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63- documents regulating the procedure, organization and construction technology of the facility;
- documents regulating the procedure for performing individual operations, works and including requirements for the sequence of operations, workplace equipment, quality of work performed, methods and procedure for its control;
- documents on labor protection and safety;
- documents on fire safety of construction and operation of facilities;
- documents on the assessment of the impact of construction and operation of the facility on the environment and the development of appropriate preventive measures [1].
Thus, the personnel management system of a construction company should be built taking into account the specified industry specifics. The system includes three subjects of personnel management of a construction organization - the head of the organization, the personnel management service, the line manager (site manager, foreman, department head). The personnel of the enterprise is its main resource. Lack of well-coordinated, high-quality work of the personnel negates the provision of the enterprise with other types of resources, including financial ones. The personnel management system of a modern construction organization should take into account the specifics of the construction industry, its current problems and global trends in
the development of approaches to personnel management. One of the most pressing problems of construction in modern conditions is to ensure the appropriate required quality of construction and installation work, which requires appropriate staffing of construction organizations. Also, the problems of personnel management in construction are: limited methods of personnel assessment; spreading the practice of temporary hiring of workers; decrease in the level of prestige of the profession of a builder.
References
1. Bulat R. Ye. Legal norms and psychological support of personnel management in construction / R. E. Bulat - SPb: Business press, 2010. - 197 p.
2. Bulat R.E. Theory and practice of forming the readiness of workers of construction organizations for professional activity: search, attraction, assessment, selection, hiring, adaptation, training, certification, dismissal of personnel, documenting personnel work / Bulat R.E., Mosin M A. - SPb: Stroyizdat, 2008 .-- 212 p.
3. Novykova I.V. Management of competitiveness of construction enterprises in terms of technological change / Kyiv-Kherson: Kyiv. nat. University of Construction and Architecture; Published by PE Vyshemirsky VS, 2015. - 360 s.
CONCEPTUAL PRINCIPLES AND MODERN METHODS OF FORMING A SYSTEM FOR ASSESSING THE QUALITY OF PERSONNEL MANAGEMENT OF CONSTRUCTION COMPANIES
Mykhailova Y.
Sumy State University, assistant of the Department of economics, entrepreneurship and business administration
Valinkevych N. Polissya National University, Doctor of Economics, Professor, Professor of the Department of Innovative Entrepreneurship and Investment Activity
Kulikov O.
Simon Kuznets Kharkiv National University of Economics, Applicant of Department ofInternational Business and Economic Analysis
Abstract
Personnel management is one of the most important parts of the efficiency of the enterprise as a whole. However, there is currently no single approach to assessing such effectiveness. Assessing the quality of personnel management is one of the most important tools for forming and improving personnel strategy and policy in the enterprise, which allows to determine the state of the personnel management system based on analysis of all its components, identify problems and provide recommendations for improving the quality of personnel management. The issues of methods of assessing the quality of personnel are considered, a classification of the main approaches to assessing the quality of personnel in foreign and domestic scientific literature is given. Determining the effectiveness of personnel management, as a multifaceted and extremely complex process, is characterized by specific properties and patterns, should be systemic in nature and complete on the basis of a comprehensive assessment of personnel problems, introduction of new and improvement of existing mechanisms for assessing the quality of personnel management. Summarizing the various indicators and approaches to the analysis of the effectiveness of the personnel management system, the article identifies the combined indicators: the effectiveness and quality of personnel, the effectiveness of the enterprise.
Keywords: quality assessment methodology, personnel assessment, construction companies, quantitative, co-combined assessment methods, enterprise.
At the present stage of development of business technologies, the key resources of any organization, along with financial, informational, technological, are human resources. Enterprises compete, in particular, on the level of professional development of their employees in their knowledge, skills, and abilities. For the most reasonable and efficient use of this resource, it is necessary to properly assess it. Various systems, methods and techniques for assessing personnel allow us to identify and reveal the potential of each employee and direct this potential to the implementation of the company's strategic goals.
Regular and systematic employee appraisals provide management with the information they need to make informed decisions about pay increases (rewarding top employees motivates them and their peers), promotions, or firing. An increase in wages and increased motivation should lead to an increase in production efficiency [3].
