and video recordings can be used for parsing. Sometimes, to obtain valuable feedback, a verbal description is sufficient: such as “I did so, this happened, then I did this and that”.

I am sure that any specialist working with people needs qualified feedback regularly, at least once every six months.

This feedback is especially important after training, self-training or learning from experience. It is very difficult to look at ourselves from the outside, because of which it often seems that we are doing everything correctly, using technology, although in fact we are missing a lot of unobvious, but significant details.

In active sales, this is so important that the practice of “double visits”, or field support, has become almost indispensable, when a mentor is sent along with a sales representative to analyze the work of a newcomer.

Development during work

At the training, with independent study of the material, when taking experience or receiving feedback, a person acquires information not only for reflection, but for use. Algorithms, effective techniques, "chips" - all this must be entered into your work.

To do this, it is necessary to determine what work situations will allow us to develop each of the skills and how.

For example, we read time management material and decided work out the Eisenhower matrix prioritization.

We will do this, firstly, at the end of each working day, and secondly, every time a new task arrives.

How exactly: to compile (supplement) the list of tasks, paint them according to the squares of the Eisenhower matrix, and during the day do first tasks from the first square, then “steaks” from the second and so on.

Development in the process of work is practically the only way to develop skills, and more effective in this than training. Its convenience is that for the development of skills do not need any resources other than working situations.

But what if these same situations do not exist? For example, how to develop leadership skills for a specialist talent pool? After all, he most likely has not yet to lead someone!

"Special projects"

You can create other work situations! These are tasks that go beyond normal duties, for example:

in order to develop leadership skills, you need to be a mentor for someone or head a project working group;

to develop negotiation skills - to meet with a new, more complex type of client (for example, with top officials);

to develop presentation skills, prepare and conduct a small training for colleagues on this topic.

Development plan

Defining development goals

A systematic development plan begins with development goals that call situations in which efficiency needs to be improved; set the direction for improvement; motivate the employee.

There are two main approaches to setting development goals.

Achievement of performance indicators, for example:

• Fulfill the sales plan add. equipment for May is 100%.

  To come to the average size of the discounts provided that does not exceed 5% of sales in May 2015.

Achieving quality changes in the work, for example:

• Learn to use an individual motivational approach to each subordinate before September 1, 2015.

Each approach has its advantages. In the case of the first, development is easier to control, and the second does not forget about its essence.

It is important to “sell” all the work with the development plan to the employee, so that he understands why he needs all this and why he needs to act in this way. Such an understanding increases the initiative and responsibility of the employee, eliminates the need for “educational conversations” and unnecessary control by his manager.

So, the tools and goals are defined, now you need to create a development plan that will involve them.

We draw up an action plan with control points

Of course, it is necessary to do this together with the employee, so that he is a co-author of the plan, and the selected actions are realistic and productive from his point of view.

For the plan for each goal, you can use the following form.

Track progress and move on.

Periodically, for example, once a month, meet with an employee to discuss progress, improve the plan, and set new development goals.

This approach makes the employee responsible for their development and gives better results than episodic trainings.

Problem 1. What to do if an individual development plan drawn up for an employee does not work?

Problem 2What if the employee does not agree with the individual development plan?

Problem 3.How often to adjust an individual development plan?

The situation on the labor market is such that it is becoming increasingly difficult to find a person who is suitable for both professional and personal qualities. Therefore, the training and development of employees is becoming one of the highest priorities for many companies. How to retain key and promising employees? How to maintain the personnel potential of the company? The solution to these problems can be individual development plans, which are a necessary tool in career planning for staff. In addition, without it, working with a personnel reserve, as well as attracting young specialists to the company, is unthinkable.

What is an individual development plan for?

The individual plan contains a detailed algorithm of actions to develop the necessary qualities, knowledge and skills of the employee, which will ultimately increase the personal effectiveness of an employee. As a rule, a plan is drawn up for a period of three months to one year. It is optimal to create an individual plan as an element of an integrated system of adaptation, motivation, training and personnel assessment. In this case, an individual development plan will be useful for both the employee and the company (table 1).

Individual Plan Benefits

Marina Shurupova,head of Human Resources, United Consulting Group (St. Petersburg):

“One of the factors determining the success of an individual development plan is the active position of the employee, his need, willingness and desire to participate not only in the development of the plan, but also in its implementation. I know an example when the plan was not implemented, because the employees were not interested in this.

