Motivated assessment of the results of professional activity of a civil servant. Abstract: Motivated review (assessment) of professional, personal qualities and results of professional performance of the person being certified
Discipline, accuracy, timely completion of tasks;
Readiness for additional work;
Ability to overcome difficulties;
Initiative;
Ability to make decisions;
Use your time rationally;
Attitude towards learning and self-learning;
sociability, sociability;
Potential for professional and career growth;
Organizational skills.
;3 Professionalism (the ability and inclination of a person to effectively perform a certain activity):
Level of intellectual development;
Ability to analyze and generalize;
Logic, clarity of thinking;
The desire to search;
Possession of theoretical and special knowledge, skills and abilities.
4 moral qualities:
industriousness;
integrity;
Honesty;
Responsibility, integrity;
Mandatory;
Self-criticism;
Motives to work.
5 Potential( characterizes the possibility of carrying out certain types of activities ), abilities and personal qualities, necessary for the performance of official duties :
Independence, determination;
Self-control, self-control;
Speed of reaction;
Emotional and neuropsychic stability.
For managers, additional assessment factors are the ability to:
Plan activities;
Organize the work of subordinates;
Manage in critical situations;
Work with documents (develop, coordinate draft decisions, monitor their implementation);
Delegate authority (provide subordinates with clear instructions, rationally distribute responsibilities, determine and control deadlines, provide necessary assistance);
Develop subordinates (help in adapting, mastering a new job, organizing training and advanced training);
Interact with other departments (coordinate activities, negotiate, build good relationships);
Maintain moral principles;
Innovate (look for new approaches to problem solving, be creative at work, overcome resistance).
Attestation assessment of personnel - activities in which the employee himself, his work and the result of his activity are evaluated. Attestation assessment of personnel is the basis of many management actions: internal relocations, layoffs, enrollment in the reserve for a higher position, material and moral incentives, retraining and advanced training, improvement of the organization, techniques and methods of managerial work. Preparation for certification includes the following activities:
Drawing up the necessary documents for the certified;
Development of certification schedules;
Determination of the composition of the attestation commissions;
Organization of explanatory work on the goals and procedure for certification.
Specific terms, as well as the schedule for the certification and the composition of the certification commissions are approved by the head of the organization and brought to the attention of the certified employees. The next certification does not include persons who have worked in organizations for less than a year, young professionals, pregnant women and women with children under the age of
Issues for discussion
1 Describe the methods of personnel assessment.
2 By what criteria is the work of the applicant evaluated?
3 Describe the personal means of assessing staff.
4 What is the essence of the expert assessment of personnel?
5 What are the main tasks to be solved when assessing the effectiveness of labor activity?
6 What indicators characterize the activities of employees in relation to advanced training?
7 How can personnel assessment affect production efficiency?
8 What is the significance of assessing different categories of workers?
Staff development
Scientific and technological progress, which has covered all spheres of social production, constantly requires an increase in professionalism and a systematic change in the content and technology of labor. Changes in the goals of social development and ways to achieve them, functioning in market conditions dictate the need for retraining of personnel in terms of mastering market mechanisms, adapting to new social conditions, retraining in connection with structural changes in the development of production and the introduction of modern technologies and labor methods. The staff required high professionalism and at the same time the ability to quickly adapt to constant changes and fluctuations in the internal structure of the organization and in the external environment. However, the training of new personnel is not carried out in a short period, and the one-time release of workers with long work experience can develop into a major social problem. Therefore, each organization faces the task of training its staff along with the selection of new employees and their professional adaptation. Postgraduate professional education is carried out through postgraduate studies, doctoral studies organized at institutions of higher professional education and scientific institutions that have received the right to do so. The constant improvement of the educational standard, the complexity and responsibility of the work of personnel, changing working conditions and technologies require continuous additional education. It is carried out on the basis of a license for additional educational programs by institutions of advanced training, courses, vocational guidance centers.
Personnel development is a set of organizational and economic activities in the field of training, advanced training and professional skills of personnel, and stimulation of creativity. The possibility of development should be presented to everyone, because as a result, not only the person himself improves, but also the competitiveness of the organization where he works increases.
The need for professional development is due to the need to adapt to changes in the external environment, new models of equipment and technology, strategy and structure of the organization.
Training is a method of personnel training aimed at improving the efficiency of the organization. It allows:
Increase the efficiency and quality of work;
Reduce the need for control;
Solve the shortage problem faster;
Reduce turnover and the costs associated with it.
