Public recognition of the results of employees' work. Reward for work: concept, types and grounds

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Reward for work: concept, types and grounds

Among the measures to ensure labor discipline, employee encouragement occupies an important place. Conscientious work must be recognized by the employer. If well-performing and unscrupulous workers are in an equal position, then the incentive to work successfully is sharply reduced.

Reward is the public recognition of the results of employees' work.

The use of incentive measures is one of the manifestations of the employer's disciplinary power. The choice of specific incentive measures, provision of various benefits and benefits is the right of the employer, although in modern market conditions it largely depends on its financial capabilities.

Undoubtedly, encouragement plays a kind of role as a “perpetual motion machine.” Recognition of the labor merits of the best employees increases the job satisfaction of the person being rewarded and has an impact on other team members, stimulating the latter to improve the results of their work. Moreover, in the legislation, encouragement is understood only as a form of public recognition of achieved successes, in which the employer expresses official recognition of the employee’s merits (usually at a general meeting in a solemn atmosphere, with the obligatory issuance of an appropriate order) and providing him with public honor.

Therefore, incentives for work are the most important means of ensuring labor discipline.

The nature of incentives can be divided into material and moral.

Encouragement that is moral in nature has a positive ethical influence on the employee and brings him moral satisfaction. In turn, material incentives always have a monetary value and, along with moral satisfaction, allow the employee to receive additional material income.

At the moment, organizational leaders do not attach much importance to moral types of rewards. There are significant reasons for this. Such types of moral encouragement as a certificate of honor, a declaration of gratitude, inclusion in the Book of Honor and on the Board of Honor, according to the author of the article, have largely discredited themselves in past years, when this was often done for the sake of a “tick”, en masse and without any reinforcement or material incentives.

Taking into account the specifics of today, employers can develop their own types of moral incentives, which will be very effective in stimulating staff. As an example, we can cite representative offices of foreign companies operating in Russia, in which, along with a strict system of disciplinary sanctions and measures of material incentives, there is an extensive system of moral incentives for employees.

One example of moral encouragement can be the early removal of a previously imposed disciplinary sanction, as well as inclusion in the reserve for promotion to a higher position.

Article 191 of the Labor Code of the Russian Federation (hereinafter referred to as the Labor Code of the Russian Federation) provides for the following incentive measures that the employer applies to reward employees who conscientiously perform their job duties, which can be divided into measures of a moral and material nature:

measures of moral encouragement:

· declaration of gratitude;

· awarding a certificate of honor;

· nomination for the title “Best in Profession”;

· measures of material incentives:

· issuing a bonus;

· rewarding with a valuable gift.

The list of incentive measures given in the Labor Code of the Russian Federation is not exhaustive. It provides only the main types of incentive measures that have become widespread in practice.

The collective agreement, internal labor regulations, as well as charters and discipline regulations may provide for other types of incentives. For example, additional paid vacations, compensation for annual vacation costs, personal allowances, interest-free loans for the purchase of residential premises may be established, and additional, in addition to those provided for by the Labor Code of the Russian Federation and other legal acts, honorary titles for employees may be awarded (for example, “Honored employee of LLC "..."), sending the employee to special conferences, seminars, exhibitions, creating more comfortable working conditions for the employee, and so on.

Thus, the list of incentives can be supplemented depending on the needs and capabilities of a particular employer.

In addition, for special labor services to society and the state, employees can be nominated for state awards. That is, two more types of rewards can be distinguished - for conscientious work and for special labor services to society and the state.

The first is applied directly by the employer; the second - goes beyond the work collective and already acquires social and state significance, therefore, for special labor merits, employees are awarded by the relevant state authorities and local governments. For special labor services to society and the state, the President of the Russian Federation awards state awards of the Russian Federation and confers honorary titles (clause “b” of Article 89 of the Constitution of the Russian Federation). The list of honorary titles and the Regulations on honorary titles of the Russian Federation were approved by Decree of the President of the Russian Federation of December 30, 1995 No. 1341 “On the establishment of honorary titles of the Russian Federation, approval of the provisions on honorary titles and descriptions of the breastplate for honorary titles of the Russian Federation.” The procedure for filing applications for state awards and nominating employees for a certificate of honor is determined by the Regulations on state awards of the Russian Federation, approved by Decree of the President of the Russian Federation of March 2, 1994 No. 442 “On state awards of the Russian Federation” and the Regulations on the Certificate of Honor of the Government of the Russian Federation, approved by Decree of the Government of the Russian Federation of May 31, 1995 No. 547 “On the Certificate of Honor of the Government of the Russian Federation.”

