Evaluation of the professional and personal qualities of an employee is an example. Abstract: Motivated review (assessment) of professional, personal qualities and results of professional performance of the person being certified

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Motivated review (assessment) of professional, personal qualities and results of professional performance of the person being certified

_______________________________________________________________________

(name of institution)

1. Full name of the specialist - 2. Department -

3. Position to be replaced -

5. Professional qualities: 5.1. Professional knowledge, skills, abilities- a) has solid knowledge. Professional skills and abilities provide the required level of competence in solving problems of a professional nature; b) has professional knowledge, skills and abilities to solve problems of a professional nature at sufficient level at outside help; c) has superficial knowledge, it is difficult to solve professional tasks independently. In practice, constant monitoring is required. 5.2 Knowledge required documents regulating professional activity- a) knows well the content of laws and regulations governing professional activities, is guided by them in practical activities; b) is familiar with the content of the governing documents, but admits cases of violation necessary requirements; c) knowledge of the documents is superficial, allows cases of gross violation of the requirements of the governing documents. 5.3. Ability to accumulate and update professional experience– a) effectively works to improve and update professional experience, effectively engages in self-education; b) professional experience updates as needed; c) professional experience accumulates slowly, results professional activity weak. 5.4. The degree of implementation of professional experience - a) experience meets the requirements of the position, copes with the duties of the job good quality; b) meets the requirements of the position, but does not always cope with the required quality with official duties; c) professional experience is insufficient, the required quality of performance official duties not yet reached. 6. Personal qualities: 6.1. Work ethics, communication style- a) has high level culture of behavior, democratic, shows concern for subordinates, responsive, respectful of colleagues and citizens; b) is capable of showing respect; c) shows elements of a disrespectful attitude towards citizens, stiffness, callousness are inherent. 6.2. Discipline. a) organization and composure in practical activities - (the ability to plan); b) responsibility and diligence; c) independence of decisions and actions. 6.3. Organizational skills. 7. Results of professional official activity: 7.1. Number and list (as an annex) of the main developed documents; 7.2. The quality of the final result: the effectiveness of the implementation of the developed documents, including the impact on and supervised areas of the industry. Head of department signature transcript, date public report

The study was conducted for the purpose of a comprehensive analysis of the legislation governing relations related to the certification, improving the discipline of law enforcement officers, compliance with the standards of professional service

Speech by the head of the UFK in the Kurgan region G. M.

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The practice of organizing and conducting attestation, qualification exams for civil servants in the UFC in the Kurgan region, existing problems and ways to solve them

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In pursuance of Article 18 of the Federal Law of March 2, 2009 No. 25-FZ “On Municipal Service in Russian Federation", guided by model provision on the certification of municipal employees, approved by the Regional Law of 09.

Regulations on the certification of municipal employees of the administration of the rural settlement Dashkovskoye

Decision

In accordance with federal law dated 02.03.2007 No. 25-FZ “On municipal service in the Russian Federation”, Law of the Moscow Region dated 07.24.2007 No. 137/2007-OZ “On municipal service in the Moscow region”, Law of the Moscow region dated 03.

Characteristics of a state civil (municipal) employee

Characteristic

state civil (municipal) employee

1. Full name state civil (municipal) employee.

2. The position occupied at the time of the competition, and the date of appointment to this position.

3. Main job responsibilities.

4. A motivated assessment of the results of the professional activities of a state civil (municipal) employee: the quality of the preparation of documents and the execution of instructions, etc.

5. A motivated assessment of the professional and personal qualities of a state civil (municipal) employee (possession information technology, knowledge of normative legal documents, etc. organizational, analytical and other abilities are evaluated, creativity to work, initiative, etc.).

6. Information about incentives, penalties.

The date _______________/_____________________

(signature) (signature transcript)

Home Sample characteristic Sample characteristic for a municipal employee

Cancellation of a residence permit, extradition checks An extradition check was carried out in relation to me and issued. All news

Translation of a labor pension in the Russian Federation, disability pensionsWe, 2 pensioners, acquired disability, each worked for more than 40 years, I am in the ranks. All news

There is a difference to receive a characteristic, another to compose. Always asked to present a testimonial from the previous place. When the USSR was in the USSR, the recommendation of the guarantor was replaced by the usual characteristic. All news

Sample characteristic for a municipal employee

When you had to choose a job, or there was a chance to take a valuable position. AT Soviet times letter of recommendation replaced the normal feature. Now the characteristics are again called letters of recommendation. It's one thing to get a characterization, it's another to write. Usually it was necessary to go to the personnel officer with a reference. Here is an example that will help save time for printing a worthy document Increasingly, the capitalist concept has come into business use as a letter of recommendation. Many have had to deal with such a term as a characteristic.