Specific objectives of staff training:
Raising the general level of qualification;
Obtaining new knowledge and skills, if the nature of work changes or becomes more complicated, new areas of activity are opened;
Preparation for a new position;
Acceleration of the adaptation process;
Improving the moral and psychological climate.
first step in the organization of training is the analysis of work (a list of special knowledge and skills required for its implementation).
Second step. Comparison of the job specification with the level of training of the employee, which allows you to identify the problems he has
(lack of skills, experience, ignorance of methods, etc.) and formulate learning objectives.
Third step- determination of how the learning process can solve these problems, where and in what form it should be carried out - in the workplace on the job, in the organization; with a break from production (all kinds of centers, schools, other organizations).
The current labor legislation provides for the following forms of training for employees of enterprises: vocational training, retraining, advanced training, training in second professions.
Training of new employees – initial vocational and economic training of persons hired by the enterprise and who previously had no profession, their acquisition of the knowledge, skills and abilities necessary for occupying a position.
Retraining (retraining) is organized for the development of new professions by the released workers who cannot be used in their existing specialties, as well as by persons expressing a desire to change their profession, taking into account the needs of production.
Training - training after receiving basic education, aimed at consistently maintaining and improving professional and economic knowledge, skills, and increasing mastery in the existing profession.
briefing It is an explanation and demonstration of working methods directly at the workplace and can be carried out both by an employee who has been performing these functions for a long time, and by a specially trained instructor.
Work - is the use of mental and physical abilities of people, their skills and experience in the form of goods and services necessary for the production of economic and social benefits. Stimulation of labor is the central link in the management system. One of its most important areas is the regulation of wages. Wage is the payment for labor, or the price of labor. It should reflect its volume, quality, physical and moral-psychological, intellectual costs, the complexity of the process, the degree of risk, etc. Wages in any socio-political and socio-economic system are regulated by the state. Forms of remuneration - piecework and time. To optimize personnel management, if conditions permit, incentive types of remuneration are selected. Material incentives for personnel must meet certain requirements. These include:
Simplicity and clarity of the incentive system for each employee;
Efficiency to encourage positive results;
Formation among employees of a sense of a fair system of incentives;
Increasing interest in the overall results of the activities of the unit, organization;
Striving to improve individual performance.
Issues for discussion
1 Certification of personnel.
2 Stages of the certification process.
3 Explain what is meant by staff development.
4List the main areas of professional training and advanced training of personnel.
Head in the personnel management system
Management style social production - a set of methods and techniques that make it possible to exert a targeted impact on the labor activity of people.
To determine the style, the following parameters of interaction between the leader and subordinates are usually used: decision-making techniques, the method of bringing decisions to the executors, distribution of responsibility, attitude to the initiative, recruitment, own knowledge, communication style, nature of relations with subordinates, attitude to discipline, moral influence on subordinates.
The style a leader uses is determined by two factors: tricks with which he encourages employees to perform their duties, and methods , which controls the results of the activities of their subordinates.
Authoritarian style leadership is based on the absolute will of the leader within the institution, the idea of his infallibility and the consideration of the team as the executor of orders. The authoritarian style leader makes decisions alone, commands, orders them to be carried out, assumes primary responsibility, suppresses initiative, selects workers who cannot become his rivals, keeps a distance from subordinates, resorts to punishments as a powerful method of stimulating work.
Democratic style (from Greek demos - people and kratos - power) is based on the active participation of the entire team in solving managerial problems, respecting the rights and freedoms of participants in the labor process, developing their creative potential and initiative, with the leader playing the leading role in making decisions and ensuring their implementation. A leader of a democratic style in his activity always relies on public organizations and middle managers, encourages initiative from below, emphasizes his respect for subordinates and gives instructions not in the form of instructions, but in the form of suggestions, advice or even requests. Listens to the opinion of subordinates and takes it into account. Control over the activities of his employees is carried out by him not alone, but with the involvement of other members of the team. The head of the democratic style manages people without brute pressure, encourages the creative activity of subordinates, and contributes to the creation of an atmosphere of mutual respect and cooperation in the team.
liberal style (from lat. Liberalis - free) is based on providing the team with maximum freedom of activity, regulated only by the ultimate goal, without active interference in the methods of achieving it. A leader adhering to this style makes decisions at the direction of superior employees or based on the decision of the team. He relieves himself of responsibility for the progress of work and transfers the initiative into the hands of subordinates. In relations with subordinates, the liberal leader is polite and friendly, treats them with respect, tries to help in resolving their requests. But the inability of such a leader to direct the actions of employees can lead to the fact that freedom will be mistaken for permissiveness.