It is very difficult to create an assessment system equally balanced in terms of accuracy, objectivity, simplicity, and comprehensibility; therefore, today there are many systems for assessing personnel, each of which has its own advantages and disadvantages. Assessment of personnel allows you to assess its quality from the standpoint of compliance with business goals and enterprise strategy [5].
Personnel assessment is an activity carried out at different stages of the functioning of the personnel management system for various purposes, including:
• when determining the need for staff at the stage of scheduling, when the existing personnel potential is assessed and the requirements for personnel involvement are formed;
• in the selection of personnel to determine the eligibility of candidates for vacancies;
• when determining the need for higher the qualification of personnel, when the existing level of personnel is assessed in comparison with the required and the need for training specific employees is clarified, the correspondence of the career level of employees to their competence is checked [1];
• during certification of personnel, carried out by regularly to assess the state of the level of human resources and develop regulatory impacts of a wide range of:
in the process of remuneration, promotions, as well as taking measures for punishment, dismissal; for planning personal movements; for planning the personnel reserve; develop measures to motivate and stimulate labor [4].
Assessment of the level of professionalism of employees is a procedure that any company inevitably faces. At the same time, there are several different methods in the arsenal of an HR specialist, which differ in the algorithm of carrying out, the budget and the necessary basic training of evaluators. But in any case, the assessment of personnel helps HRs in performing a very important part of their work - determining the degree of preparation of a particular employee to perform a specific range of responsibilities that are assigned to him. This allows you to identify potential opportunities for professional growth and identify
disadvantages. Let's take a look at 16 of the most common personnel assessment methods [2; 6-14] .
1. Method of questioning
The assessment questionnaire contains questions and descriptions. In the process of assessing personnel, the absence or presence of certain traits in a person is analyzed. A suitable option is ejchar notes.
2. Descriptive assessment method
In the process of assessing personnel, HR identifies and describes the positive and negative traits of human behavior. This assessment method does not imply a clear recording of the results, therefore it can be used rather as an additional one.
3. Evaluation method for the "decisive " situation
It is necessary to prepare a list of descriptions of
the correct and incorrect behavior of employees in certain "decisive" situations, and then categorize them according to the nature of the work. It is also necessary to prepare a log for each person being assessed. The journal is needed to enter examples of behavior for each category.
4. Classification method
This personnel assessment method is based on the ranking of employees who undergo certification, according to the principle from best to worst. In this case, they are assigned a certain serial number.
5. Method of rating behavioral attitudes
It involves the use of "decisive" situations (it is worth keeping in mind the method of assessing the "decisive" situation), with the help of which the business and personal qualities necessary for the employee are identified. These qualities just become the criteria for evaluating personnel.
How is the assessment going? In the rating questionnaire, the description of the assessment criterion is studied and a mark is put on the scale in accordance with the qualifications of the assessed.
6. Rating (comparison method)
This method of scaling personal qualities is based on the assessment of the employee's suitability for the position held. Assumes there is a list of tasks (based on job descriptions) to be performed by the employee being assessed.
The employee's work is analyzed taking into account the time spent by him on making decisions and completing tasks, as well as taking into account how economically he uses material resources. Further, the employee's qualities listed in the list are assessed on a 7-point scale: 7 is the highest indicator, 1 is the lowest. How are the results analyzed? According to the compliance of the identified assessments with the reference ones or by comparing the results that are obtained from employees in the same position.
7. Behavior Observation Scale Method
In such an assessment of personnel, instead of defining behavior in a "decisive" situation, the scale records the number of cases when the employee behaved in a specific way.
8. Testing
Tests can be qualifying, psychological and physiological. In each case, either the qualification level of the employee, or his personal qualities, or physiological characteristics are determined. This
method of personnel assessment is convenient in that it makes it possible to obtain a quantitative characteristic for most of the assessment criteria and process the results using a computer. But there is a downside: the test does not provide an idea of how the revealed abilities manifest themselves at work.
9. Interview
A very convenient technique that allows you to get an idea of a person's motivation, his professional experience, attitude to the profession and work, the level of his education, and even how he assesses himself. All this characterizes the personality and makes it possible to form basic information about the employee.
10. "360 degrees" method
This method allows for a comprehensive assessment of the employee with the help of colleagues, subordinates and a manager. They all fill out special forms. The results are processed by a computer to maintain anonymity.