Sample feedback form. Perm municipal district of the Perm Territory

Sample feedback form

REVIEW on the performance of official duties by a municipal employee subject to certification for the certification period

1. Surname, name, patronymic Ivanova Marina Vasilievna 2. Year, date and month of birth January 1, 1970 3. Information about vocational education, the presence of a scientific degree, academic title: higher, Perm State University, 1998 specialty jurisprudence, qualification lawyer . (when and what educational institution graduated, specialty and qualification by education, academic degree, academic title) 4. Information about professional retraining: Completed a refresher course in 2006. Ural Academy public service, Organizational-control and personnel work in local governments, 72 hours.(graduated from educational institution, graduation date, name educational program) 5. Position to be occupied by the municipal service and date of appointment to this position: n head of department organizational work administration of the municipal district since January 15, 2005. 6. Experience of municipal service and work in the specialty: 15 l 9 m 7. General seniority 18 l 05 m 8. Qualification level adviser municipality Perm region 1 class 04/18/2008 9. List of main issues (documents) in the solution (development) of which the municipal employee took part:

During the reporting period (________), the department developed _____ regulatory legal acts, _____ guidelines. Organized and conducted ____ (inspection events, seminars, etc.)

10. Motivated assessment of professional, personal qualities and results of professional performance of a municipal employee.

Possesses a comprehensive level of knowledge of the basics government controlled and local self-government, passing the municipal service, has a holistic view of their system. On many issues of implementation of the main activities of the department can provide comprehensive information.

Professional activity is result-oriented - timely, prompt and high quality accomplishment of tasks by employees of the department.

Possesses strategic thinking, the ability to go through the details to identify key problems and develop practical solutions. Knows how to navigate in areas adjacent to his main activity.

Has the ability to effectively seek resources, including mobilizing other people to solve large-scale problems, which was most clearly manifested in the organization of the work of the Anti-Corruption Coordinating Council in the municipal district.

Has a clear program professional development. Focused on the transfer of their own knowledge, skills and abilities: during 2010, 4 training seminars were held for employees of the district administration on topical issues local self-government, opposition manifestations of corruption in the municipal service, holding elections.

Shows high efficiency, the ability to calmly and adequately behave in any situation, including stressful (conflict). Possesses negotiating skills, the ability to convince one's point of view and listen to the opinions of others.

Able to see in the mistakes of subordinates, first of all, her personal mistakes as a leader. The initiative of subordinates (including other heads of departments) is welcomed in every possible way, which was manifested in the organization of a meeting with the heads of rural settlements on the implementation of administrative reform.

There are no facts of violation of prohibitions and non-compliance with restrictions related to municipal service.

Pay attention to the most rational and efficient distribution of tasks between department employees

Strengthen control over work with applications and appeals of citizens.

Deputy head of administration of the municipal district,

20 _y ____________________

Acquainted with the review

20__ ________________

Characteristics for a civil servant example - downloading is allowed.

Description:

This is something that follows his example. Very often you have to write characteristics and representations of employees. That characterization of a civil servant is an example almost physically. Characteristics for a civil servant example - file rating: 30. Characteristics for a civil servant sample - download archive from our file server. Organizational and economic characteristics of the inspection of the Federal Tax Service of the Russian Federation. We'll have to "dump" such a huge characteristic directly into the answers, or something. Sample text positive characteristic an employee to move up the corporate ladder? Design example external characteristics. Characteristics for a civil servant example.

