If you decided to develop the system of motivation, it costs to remember two nuances:

Ш she must be based on the values of personnel, and self knowledge of values of your workers will enable to you to find correct exactly for them balance of material and non-material motivation;

Ш it costs to be determined, that for you in-process workers is major (achievement of result, meticulousness, attentiveness to the process which helps to minimize errors, disciplinary moments or anything other), and to encourage displays exactly of these lines or competenses. It is possible to enter not only encouragement but also system of fines after the impermissible for a company actions of workers or absence of the planned job performance are certain. Every employer must make decision, taking into account all risks and details.

Coming in a company, as be said in the first part of the article in a previous number, every manager sends out a feeler. Watches processes which take place in a company, analyses and determines, as far as high level of loyalty of workers to the company. If here all in the order, both an increase of loyalty and internal PR of company will not be for you foreground job, if no, or quicker undertake to business. Organize corporate measures, conduct the corresponding training and, basic maximally socialize with a personnel, to understand principal reasons of subzero loyalty and in time to liquidate them. In fact if such "submarine stones" much, then whatever budgets you spent on corporate evening-parties and training, it will not give a desirable effect.

In parallel, it does not cost to forget companies about external PR. It follows to produce an image of attractive employer for the organization, in course of time to take off the problem of lack of necessary professionals. If at the market of labour the name of your company will often sound and perceived positively, workers will come to you and offer the candidatures. It should be remembered that the image of the company you form constantly: beginning from that, how you speak by phone with candidates concluding the permanent representative office of company on the fairs of vacancies and presentations in educational establishments, profile conferences and other.

It is not necessary to forget and about such part of work with a personnel, as studies. First and more main all, that it follows to memorize, - any studies need to be conducted, leaning against the in good time carefully thought out system. Which one she will be, what main accents will be placed on - here all will depend on a specific and strategy of company.

In my opinion, it costs to divide studies after levels: for beginners, for the workers of middle level and for top-менеджменту. In addition, in parallel there must be another division: studies, which touches the direct specific of work and studies, sent to the personality height of candidates. Teaching a personnel is possible different methods, most widespread are training, yet seminars (they, usually, are used for the serve of specific knowledge) use lectures, the corporate revision of educational films with a further analysis or creation of corporate library, and also claim of lists of books, which a worker is under an obligation to read, is also possible. Who is responsible for these processes and studies conduct directly? There are a few variants: it can be the same manager from a personnel but such variant is not the best, as this activity takes away time from basic work of manager, it is possible to hire trainers which work in different consulting agencies, but their services are expensive enough, that is why the most optimal variant is to accept on work a regular trainer which will create to the program training directly under the necessities of company and will conduct all studies. In such case a manager from a personnel only coordinates work of trainer and watches, that she coincided with general strategy of work of company. And use services of external trainers only in case of occurring of necessity of the specialized studies or requirement in creation of the program of personality development for top-managers. If there is a necessity, creation of corporate universities becomes possible even for training of maximally skilled personnels.

Well and last, about what it costs not to forget, is the estimation of personnel forming of skilled reserve. In relation to that, when it is better in all to conduct the estimation of personnel, idea divided. One insist on that only coming in a company, a manager must do the estimation of personnel, to know, with what it will be him to work. Other, to which join and I, defend an idea, that it does not cost at once to put everything from feet to the head. At first it follows to visit this collective, estimate a situation to enter certain processes and after it to start the estimation of personnel. Basic rule of estimation of personnel - she must be based on clear criteria which are developed under every position separately and are based on post instructions. It can conduct an estimation different methods and apply different methods. As be said higher about other processes, the process of estimation it costs to prescribe in position. The choice of method of estimation depends on the specific of positions.

Objects of estimation :

Ш Psychological descriptions of personality (personality features and character traits)

Ш Knowledge, abilities and skills of employee

Ш Conduct (values, relations, opinions)

Ш Efficiency of labour

The estimation of psychological descriptions of personality often meets at the selection of personnel. The methods of estimation are limited to testing and interviewing. Quality of estimation depends on qualification of specialist, conducting an estimation.

Estimation of knowledge, abilities and skills more frequent meets at a selection and teaching of personnel. Basic methods of estimation are testing and trainers, rarer interviewing. However, for the estimation of row of skills, business games befit better. Quality of estimation depends on worked out of methodical base (tests) and competence of experts, conducting an estimation.

A conduct is the most difficult object of estimation. Used in all three functions of HR. The often applied methods of estimation are questioning and interviewing. Quality of estimation fully depends on worked out of methodical base (model of competenses) and competence of experts, conducting an estimation. Partly the elements of conduct can be estimated through such form of business game as assessment-centry.

The estimation of efficiency of labour differs in that firmly related to the business processes of company and checking system. In other words, estimation of efficiency is ordinary estimation, conducted on the stage of control of personnel. An estimation of efficiency is an estimation of implementation of personal KPI. KPI and motivation of personnel in the monthly checking system allow to get considerable competitive edges for your company.

One of the newest methods of estimation of personnel is a circular estimation or method 360 degrees. This methods it was begun actively to apply in the west in 90th of XX of century. At the beginning of 2000th Russian HR -специалисты began to adopt this experience for western colleagues, and now this method is the popular mean of estimation of personnel and for us. Essence of methods "360 degrees" consist in that the estimation of employee is conducted by all his work environment: leaders, inferiors, colleagues and clients . Also an employee can ask to estimate itself. However this methods of estimation are the separate group of methods of estimation is also interviewing and (or) questioning, simply complex and in a few new to the form.

The complex and quite independent methods of estimation of personnel is attestation.

Attestation" (from Latin "attestatio" is a certificate) is determination of level of accordance. Attestation is one of the most widespread forms of estimation of work of personnel, and more precisely determinations of level of fulfilling the of worker occupied position and (or) place which he applies on. The employees of most organizations with the put right management pass procedure of attestation, as a rule, one time per a year .

It follows also to remember, that we must estimate not only activity of other workers, but also constantly monitoring efficiency of own work and those processes, what of us entered. If something which very beautifully sounds in theory does not work in practice, our task - to do necessary conclusions and bring in rapid changes. Exactly due to a critical relation, foremost, to own work and to professional flexibility, we can own hands brick after a brick to build most effective control system by a personnel for our company.

Literature

1. Chen, Guo - Ming, & Starosta, William J. Foundations of intercultural communication. - NY: Allyn & Bacon, 1997. - 340 p.

2. Boli John, George M Thomas. World Culture in the World Polity : A Century of International Non - Governmental Organization. // American Sociological Review, Vol.62 No.2 (Apr., 1997) p. 171-190.

3. Fukuiama of the Social capital // Culture matters. How values assist public progress / Under ред. Harrisona l. and Hantingona S.. - М.: Moscow school of political researches, 2002. - С. 130-135.

4. Ter-Minasova S. Language and межкультурная communication. - М.: Word, 2000 - 624 c.

5. Scraps of А. К. KPI and motivation of personnel. Complete collection of practical instruments. it is эксмо, 2010. - 160 p. - ISBN 978-5-699-37901-9

6. Mark А. Huzlid, Dave Ulrih, Brian I. BekkerБ, Measuring of effectiveness of work of HR -department. People, strategy and productivity = of The HR Scorecard Linking People, Strategy, and Performance. - М.: "Williams", 2007. - С. 304. -- ISBN 1-57851-136-4

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