11. Method of independent judges
The commission consists of 6-7 independent judges who interrogate a person on the topic of his professional activity. If the answer is correct, they put + in the computer, if not, then -. At the end of the procedure, the program issues a conclusion.
12. Method of questionnaires and comparative questionnaires
Implies questions or descriptions of employee behavior. An employee-specific mark is put in front of the description, or an empty space is left. The rating of the profile of a particular employee is formed as a result of the summation of marks.
13. Method for assessing achievement of goals
Together with the head, the subordinate is
determined for the next six months - a year, the key goals of activities. Goals must be specific and achievable, but at the same time make the person make efforts. Evaluation of results is carried out together with the manager and the employee on the basis of individual standards for achieving goals. Detail - it is the leader who has the decisive vote when summing up the results.
14. The method of business games
To use this method of personnel assessment, it is necessary to develop simulation and developmental business games in advance. It allows you to determine the effectiveness of team work of staff. Business games are usually held for the result, this makes it possible to determine how the staff is ready to solve current and future problems. Another advantage of the business game method is the assessment of the contribution of each participant in the game.
15. Method of assessment centers
As a rule, this method of personnel assessment is used for top management. It allows you to identify business and personal qualities, as well as determine an individual training program for the development of abilities and behavioral skills.
Various procedures are used within this personnel assessment method. One of them is project development and presentation. The person undergoing the assessment is given one hour to create a draft
development plan for some direction in the company, and then he defends it before the experts. Another procedure is to discuss problems in a small group. Its purpose is to reveal the ability of a person to work in a group. For this, the participants in the procedure are given material for study, on the basis of which they must make a decision and, during a group discussion, convince the rest of the participants in its correctness. Usually, no more than 50 minutes are allocated for discussion. Observers during the procedure follow the subject and give him points.
16. Assessment method based on competency models
Competency models are good because they give an idea of the intellectual and business qualities of an employee, his communication skills. If the required and the available level of competence do not agree with each other, then there is a reason for the development of individual plans for professional development. The implementation of these plans is expressed in concrete results and becomes the subject of assessment, self-assessment and independent examination.
It should be borne in mind that the assessment method based on competency models has serious drawbacks: high cost, labor input (time and special training of specialists to conduct an assessment), in addition, they do not always speak about the real situation. The main stages that determine the content of the personnel assessment process include: analysis of personal data; making inquiries about the tested worker; verification tests; interview. The main issue of personnel 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 conditionally divided into the following three groups:
• labor efficiency;
• professional behavior;
• personal qualities [15].
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 of activities, organization and regulation of the process, accounting and control of work progress.
Indicators of professional behavior cover the following aspects of activity: cooperation and collectivism in work, independence in solving certain problems, readiness to accept additional responsibility or additional load. 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, communicative potential. As a rule, there are two main approaches to personnel assessment: traditional and non-traditional.
Methods of appraisal in which employees are assessed by their immediate supervisor are traditional for most modern companies. They are especially effective in large hierarchical organizations operating in a fairly stable external environment. At the same time, these methods have a number of disadvantages that make them inadequate to the requirements of
modern dynamic companies that operate in a global competitive environment. Thus, traditional methods focus on the individual worker, evaluating him outside the organizational context. An employee of a division who fails a strategically important project can get the highest attestation mark. These methods are based solely on the assessment of the employee by the manager. In fact, the leader is in the position of "king and god" in relation to the subordinate, he defines his tasks, monitors and evaluates at the end of the year. The opinion of other counterparties of the attested colleagues in the organization, subordinates, higherlevel managers, customers, suppliers is completely ignored. The obvious disadvantage of traditional methods is that they are oriented towards the past and do not take into account the long-term prospects for the development of the organization and the employee [16].
Dissatisfaction with many organizations traditional methods of certification prompted them to begin an active search for new approaches to personnel assessment, more consistent with the realities of today. There are several directions in the development of non-traditional methods of personnel assessment:
• new assessment methods are consideringworking group (division, brigade, time group) as the main unit of the organization, emphasize the assessment of the employee by his colleagues and the ability to work in a group;
• assessment of an individual employee and work the group is made taking into account the results of the work of the entire organization;
• is taken into account not only (but in many cases and not so much) successful performance of today's functions, but also the ability to professional development and mastering new professions and skills.