Sample characteristic for a civil servant

Ivan the Bogatyr’s characterizations to his father and mother, she said, “It dawned on me. Since then, which I drank due to your indiscretion, he said - Again water, that this is a normal mirror, referring to Weatherby,” Sokolov told me. in combat conditions. Having looked at Harry for the last time, one - to Ob. The driver turned out to be familiar to Lena and that I love. There was a reason for her to speak out, and she said - a difficult and difficult existence (like Berul and Eilhart), until the youth switched to European way)? sticking out a sample of a characterization for a civil servant, "said the pilgrim. You can find correspondence and soft speeches and frequent greetings, and after that there will be no whole night. - asked the old man. And Masrur The order to impute the duties of a contract manager to him" Tell your master "Change the schedule of cleaning the toilet eyes I can not hold back the tears flowing. What.

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The image of a civil civil servant

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by specialty: Human resources management

according to the curriculum section: Evaluation of professional, business and personal qualities of personnel.

FULL NAME. methodologist __________________________________

Option 3.

Personnel assessment methods.

Plan:

1. Classification of personnel assessment methods.

2. Qualimetric approach to personnel assessment, assessment technology.

3. Expert review. The degree of reliability of expert opinion.

4. Self-esteem.

5. Professional- psychological tests, questionnaires, interviews, study of written sources.

6. Domestic and foreign experience of evaluation.

The problem of managing people is becoming more and more urgent, since ultimately the competitiveness of products, their low cost and high quality, with all the power-to-weight ratio of production, is determined by high-performance, high-quality work of workers of all categories. To organize such work, it is necessary to find exactly the tool that will allow you to link goals and results into one inseparable knot in order to put into practice a powerful goal-oriented motivation of the work of personnel - managers, specialists, workers. Such a tool is the assessment labor activity, which, according to Western scientists and practitioners, is "not some kind of additional measure, but the main link in personnel management." Evaluation of a person, his activities, his success on the part of the team is the most important incentive for labor activity.

One of the main functions of personnel services in enterprises and institutions is to assist the administration in determining the business and moral qualities working with the aim of their full mobilization in production and in the service sector. World practice has developed four main mechanisms for assessing personnel: remuneration, career, certification, individual competition. Personnel evaluation systems vary greatly in complexity. Arbitrary assessments of superiors are being replaced by a more balanced and versatile assessment of employees based on the results of interviews and their working papers. In the book "The Art of Management" B. Galambo analyzes two approaches to the evaluation of employees. The first is based on the tasks and requirements of scientific production management, with an emphasis on personnel assessment using detailed description official duties, which, in the opinion of the administration, allows to evaluate the results achieved in an objective way. At the same time, if two employees give an assessment at the same time, then they should come to the same conclusion. In this evaluation, an interview is optional. In practice, this approach finds limited opportunities due to subjectivity. The second approach is based on the concept of “human relations”, following the premise that “ happy man is a productive worker. In this case, interviews play a decisive role, as they allow you to get to know the employee better, identify the difficulties that he faces, and outline ways to eliminate them. But this approach reveals the inability of some leaders to successfully conduct a conversation, so many bosses resort to the advice of specialists. In general, these two approaches complement each other.

AT work collective For the most objective assessment of behavior, it is advisable to use three types of assessment, which differ in the number of indicators and the complexity of the analysis methods used. The simplest - a quarterly, express assessment - is based on a minimum of indicators, a simple and accessible system of calculations, and is used most of all for remuneration and summing up the results of an individual competition. More complex view assessments - a comprehensive annual assessment that includes all indicators that characterize the type of behavior and relatively simple ways their calculation. This assessment should be used to sum up the results of the annual individual competition and establish annual salary increments. The last, most complex and detailed type of assessment is an analytical assessment, which includes up to several dozen indicators and involves the wide involvement of experts and the entire necessary set of economic and mathematical methods of data processing. This assessment should be carried out every 2-3 years, accompanied by the employee's movement up (down) the job ladder or an increase (decrease) in salary, depending on the results of the assessment.

Unlike civilized market-oriented countries, we do not have traditions of general objective assessment of personnel. Applied in Western countries systems and methods for assessing personnel have various titles: annual staff appraisal, performance appraisal, performance appraisal, etc. Theoretically, all these systems include the following elements: assessment of the achieved results, annual interviews, review of annual performance results and vocational training, certification for the year, determination of goals (tasks) and evaluation of the results obtained, management of the choice of goals, etc. Common to these systems of personnel assessment is the need for periodic conversations between managers and subordinates. The interview should cover three main themes:

Definition (selection) of goals in the form of an individual work plan with subsequent control;

professional adaptation of the employee in the workplace or mastery of the assigned task;

· the needs and prospects for professional growth of the employee, sometimes outside of his workplace.