So, in one trading company for the reasons of undeveloped customer service and low motivation of sellers, the process of falling sales began. The leaders of the company, together with an invited consultant, developed a number of events: a series of trainings, the introduction of a new sales technology and a new bonus system. In addition, an individual development plan was drawn up for each sales manager. What is the result? Riot on the ship. Employees refused to participate in trainings and training events. After identifying the reasons, it turned out that when choosing the trainings, the interests and wishes of the salespeople were not taken into account, while they had low awareness of the learning objectives and were not ready for changes - each of them was held hostage to their habits and measured work process, and at the same time considered himself a unique specialist. ”

HR vocabulary

Individual development plan  - This is a document containing the goals and training program for the employee, the development of his professional and personal qualities.

Who draws up an individual development plan?

Ideally, an individual development plan should be drawn up by the leader along with his subordinate during the conversation. The HR manager oversees this process. It will be necessary to evaluate the effectiveness of the activity: the results of certification and other types of employee ratings will be useful. Try to ensure that the employee takes an active part in the development plan. This will make it possible to more accurately determine his needs, career expectations, wishes to develop in one direction or another, etc.

An individual development plan, as a rule, consists of three blocks:

• data about the employee (full name, position, etc.);
• list of competencies that need to be developed;
• actions that an employee must perform to develop competencies.
• In addition to the above, the following information can be included in an individual development plan:
• about the position replaced by the employee;
• about possible employee movements in the company (within the framework of both horizontal and vertical growth);
• the employee’s goals regarding professional growth;
• about possible career prospects *.

Elena Guryeva,personnel Selection and Adaptation Manager, Stolia Group of Companies LLC (Volgograd):

“There are times when one of the employees does not agree with the individual development plan. To avoid this, it is necessary, first of all, to motivate the employee to fulfill the development plan. How to do it? First, it is necessary to explain why such a plan is necessary, to show with concrete examples what positive changes in the career its implementation will lead to. Then describe each item in the plan, discuss what each side will receive in the end. It is important not to impose a development plan on the employee, but to help him decide on the methods and training methods that will contribute to his career. It would be ideal if he independently prepared a plan for himself and presented it for approval to the head. ”

Who needs an individual plan?

• key specialists;
• personnel reserve or applicants for high positions;
• managers of all levels.

In practice, an individual development plan is drawn up mainly for key specialists and applicants for senior positions.

Tatyana Iliopulo,

“In our group of companies there is the possibility of both professional (horizontal) and career growth (vertical). We use horizontal development if employees are not capable of being managers (and the company does not always need this). Such employees have the opportunity to learn new knowledge and skills in the field of their functionality or in related fields, to become mentors, participants or leaders of new projects and innovation groups. For horizontal development, we do not draw up a detailed development plan. A simple list of events is enough. Strategically, their implementation is monitored by the top management of the company (twice a year), and more quickly - by direct managers and staff service personnel responsible for this work. Vertical development is planned for employees who share the company's values \u200b\u200band are very loyal. For them, a well-developed and long-term career development plan is compiled. ”

When drawing up an individual development plan, take into account not only the goals and expectations of the employee, but also his fears regarding the implementation of the plan.

How often do you need to adjust your individual development plan?

For effective work with the plan, its adjustment is necessary. We recommend that you adjust the development plan at least once every six months after evaluating the results, for example, in the form of an individual conversation. In addition, ask staff about the results and the need to change development plans.

In what cases is it necessary to make adjustments to the plan? It so happens that the position that the employee claims after the implementation of the plan is released earlier (for example, in connection with the dismissal of an employee from a replaced position) than his development plan is implemented. In such situations, many employers take risks and put forward to a leadership position, clearly not fully trained employee, but with great desire and ability. In this case, certain changes need to be made to the plan, for example, to reduce the amount of theoretical training and to focus on the acquisition of practical skills necessary for the leader. Also, the reasons for adjusting the plan may be a low motivation of the employee to fulfill the plan, its formal execution or lack of time for training.

Possible problems in implementing an individual plan and how to overcome them

After the development and approval of the plan by both parties, the company may encounter difficulties in its implementation. The most common problem is the lack of motivation. To avoid this, make sure that the plan is balanced and takes into account the personal aspirations of the employee. Then there will be no problems with motivation.

The second problem - the development plan exists only on paper or is carried out formally. To avoid this, it is necessary to clearly plan the professional and career growth of the employee. For this, it is necessary to determine the employee’s potential, his development needs and, most importantly, whether his growth within the company is real.

Third - the employee does not live up to the expectations of the employer according to this plan. The reason for this may be a lack of understanding of the development goal by the employee or improperly selected training. In the second case, it is necessary to clearly determine what theoretical and practical knowledge the employee needs, and correctly indicate the preparation time. In addition, it is necessary to focus on the acquisition of practical skills that are useful for the job.