Nomination for the title of the best in the profession is a new type of employee incentive, introduced by the Labor Code of the Russian Federation on February 1, 2002, while at the same time the legislator abolished such incentive measures as “entry in the Book of Honor, on the Board of Honor”, ​​and nothing was said about “ advantages and benefits in the field of social, cultural and housing services”, “advantage in job promotion”, which were provided to employees who successfully and conscientiously fulfill their job duties.

At the same time, since the list of types of incentives for employees is open, the employer has the right to provide for such types of incentives and benefits in the collective agreement or in the internal labor regulations.

The title “Best in Profession” is an industry award for special labor merits. As a rule, the conferment of industry and honorary titles is carried out on the recommendation of the employer by the heads of ministries with the participation of the relevant trade union bodies.

One of the types of material incentives for employees for conscientious work is rewarding with a valuable gift. The maximum value of a valuable gift is not limited by law and is determined by the employer at his discretion based on the personal merits of each employee.

One-time cash bonuses are a common form of financial reward for conscientious work. They should be distinguished from those paid under existing remuneration systems.

Speaking about the subjective composition of the use of incentives, they can be divided into individual and collective. Most often, incentives are applied individually. However, at the discretion of the employer, in some cases, incentive measures may be applied to teams of teams, sections, and departments.

According to the circle of persons to whom incentives apply, general and special types of incentives can be distinguished. General incentive measures are established by labor legislation and apply to any employees, regardless of what field of activity they work in. Special incentive measures apply to certain categories of employees and are established by special laws, as well as industry regulations and disciplinary statutes. For example, Article 55 of the Federal Law of July 27, 2004 No. 79-FZ “On the State Civil Service of the Russian Federation” establishes incentives and rewards for civil servants:

"1. The following types of incentives and awards are applied for impeccable and effective civil service:

1) declaration of gratitude with payment of a one-time incentive;

2) awarding a certificate of honor from a state body with the payment of a one-time incentive or with the presentation of a valuable gift;

3) other types of incentives and awards of the state body;

4) payment of a one-time incentive in connection with retirement from a state pension for long service;

5) encouragement from the Government of the Russian Federation;

6) encouragement from the President of the Russian Federation;

7) conferring honorary titles of the Russian Federation;

8) awarding insignia of the Russian Federation;

9) awarding orders and medals of the Russian Federation.”

So, incentive measures can be divided into the following types:

· by the nature of the impact on employees (moral and material);

· by subject composition (individual and collective);

· according to its social significance (applied directly by the employer and applied by the relevant authorities for special labor services to society);

· according to the circle of persons to whom incentives apply (general, applied to any employees, and special, applied to certain categories of employees if they are established by special laws, as well as industry regulations and disciplinary statutes).

In accordance with Article 191 of the Labor Code of the Russian Federation, the basis for the application of incentive measures is the conscientious performance by employees of their labor duties. Conscientious fulfillment of job duties in strict accordance with the requirements for employees provided for in employment contracts, job descriptions, tariff and qualification reference books, instructions and requirements for labor protection and other documents defining the content of the job function performed, in compliance with the current internal labor rules is considered conscientious. routine.

As practice shows, this general basis is not enough to develop a system of incentives and bonuses for employees. Therefore, managers and personnel services strive to develop more specific indicators in relation to the specific conditions of production and labor organization at a particular employer. It is at this stage that most difficulties arise. In the absence of standard indicators, the application of incentives to employees is usually very subjective and may have an ineffective effect on the functioning of the incentive system as a whole. In this regard, the issue of developing standard indicators of labor efficiency should be given the closest attention.

It is advisable to form a system of factors that serve as grounds for encouraging employees for different categories of employees in different ways - taking into account the nature of the work performed, the procedure for recording and standardizing the results of work of various categories of employees.