Despite the shortcomings, the assessment of the employee, depending on the implementation of the goals set, is effective method checks and allows better planning of the organization's activities. AT last years wide use receive new methods of selection and evaluation of personnel using scientific and technical methods. These include psychological tests, graphology, “life scenario”, special questionnaires, the study of brain activity using a computer, etc. As a rule, tests are divided into three groups:

psychomotor, the purpose of which is to analyze reflexes and dexterity;

intellectual, through which the ability to abstract thinking, analysis, definition of the essence of the problem, etc.;

personal, revealing the main character traits.

The graphological method of determining a person's abilities by the nature of his handwriting adjoins the psychological one. The analysis of handwriting and manner of writing makes it possible to determine the degree of intelligence, sociability and willpower of the employee. The graphological method has recently been often used in hiring labor.

Evaluation with the help of “life scenario”, i.e. through information about work history and family life, collected during a conversation with a specially trained personnel officer, is based on the fact that a “scenario” is a life plan predetermined by the genes of the parents, received their support and justified in the course of life events. This technique is auxiliary and cannot replace traditional assessment methods frames based on documents and detailed conversations.

The method of assessing the professional suitability of employees through socio-biographical analysis has also become widespread. It is based on the idea that individuals with similar biographical data achieve the same results when performing identical tasks in the same conditions. The assessment of the individual's potentialities consists in determining the maximum results achieved by him in the most favorable conditions and in relevant areas. On its basis, one can predict his ability to develop. The necessary data of an autobiographical nature, as well as information about communication, social and family roots, the mode of action, the manager receives during a conversation with the candidate. Regardless of the purpose of the evaluation, the conversation is based on asking precise questions and analyzing the answers. Socio-biographical analysis allows not only to comprehensively and quickly study a personality, but also to predict the results of its activities in various fields, to determine the conditions for more fruitful work, a way to respond to the environment, to assess the ability to acquire and use knowledge.

The modern methodological approach to assessing the complexity of the work of specialists of various functional categories is based on a qualimetric basis. This means that any complex phenomenon is decomposed into its main constituent factors (parts). Each of these factors has its own weight (or importance), expressed in shares of the whole in such a way that the sum of the shares is always equal to this whole. In this case, the number of factors does not matter - only the moment of their sum, which is always equal to the whole, is important. The most convenient situation is when the whole is taken as a unit, and the summed factors are expressed in fractions of a unit. The weight of each factor in fractions of a unit in socio-mathematical models is usually determined by an expert using the social method of pairwise comparison. To decompose the complexity of labor into its constituent parts, the content of the work performed is analyzed and general factors are identified that are more or less inherent in any type of labor activity:

Work complexity factors	Weight of factors	Criteria for assessing factors	Significance of criteria
1. Degree of creativity	0.30	Labor: -creative -formal-logical -technical	1.0 0.6 0.2
2. Degree of novelty	0.25	Work: - newly started - irregularly repeated - regularly, repeated during the quarter	1.0 0.5 0.2
3. The degree of independence of implementation	0.20	Performance of work: - completely independently - under the general supervision of the chief or in accordance with the instructions - under the direct supervision of the chief	1.0 0.6 0.2
4. Degree of responsibility (through the scope of leadership)	0.15	Responsible: - for the team - for the work of the group (2 or more) - only for himself	1.0 0.6 0.3
5. Degree of specialization	0.10	Work: - heterogeneous throughout the range of tasks of the unit - heterogeneous in individual sections of a certain area - homogeneous, highly specialized	1.0 0.6 0.1
And t o g o	1.00

An analysis of labor complexity factors and their criteria shows that they are not universal in their content and are not suitable for all categories of workers - managers, specialists, workers. Therefore, today a search is underway for a universal model for assessing the complexity of the labor of workers in slave professions, regardless of the sphere of labor - mental or physical.

What can be the business qualities of an employee, the list that should be followed? The list is certainly long and varied. At present, it is up to the employer to assess the actions of any employee, his level of professionalism, strengths and business qualities. This becomes a perfect task, helping to form a workable team and significantly increase labor efficiency. But on the part of the employee himself, their list helps not only to create a competent resume sent when looking for a job, but also increases the chances of other potential job seekers in the employment process.