Lada Seredyuk,deputy General Director for Human Resources of Navigator LLC (St. Petersburg):

“When an individual development plan is formally implemented or does not work at all, the first thing that really needs to be done is to identify the causes and errors that led to this situation. For example, talk with an employee, find out what prevents him from implementing the plan, are there any results after completing the training programs, what you liked and what, in his opinion, needs to be changed, etc. If the employee has not met the expectations of the employer, do not blame this is just him. This means that when drawing up an individual plan, a clear development goal was not formed that was equally understood by both the employee and the employer. Having an agreed goal, we can outline the smaller stages of the plan. Any task is always easier to solve when we break it into smaller ones. "

In addition to an insufficient level of motivation and formal execution of an individual plan, the following organizational risks may arise:

• cancellation of part of corporate courses (for example, in connection with the dismissal, illness of an internal trainer);
• termination of relations with the training company (for example, due to a reduction in training costs, the provision of low-quality services, etc.);
• reduction or freezing of the budget for training;
• priority of business goals over the goals of an individual development plan.

To keep these risks manageable, consider how you can support your employees and managers in the implementation of an individual plan; do not forget to control the implementation of the plan (diagram on page 94).

Tatyana Iliopulo,deputy Director for Human Resources and Organizational Development of the Novard Group of Companies (Moscow):

“The main problem that we face when implementing an individual development plan is the employee’s workload. As a rule, you need an understanding of the person himself, that for development you will have to sacrifice a part of your personal time. If it exists and manifests itself in practice, then this is already 80 percent success.

Ideally, when an employee completed the development plan and a month later took the position to which he was raised. But in practice this does not happen often. As a rule, you have to wait for some time (six months or more) when the corresponding vacancy appears. And here the main thing is that the employee does not burn out. The competent work of the personnel management service of the company will help in this. ”

An individual employee development plan is one of the tools of the personnel management system. According to some experts, in order to reduce risks when implementing an individual development plan, it is necessary to give preference to candidates who are initially aimed at professional development and perceive the individual plan as an aid in determining the direction of their development at the stage of hiring employees.

Do not use the components of material motivation (bonuses, bonuses, etc.) to interest the employee in the implementation of an individual plan. As practice shows, in such cases, the staff begins to perceive the individual plan as a source of income and formally relates to its implementation.

In work in any position, the moment inevitably comes when the usual duties are performed with eyes closed or, conversely, functions appear that require new knowledge. This significantly reduces the motivation of workers and adversely affects the efficiency of their work. In order to avoid this, prudent managers draw up a professional development plan for each employee. For both parties, this is a convenient tool for the development of professional qualities and, as a result, business.

The problem of staff development in many companies today is very acute, as it is due to staff shortages and the value of financial employees in the labor market. In order to retain qualified personnel, employers are trying to solve this issue through the professional development of employees, building a career plan, inclusion in the personnel reserve.

Employee Professional Development Plan

An individual professional development plan is a document that fixes the planned promotion of an employee through the ranks for a period of one to three years (possibly five) and qualification requirements that satisfy each position. A professional development plan typically includes:

The competencies that the employee possesses now;
  competencies requiring further development;
  list of activities to develop the necessary competencies;
  internships that will allow you to get acquainted with the functions of the position in the reserve of which this employee is included;
  the result to be achieved during the internship;
  a plan for the delegation of duties stipulated by the position for which the employee is reserved;
  terms of development of competence;
fact of execution of an individual development plan and comments.

In the individual development plan, specific real terms are set for the development of the skill to the required level.

The procedure for working with this type of document in an organization can be centralized, strictly regulated and distributed by responsible executors: personnel management service, organization heads, heads of structural divisions, employees. And it can be informal, taken only to the level of, for example, the head of the financial and economic service.

The organizer of the centralized process of drawing up professional development plans, as a rule, is the personnel management service. At least the leader and his subordinate should take part in this process. The most difficult part in the formation of such a plan is to identify the problem areas of the employee, that is, assessing his strengths and weaknesses in professional knowledge, experience and behavior. It is more correct to call these zones development zones, since they can form the basis for achieving even greater efficiency and effectiveness of the employee’s activities. Therefore, an employee’s professional development plan is usually drawn up based on the results of an assessment or certification of competencies.

An individual development plan is a rather flexible tool for retaining key personnel; it can be updated and adjusted annually at the request of both parties. Employee career planning, as a rule, takes place in a certain direction, which also satisfies both parties, depending on what tasks the employee will have to solve in the future and in which projects he will participate. Both parties must find a compromise so that the employee’s development is planned in accordance with the goals of the company to ensure the solution of its strategic tasks and at the same time satisfy his personal needs.