In real life, no leadership style is found in its purest form. In the behavior of almost every leader, there are features inherent in different styles with the dominant role of any one of them. The success of choosing a management style is determined to a decisive extent by the extent to which the manager takes into account the abilities of subordinates and their readiness to implement his decisions, the traditions of the team, as well as his own capabilities, due to the level of education, work experience and psychological qualities. The style of work chosen by the leader depends not only on himself, but also to a large extent on the preparation and behavior of his subordinates.
In a team managed by democratic style, organization and performance indicators are stable regardless of whether the head is in the position or on a business trip, vacation, etc. authoritarian In the same style of work, the absence of a leader leads to a significant deterioration in activity, which is activated again with his return. In the presence of a liberal leader, workers tend to be less active than when he is outside the team. It should also be noted that leadership style is not set once and for all, it can and should change depending on conditions. It is necessary to take into account the composition of the team, the level of knowledge and skills of its members, the time frame of work, the urgency of the tasks, the degree of responsibility depending on the needs that are dictated by the prevailing conditions. An important condition that determines the effectiveness of management is the authority of the personality of the leader . If it is high, then both democratic and authoritarian methods of government are acceptable. But great authority can bring not only benefits, but also harm. On the one hand, the leader makes it easy to achieve the fulfillment of his instructions and subjugate people, and on the other hand, it helps to suppress the independence and initiative, creative thinking of subordinates. A modern leader needs to be aware of the requirements of the time and be flexible, and in case of changing external conditions and the emergence of new needs, change outdated styles and methods of leadership.
Special tact has to be shown when it is necessary to show the shortcomings of the work of people who are older in age, occupying positions in their time and having a high status.
Any leader has hours of reception of employees on personal issues, in the solution of which he takes an active part. An employee must be sure that the organization will support him in a difficult situation, and this will not be done in the form of handouts, but as recognition of merit and respect for his personality.
Issues for discussion
1 The nature and content of managerial work.
2 Psychological problems of leadership.
3 Restrictions that prevent the effective work of the team.
4 Biographical characteristics of the leader.
5 Abilities.
6 Personality traits.
7 Factors of successful activity of the head.
8 Describe leadership styles.
Motivation of labor activity
Attitude towards work - the degree of use of human capabilities, how a person uses his capabilities for highly effective activities.
Thus, motivation is a set of internal and external driving forces that motivate a person to activity.
Need - the primary source - the need for what is necessary for a normal existence: food, housing, procreation.
Needs: spiritual, intellectual, cultural and social.
Interest - a conscious need for goods, objects, activities. Interest induces a person to certain social actions.
motive - conscious attitude to their activities.
Value Orientations - this is a more rigorous concept that characterizes a stable attitude towards ideals (the highest goal).
Incentives - the provision of external influence on a person in order to induce him to certain labor actions (certain labor behavior).
Incentives are influenced by a large group of objective and subjective factors that shape a person's attitude to work.
Objective factors - socio-political situation, economic compliance of regions, working conditions at the enterprise, level of organization and culture at the enterprise, demographic structure of the team, moral and psychological climate.
Currently, either a recruitment agency or a personnel management service is engaged in personnel assessment. And for each of them motivational criteria are different.
Subjective factors - personal characteristics of the employee himself (gender, age, education, upbringing, profession, length of service, personal experience, professional culture, job orientations).
Through objective factors, the level of task management by positions, the discipline of labor activity, the degree of initiative, creative search, and ways to improve performance are determined.
Through subjective factors, the degree of satisfaction with the work of an employee, individual work capacity, and the mood of an employee are determined.
There are always different social groups in the team.
social group - employees with common features that unite them (profession, level of education, work experience). Social groups form the social structure of the team, which is the most important component that affects the effective work of the department (organization).
Personnel management should influence the motivation of people so that the employee has a desire to work, a desire to prove himself from the best side. Worker models are extremely important. In his work, the manager must create integrity, he must be aware of what result of the work will be the final one. At the same time, his subordinates must see the importance of work (have material incentives), be able to participate in decision-making and, of course, there must be a connection between the manager and the employee. Evaluation of the effectiveness of the employee's work depends only on the manager. Therefore, it must be objective and fair. Designed on the basis of these principles, the work ensures the internal satisfaction of each participant. It was on the basis of these data that a model of job characteristics in terms of motivation was developed.