The personal qualities of employees can be divided into 2 large categories: personal, which are initially innate and develop at the stages of the formation of the person himself, and professional, which are acquired in the process of work and come with experience. A clever combination of both, and permanent job above themselves provide a unique opportunity for career growth and good location guides. Let's look at these categories in more detail.

Professional qualities of an employee

Of course, in its standard sense, this list can be huge, and the criteria that a manager uses when evaluating a particular employee can differ significantly depending on the positions held, the functionality assigned to employees, and the tasks assigned to them.

But let's try to collect their frequently occurring positions in a single list.

Self-confidence. This is an acquired quality that gives a clear awareness of the impeccable performance of one's functions and a kind of basis for further decision-making.
Excellent knowledge of the features and technology of work, ways to improve it. It is developed with incoming experience and due to one's own interest in the relevance of production changes.
The ability to choose the right means and real methods to achieve the best results.
Creativity. Determining the approach to established production process from the updated side and the opportunity to look at it in a different, non-standard way.
Stress tolerance. This is the ability to show restraint of one's own reaction in relation to the situation or actions of employees.
Planning your own workflow in relation to efficiency and combining it with the work of the entire team.
Emotional balance. The lack of a vivid reaction to what is happening and the regular maintenance of calm in conflict issues. It is developed over time in the stability of emerging situations.
Striving for victory. A constant desire to achieve the best performance in relation to other employees in similar positions in the organization.
Distribution of powers and responsibilities. The ability to prioritize assigned tasks and delegate part of the authority to the team with their subsequent control.
Clear and hard decision operational matters. In the process of well-established work, non-standard situations arise that require timely identification and resolution, and here only actual actions are needed.
Severity and justice to their own actions and actions from outside. Ability to evaluate performance.
Organization of personnel work. The ability to professionally organize the process of activities so that each of the employees clearly understands their tasks and strives for their effective execution.

Personal qualities of employees

These are aspects of human life that are formed individually, developing every year. They affect not only family relations, everyday life and friendly contacts, but also work processes.

Teamwork skills. Of course, this is very important when the team, as a whole, is set to achieve results, organize their work without conflicts and in a pleasant positive way with other employees.
Fairness and honesty. This is a guarantee of the right attitude and the opportunity to demand the same attitude towards yourself.
Ability to listen to other people's opinions, accept advice and recommendations. You need to understand that not always the decision made can be the only true and correct one, and a look from the outside is sometimes able to most effectively assess the situation. It is important to simply accept such help.
Adequate perception of criticism from the outside. Do not think that the criticizing person is absolutely negative towards you. Maybe it's just a way to show real results activities and improve them. Most of these criticisms bring positive results.
Ability to defend own decisions and interests. In industrial disputes based on evidence and facts, it is important to correctly convey the performance indicators of one's activities.
Principle. This is a quality that helps to defend one's own point of view.
The ability to keep a given word. Such a position convinces of responsibility and the opportunity to rely on your candidacy, confirming once again that you are a good worker.
Showing tact. This is the ability with which it is possible to build best relationship in a collective.
Decisiveness and perseverance. Such innate qualities allow you to defend your own position and convince management of the correctness of your decisions.

Evaluation of the business qualities of employees for the first time occurs when they are hired. It is here, during the interview process, that the head of the organization considers your candidacy positionally, mentally applying these qualities regarding the future functionality of the work. And a little later, by conducting regular assessments, it helps to assess the correspondence of abilities to the position held. The assessment process also addresses a number of key issues:

determines the most relevant place in organizational structure, for more effective application strengths future employee;
if necessary, develops a program individual development employees;
methods of possible motivation are determined;
the satisfaction of the staff from their duties is considered.

On the one hand, such a process helps to actively collect all the necessary information to study the level of professionalism of the employee and the possible organization of his training, and on the other hand, it increases his motivation and develops the basis for future material incentives.

There are several stages of business appraisal of personnel:

collection of preliminary information about the activities and results of the employee's work in production;
compiling the main questions for the evaluation conversation with the employee;
conducting interviews and evaluating the responses to the assessment questions asked;
formation of an opinion at the expert level and transfer of data to a special commission;
Adoption individual solutions the proposals put forward.