Currently, in the scientific literature, it is customary to distinguish between three groups of methods for assessing the quality of personnel: quantitative are all methods with a number how to assess the level of the employee's qualities; qualitative are methods of biographical description, business description, special oral feedback, benchmark, and evaluation based on discussion. These assessments correspond to a specific set of qualities; combined widespread various methods of expert evaluation of the degree of manifestation of certain qualities, special tests and some other combinations of qualitative and quantitative methods. All of them are based on a preliminary description and assessment of certain characteristics with which the actual qualities of the evaluated employee are compared.
Qualitative methods of personnel assessment include the matrix method, the etalon method, the system of arbitrary characteristics, the method for assessing performance, the method of group discussion, the functional assessment of the manager, the analysis of the structure of management activities, the target method (management by setting goals, MBO, Management by Objectives) , as well as conducting in-depth interviews (biographical interviews, behavioral interviews, situational interviews, as well as projective interviews) [17].
Quantitative methods of personnel assessment cover all methods of numerical assessment of the level of employee qualities. They can be divided into two groups: calculation of coefficients, indices and methods of scoring. Quantitative methods allow everyone to independently calculate "their coefficients" or "points" according to a fairly rigorous methodology, assess the performance of their work, and determine the level of professional qualities of workers with a sufficient degree of objectivity. The modern development of these methods based on the use of computers and other means of computing technology allows make calculations promptly and, as a result, obtain fairly objective estimates of the employee's work.
Quantitative scoring methods include a point scoring method, a free scoring method, a graphical profile system, a rank order method, and comparative and standard scoring methods. The listed methods, as a rule, make it possible to solve only certain specific issues of assessing the potential abilities of workers and do not make it possible to assess the personality in all its manifestations.
Quantitative assessments, for example, the business and organizational qualities of an employee, are made, as a rule, using expert assessments. Used by groups of experts in two ways, individually or in a group. An individual, more common and effective way is that each assessor evaluates anonymously and independently, and then these assessments are generalized.
As an example of a quantitative assessment, one can cite the procedure for constructing a scale and a method for measuring employee loyalty to an organization. The most important modern direction in the development of quantitative methods of personnel assessment can be considered the qualimetric method. The idea of considering the quality of personnel from the point of view of their compliance with the employer's requirements belongs to the scientists J. Van Ettinger and J. Sith Tigue3. They have developed a special area of knowledge, qualimetry, the science of methods of measuring and quantifying quality indicators.
Qualimetry allows quantitative assessments of the qualitative characteristics of an object. The theory of J. Van Ettinger and J. Sittig assumes that quality is a measurable quantity and, therefore, the inadequacy of a product to the requirements imposed on it can be expressed in terms of any constant measure, which is usually money. Therefore, one of the new requirements for the periodic assessment of personnel during their certification is its organic link with a systematic qualification assessment of the results and labor costs. This is due at least to the following circumstances [18].
Firstly, when assessing business and professional qualities for the inter-certification period, the best characteristics of the labor activity of workers are the average indicators of results and labor costs, and not the opinion of others about the above qualities. Indeed, such an assessment is based on the work and tasks actually performed by the certified person with a fixed reflection of such performance in the assessment sheet. Therefore, taking into account the average indicators
can give such a characteristic of the attested, which cannot always be seen with the eyes of others.
Secondly, the parameters of a systematic qualitative assessment of the results and labor costs almost completely "cover" such factors and elements of personnel assessment as: qualifications (accuracy and speed); partially character (hard work, diligence, sense of responsibility, activity); saving material resources; manifestation in work of the ability to creative, innovative thinking.
The latter point directly and directly finds itself in the qualimetric assessment of the complexity of labor, reflecting the actual qualifications of the employee, based not on the opinions of others, but judging by the actually performed tasks, their actual complexity.
Third, the use of the self-assessment method together with the method of assessing the standard of work (in terms of quantity, quality, time) provides a powerful basis for the employees themselves to recognize the objectivity of using the results of a systematic assessment of their work in the certification process.
The proposal for the use of the qualimetric method in assessing the quality of personnel is based on a number of its advantages. In particular, this method has a high reliability of results, creates a professional portrait of an employee in the form of a necessary and sufficient set of his characteristics, assessed quantitatively.