The procedure for drawing up a professional development plan

Work on the development of employees' competencies includes several stages, the main of which are: drawing up a professional development plan on the basis of the available budget and tasks solved by a particular unit, assessing staff knowledge and adjusting the plan based on the results.

The most time-consuming and important is the second stage, namely the assessment of the knowledge of workers. This is the basis of the entire personnel management system, since without it it is almost impossible to obtain objective information about employees, and therefore, it is difficult to make informed management decisions. The presence of an objective assessment system in the company is also a strong motivating factor for employees, because if the assessment is regular and inevitable, and its criteria are known to employees, that is, they understand how the assessment results will affect the income level, what are career prospects and development opportunities, this is an incentive for the employee to improve their performance.

Types of developmental events may be as follows:
1. Workplace development.
2. Special projects / assignments / temporary appointments.
3. Learning from the experience of others.
4. Search for feedback.
5. Self-training.
6. Trainings and seminars.

To assess the implementation of the professional development plan, a special report form is being developed. But in some cases, it is permissible for the structure of the plan for professional development to include the item “Status of achievement of goals”, where, at the end of the planned period, the employee’s self-assessment and manager’s assessment of the results are entered.

The benefits of working with a professional development plan are obvious:

The professional development of the employee becomes organized and focused, rather than spontaneous;
  the plan allows you to correlate the direction of professional development of the employee with the current and future needs of the unit;
  it allows you to take into account the interests of the employee in his professional development;
  based on the results of evaluating the implementation of such a plan, the employee regularly receives feedback on the development of his professional competencies and better understands the organization's requirements for a occupied or promising position;
  competently built work on professional development plans motivates the employee to further work in the organization. But there are also disadvantages of working with such documents:
  to plan in a situation of instability and dependence on a large number of external factors is not easy, especially the professional development of employees;
  professional development plan is a rather complicated tool in the work: for its preparation, monitoring and evaluation of performance, it is necessary to allocate a lot of temporary and personal resource of the leader, since all procedures are carried out in the form of a personal conversation;
a professional development plan can easily turn into a formal document, which the organization or unit does not attach much importance to - in this case, the organization receives an employee demotivation tool.

Personnel Assessment Methods

There are several types of assessment that depend on the purpose of the assessment. This refers to the quantitative or qualitative assessment of the employee or a comprehensive assessment of him as a member of the organization.

Quantitative assessment is used to determine employee productivity. Its methods include the use of a given score for the achievements and mistakes of the employee, expert and coefficient assessment of his activities, all kinds of professional and psychological tests. This type of assessment is more suitable for employees in the sphere of material production. If we talk about people who are mainly engaged in intellectual work, then a quantitative assessment alone will not be enough. However, as well as high-quality, because they give a very conditional idea of \u200b\u200bhow efficient the employee is. A qualitative assessment allows you to evaluate the personal qualities of the employee, for example, his horizons, skills in conducting business negotiations and communications. For this, assessment interviews, discussions of a group of experts with the evaluated employee, arbitrary (written or oral) presentation by the employee of the vision of his work and functions, systematic observation and evaluation are used.

Since the goals of personnel assessment mentioned above are very diverse, the use of only one group of assessment methods can lead to undesirable and obviously incorrect results. Consequently, a comprehensive assessment helps reduce the risk of a random result.

There are also several types of integrated assessment:

Assessment on the principle of 360 degrees, that is, an assessment by the immediate supervisor, subordinates, as well as colleagues standing on the same hierarchical level with the assessed employee and interacting closely with him. This method also includes employee self-esteem. During the assessment, the certified receive feedback that allows them to understand how much the assessment of others corresponds to the self-esteem of the employee;
  MBO method (Management by Objectives), i.e. management by setting goals. The employee, together with the immediate supervisor, formulates his main goals for the coming period (usually a calendar year);
grading system (levels). This is a positioning system in accordance with company policy. Grade posts is determined based on the analysis and assessment of key factors (criteria). Personnel assessment according to the grading system - an assessment of the abilities and qualities of employees according to key factors for the subject of their position.

The most complete form of assessment is the assessment conducted by the assessment center (assessment center), that is, the personnel assessment center. However, the most common and convenient way of assessment is certification.

Certification of staff.

Certification answers questions about how fully a person corresponds to his position, how effectively he puts his knowledge and skills into practice. Regular certification of employees allows you to solve the following goals: informing employees about the requirements of the company to their positions; determination of the need for training and staff development; ensuring compliance of the qualifications of employees with their positions; adjusting the level of employee remuneration to their qualifications. Certification provides an opportunity to answer the questions: “what to teach?”, “How to teach?”, “Whom to teach?”, To plan training for certain categories of employees, to identify the most promising employees, in the development of which it will be profitable to invest in the company.