Issues for discussion
1 What is motivation?
2 What is included in the structure of the motive?
3 Tell us about the mechanism of labor motivation.
4 In what groups can needs be combined according to the theory of A. Maslow?
5What are the main functions of staff incentives?
6 How do the theories of A. Maslow and F. Herzberg compare?
7 What is the most important point of V. Vroom's theory?
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 (knowledge of information technology, knowledge of regulatory legal documents, etc. organizational, analytical and other abilities, creative approach to work, initiative, etc. are evaluated).
6. Information about incentives, penalties.
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. In Soviet times, a letter of recommendation was replaced by the usual reference. 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 professional education, academic degree, academic title: higher, Perm State University, 1998 specialty jurisprudence, qualification lawyer . (when and what educational institution he graduated from, specialty and education qualification, academic degree, academic title) 4. Information about professional retraining: took advanced training courses in 2006 at the Ural Academy of Public Administration, Organizational, control and personnel work in local governments, 72 hours.(graduated from educational institution, graduation date, name of the educational program) Head of the organizational work department of the 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 work experience 18 l 05 m 8. Qualification level counselor of the municipal formation of the 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 _____ normative legal acts, _____ methodological recommendations. 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 of public administration and local self-government, 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, efficient and high quality of tasks performed by the 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 tasks, which was most clearly manifested in the organization of the work of the Anti-Corruption Coordinating Council in the municipal district.
Has a clear professional development program. 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 of local self-government, combating corruption in the municipal service, and 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 of a positive characteristic of an employee for promotion? An example of the design of an external characteristic. 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 mode)? 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 it won’t be the whole night. - the old man asked. "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 assessment. 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, because in the end, the competitiveness of products, their low cost and high quality, with all the power-to-weight ratio of production, is decided by high-performance, high-quality labor 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 of 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 at enterprises and institutions is to assist the administration in determining the business and moral qualities of employees with a view to 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 through a detailed job description, 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 reveals limited possibilities due to subjectivity. The second approach is based on the concept of “human relations”, following the premise that “a happy person 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.
In the workforce, 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. A more complex type of assessment is a comprehensive annual assessment that includes all indicators that characterize the type of behavior and relatively simple methods for calculating them. 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. The systems and methods of personnel assessment used in Western countries have various names: annual personnel assessment, performance assessment, assessment of the achievement of goals, etc. Theoretically, all these systems include the following elements: assessment of the achieved results, annual interviews, consideration of the annual results of work and professional 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 evaluation 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 an employee, depending on the implementation of the set goals, is an effective method of verification and allows you to better plan the activities of the organization. In recent years, new methods for selecting and evaluating personnel using scientific and technical methods have become widespread. 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, by means of which the abilities for abstract thinking, analysis, definition of the essence of the problem, etc. are determined;
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 biography and family life, collected during a conversation with a specially trained personnel officer, is based on the fact that the “script” 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 methods of personnel assessment 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. Evaluation of the individual's potential consists in determining the maximum results achieved by him in the most favorable conditions and in the 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 leader 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, the 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.
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.Subdivision -
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 a sufficient level with outside help;
C) has superficial knowledge, it is difficult to solve professional problems independently. In practice, constant monitoring is required.
^ 5.2.Knowledge of the necessary documents regulating professional activities -
A) knows well the content of laws and regulations governing professional activities, is guided by them in practice;
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, the results of professional activity are weak.
^ 5.4. The degree of implementation of professional experience -
A) experience meets the requirements of the position, copes with official duties with 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 of official duties has not yet been achieved.
^ 6. Personal qualities:
6.1. Production ethics, communication style -
A) has a high level of culture of behavior, is democratic, shows concern for subordinates, is 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 performance:
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
_______________________________________________________________________
(name of institution)
1. Full name of the specialist -
2.Subdivision -
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 a sufficient level with outside help;
c) has superficial knowledge, it is difficult to solve professional tasks independently. In practice, constant monitoring is required.
5.2.Knowledge of the necessary documents regulating professional activities -
a) knows well the content of laws and regulations governing professional activities, is guided by them in practical activities;
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) updates professional experience as needed;
c) professional experience accumulates slowly, the results of professional activity are weak.
5.4. The degree of implementation of professional experience -
a) the experience meets the requirements of the position, copes with the job duties with 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 of official duties has not yet been achieved.
6. Personal qualities:
6.1. Work ethics, communication style-
a) has a high level of behavior culture, is democratic, shows concern for subordinates, is 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 performance:
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