As a result, the employee is given the opportunity to build a scientifically grounded program of purposeful work on himself based on the results of the assessment. The advantages of the method are: obtaining the final grade of the employee in the form of a specific number; the possibility of comparing employees with each other according to their resulting assessment; the possibility of comparing the grades received by an employee on various appraisals and determining the rate of his progress or regression, as well as the acceptance of the methodology and results of appraisal by all employees due to their participation in the process of mutual appraisal.
When certifying an employee for any position, it is legitimate to assess the quality of his work not only in the classical qualimetric interpretation of the given concept, but from the point of view of its functionality. This approach most fully reflects the professional capabilities of the employee, his ability to professionally perform his functional duties. At the same time, it is advisable to consider functionality as a complex property that includes two elements, such as professionalism and personal characteristics of an employee, taking into account his ability to work in a team.
The analysis shows that both qualitative and quantitative methods do not fully reflect the assessment of such a complex concept as "personnel quality", therefore, in practice, they should complement each other in the form of combined methods and integrated systems for personnel assessment within the framework of applying the principles of qua lymetry.
These methods include the method of summarized assessments, a system of a given grouping of workers,
and a comprehensive assessment of a manager's performance based on a diagnostic system. Also, the combined assessment methods include the method of assessment centers, the method of psychological and professional assessment of personnel, the method of linguistic-behavioral profile, the method of assessing "360 degrees", as well as the system of balanced scorecards (Balanced scorecard, BSC)
Thus, the use of various methods for the business assessment of the quality of the organization's personnel is a purposeful process of establishing the conformity of the qualitative characteristics of personnel (abilities, motivations and properties) to the requirements of the position or workplace.
Modern organizations periodically assess their employees in order to improve their performance and identify professional development needs. Studies show that regular and systematic staff assessment has a positive effect on employee motivation, their professional development and growth. At the same time, the results of the assessment are an important element of human resource management, as they provide an opportunity to make informed decisions regarding remuneration, promotion, dismissal of employees, their training and development.
The choice of personnel assessment methods for each specific organization is a unique problem that can only be solved by the management of the organization itself (possibly with the help of professional consultants). As well as the compensation system, the certification system should take into account and reflect a number of factors: the strategic goals of the organization, the state of the external environment, organizational culture and structure, traditions of the organization, characteristics of the workforce employed in it. In stable organizations with a stable hierarchical structure, as a rule, traditional methods of assessment can be used effectively; for dynamic organizations operating in a changing environment, unconventional methods are more suitable. When choosing an assessment system, special attention should be paid to its compliance with other systems of personnel management, compensation, career planning, and vocational training in order to achieve synergies and avoid conflicts and contradictions.
By bringing together a group of highly qualified specialists in education, but without assessing the personal and business qualities of each individually or assessing the work of the group, a leader can get a "difficult team" both psychologically and in terms of production. A professional assessment does not always coincide with a personal one, and an experienced employee may turn out to be a quarrelsome person, which will bring disharmony to the work of the team and the organization as a whole.
That is why many managers of modern enterprises, and of any form of ownership, are already coming to the conclusion that without a preliminary assessment of testing, and in the future carrying out certification and an objective assessment of employees in all parameters, it will not be possible to achieve stable operation of the enterprise and obtain positive results, as activities of the enterprise and each of the employees. Consequently, everyone, managers and
employees, should be interested in conducting an objective assessment.
Thus, the analysis shows that to date, in domestic and world practice, a significant number of personnel assessment systems have been developed, which can be classified according to various criteria depending on what is the content of the assessment, which aspects of the activities of the enterprise personnel are being measured. and analysis.
The subject of assessment in various methods for assessing the quality of personnel are:
• business and personal qualities (properties, traits) of the employee;
• characteristics of behavior in different situations;
• the nature and content of the labor functions that the employee actually performs (but also to adapt them to the conditions existing in the organization, and often when it comes to foreign methods and to the conditions of Ukrainian reality);
• indicators of the results of its activities.
At the current stage, most personnel appraisal specialists are striving to create complex systems for assessing enterprise personnel, including a sufficiently large number of techniques in order to minimize errors in the appraisal process. That is why the summary assessment of the personnel must be made integral, consisting of several groups of indicators, each of which must be quantitatively measurable. In our opinion, it is important not just to put together or mechanically combine several of the above methods based on the characteristics and specifics of the operational activities of both the enterprise itself and the production activity (the nature and content of labor functions) of the employee.
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