It should be understood that certification is always carried out in accordance with predetermined criteria and covers a certain period. Therefore, it is necessary to identify these criteria and establish the frequency of certification, for example, annually or twice a year.

Then you need to create a certification committee consisting of three to five people, who will be entrusted with the development and approval of the certification procedure. The Committee determines the key principles for certification in the company, a list of competencies for employees and managers. All key principles of certification of employees of the company are reflected in the certification, which is the result of the work of the committee. After approval of the certification provision, informing and training of managers and employees of the company is carried out. Certification should be carried out throughout the company, starting with top managers and ending with ordinary employees.

When determining experts for assessing an employee, one must proceed from the following: firstly, the assessment of the immediate supervisor of an employee is the most important point in certification. Other experts may be employees of the same unit in which the person being evaluated, as well as other units interacting with the employee. This is necessary in order for some important part of production behavior to be evaluated "from the outside." As a rule, we are talking about functional managers or project managers. For example, a branch accountant will be evaluated not only by the branch director, but also by the chief accountant from headquarters. However, an expert can be only one who was an internal client of an employee and could directly observe his production behavior. An important point when using several experts is the approval of the assessment.
The head speaks to the employee with a single assessment and development recommendations. Ideally, the harmonization of estimates should be as follows. The head of the employee and each of the experts gives his assessment. Then they meet and discuss each competency, according to which expert assessments differ from the assessments of the head of the employee. The result of this discussion is the final assessment of this competency, adopted by all experts.

Another important point is the obligatory self-esteem of the employee, which allows him to once again analyze his activities for the reporting period, pick up facts, and think over steps for self-development. For a manager, employee self-esteem is a great way to save time and concentrate on analyzing discrepancies in assessments and substantiating your point of view.

Certification of employees of accounting services can be carried out in the manner established for the entire company. According to the author, it makes no sense to evaluate the professionalism of accounting and financial staff by any quantitative indicators. They are difficult to determine for this type of work and it is unlikely that they will give a real assessment of the professionalism of the employee.

The following competencies may be assessed for financial service employees:

1. Professional knowledge and the degree of their application in the performance of assigned tasks. Here, professional qualifications and the quality of the work performed should be evaluated: is there a need for finalizing the tasks, the presence of errors, the independence of the tasks performed and their timeliness, the possibility of using the employee at the discretion of the company, that is, his mobility.
2. Business and personal qualities. It assesses the employee’s performance, his responsibility, attentiveness, ability to prioritize and make independent decisions, analytical skills, initiative, ability and desire to learn, as well as the ability to establish good working relationships with colleagues, understanding and observing the interests of “internal and external” customers.
3. Social characteristics. The employee’s observance of the rules established by the company, loyalty to the company is evaluated.
4. For service managers, management skills are important. Here, administrative abilities, the ability to plan, distribute and organize the work of subordinates can be evaluated. The ability to ensure quality control at all stages, to listen and communicate with subordinates.

Adjustment of the plan according to the results of certification

The last stage in the preparation of a professional development plan is its adjustment. Usually at this stage a post-certification interview is conducted between the immediate supervisor and the employee. The manager says that the employee’s self-esteem and the expert’s assessment differ in general, and steps are outlined to improve production behavior in problem areas.

Recommendations

Many managers fear that after employees undergo the necessary training, in some cases they will confirm their qualifications with appropriate certificates, they will certainly leave the company. Of course, such a risk always exists, because, by improving qualifications, an employee increases his market value. But keep in mind that the employee also understands that a company that invests resources in its development is a very attractive company. If his financial and career prospects in a company that provides him with an opportunity for development are transparent to him, he understands that he is valuable to the company and will also make efforts to return the resources invested in him through quality work and loyalty to the company.

To minimize the possible negative reaction of employees to certification, it is necessary to devote sufficient time to the preparation of certification measures. As a rule, the excitement of employees arises from a lack of information and a lack of understanding of the objectives of these events. Therefore, before the start of certification, it is necessary to inform the staff about the upcoming event, its goals, procedure and expected results.

With proper training of personnel for certification, employees will understand that they should not be afraid of dismissals or any other negative consequences of certification. On the contrary, they can see good prospects and opportunities. Employees will be able to prepare for certification in advance if they think ahead of time about what they want to achieve in the company and, accordingly, what they need to learn and what skills and competencies to develop.