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Development of a personnel assessment system based on KPI - free course from the Russian School of Management, training, date: December 7, 2023.
Miscellaneous / / December 10, 2023
How to optimize the personnel management system, including the composition of personnel and their remuneration, taking into account business objectives? Students will become familiar with the levels of competency development, modern methods of personnel assessment, and understand the role of assessment in developing motivation for employees of different departments and types of activities. Practicing experts will talk in detail about the main elements of the bonus system, explain the features of using the KPI system, and help you master the communication matrix when implementing changes.
Ph.D., consultant on management, training and personnel development. Has practical experience in the development and implementation of HR technologies in retail business.
Consultant, expert in the field of personnel reserve formation and personnel assessment. Certified expert of the “Leaders of Russia” competition. Co-author of the book “HR Practice”.
Development of competency models. Organization of a personnel recruitment system. Selection assessment
• Development of a competency model.
• Competency-based approach, competency-based management. Competency clusters. Competency structure. Examples of competencies in Russian companies and banks.
• Organization of a system of recruitment and adaptation of personnel.
• Recruitment technology.
• Job/vacancy profile.
• Sources of personnel search: social networks, head hunting, executive search, recruitment (mass recruitment), “Refer a Friend” program.
• Interview on competencies at the stage of selecting candidates for the company.
• Adaptation. Types of adaptation: corporate, social, professional adaptation.
• Employee adaptation program for the probationary period. Introductions to the position. Mentoring.
• Factors that hinder employee adaptation: different values and priorities, disappointed expectations, poor personal contact, working conditions, volume of tasks.
Development and implementation of an Assessment Center
• Organizing an Assessment Center in the company.
• Development of the Assessment Center program.
• Assessment Center summary.
Development of a bonus system. Performance management system. BSC Balanced Scorecard
• Management by objectives, MBO, KPI and BSC.
• General PM approach to defining goals and key performance indicators (KPIs).
• Determination of performance criteria for employees and the department as a whole.
• System for evaluating departments and employees based on performance indicators.
• Systematization and effective implementation of the KPI assessment process into business processes.
• Features of using the KPI system.
• Effective financial incentives for results.
• Bonus and bonus policy, integration with KPI.
• Project to develop and implement a results-based management system.
• Workshop and ready-made solutions.
Change management when working with personnel
• Corporate culture as an environment of change.
• Focus of change: people and system. Cascading changes.
• Research methods: surveys and questionnaires.
• Expert groups and development methods.
• Focus groups and discussion methods.
• Conflicts when developing and implementing changes.
• Resistance to change.
• Implementation of changes.
• Sustaining change.
• Internal communications
HR marketing. Creation and promotion of an HR brand. Professional internal and external PR
• The essence and principles of personnel marketing. Marketing research and marketing information in the field of personnel.
• Types, content, methods of obtaining and processing marketing information.
• Assessing the effectiveness of communication channels in personnel marketing.
• Analysis of the internal and external environment of the organization's activities in human resource management.
• HR practices and tools for working with the company’s external and internal audiences; priority external and internal communication channels depending on the goals and characteristics of the brand.
• Positioning the brand as a “strong and attractive” employer.
• Technology and tools for digital promotion of the HR brand.
• Image formation and reputation management.
• Work on the personal brand of top officials.
• The influence of the employer's image in the labor market on the corporate image of the company and the quality of attracted applicants.
• Methodology for creating an EVP value proposition, communication strategy for this proposition.
• Team assessment and, based on the data obtained, the formation of an effective program to increase staff loyalty and recommendations for reducing HR costs.
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