For example, it is advisable to determine a different approach in developing a reward system for employees whose work standards are based on financial and other indicators for the entire organization as a whole and for those categories of employees who have personal standard indicators. Workers can be divided into the following categories:

1) Management team - administration.

2) Middle and junior management - heads of separate divisions, departments, workshops, work groups. For this category of workers, it is advisable to develop standard performance indicators depending on the indicators of the structural units they manage.

3) Specialists and technical performers.

4) Workers. encouragement reward labor title

The grounds for the application of incentive measures can be supplemented and clarified by a collective agreement or internal labor regulations in accordance with the assigned management objectives.

In addition, in the charters and regulations on discipline, the grounds for applying incentive measures, as a rule, are specified in relation to the peculiarities of working conditions in specific industries. Thus, according to Resolution No. 621, railway transport workers are rewarded for:

“Employees are encouraged for conscientious performance of work duties, improving the quality of work, increasing labor productivity, innovation, initiative, ensuring the safety of transported goods and luggage, careful handling of other entrusted property, long-term and impeccable work.”

When used skillfully, incentives can be a more effective tool for stimulating employees to work conscientiously than penalties.

Encouragement can push and stimulate an unlimited number of people to commit an act approved by society, and the person being encouraged to repeat this act.

The procedure for applying incentive measures for work.

The legal status of the employer according to the Labor Code of the Russian Federation includes the right to apply incentive measures. The procedure for applying incentive measures by labor legislation is partially defined, which means it is largely determined by the employer.

In practice, the incentive is announced in an order or directive, brought to the attention of the employee and the workforce, and a corresponding entry is made in the employee’s work book.

The order being drawn up indicates the motive for the incentive, the type of incentive, the form of the incentive, and in the case of awarding a valuable gift (premium), also its cost. The employer is obliged to familiarize the employee with this order against signature. The form of the order (instruction) to reward an employee was approved by Resolution of the State Statistics Committee of the Russian Federation dated January 5, 2004 No. 1 “On approval of unified forms of primary accounting documentation for recording labor and its payment” (hereinafter Resolution No. 1) (unified form No. T-11 and unified form of a consolidated order on employee incentives T-11a).

The basis for issuing an order (instruction) on incentives is a proposal submitted for consideration to the head of the organization by the employee’s immediate supervisor or the organization’s personnel service. Since the procedure for submitting awards is not regulated by law, each organization uses its own.

In practice, the question often arises: does the employer have the right to apply incentive measures to the person represented during the period of validity of the disciplinary sanction against the same employee. The current Labor Code of the Russian Federation does not contain a rule prohibiting rewarding an employee who has a disciplinary sanction during the period of validity of the sanction. Consequently, the decision on the possibility of rewarding such employees depends on the discretion of the employer.

Information about incentives is entered into the work book in accordance with Part 4 of Article 66 of the Labor Code of the Russian Federation. The basis for making an entry in the work book is the corresponding order (instruction) of the manager.

According to paragraph 24 of the Rules for maintaining and storing work books, the following information about awards (incentives) for labor merits is entered into the work book:

a) on the awarding of state awards, including the conferment of state honorary titles, on the basis of relevant decrees and other decisions;

b) on awarding diplomas, conferring titles and awarding badges, badges, diplomas, certificates of honor by organizations;

c) on other types of incentives provided for by the legislation of the Russian Federation, as well as collective agreements, internal labor regulations of the organization, charters and regulations on discipline.

Clause 10 of the Rules for maintaining and storing work books establishes a one-week period, no later than which the employer is obliged to make appropriate entries in the work books.

The procedure for entering information about awards into the work book in accordance with the Instructions for filling out work books, approved by the Resolution of the Ministry of Labor of the Russian Federation dated October 10, 2003 No. 69 “On approval of instructions for filling out work books,” is as follows: “in column 3 of the section “Information on awards” the work The book title indicates the full name of the organization, as well as the abbreviated name of the organization (if any); below in column 1 the serial number of the entry is entered (numbering increasing throughout the entire period of the employee’s work activity); Column 2 indicates the date of award; Column 3 records who awarded the employee, for what achievements and with what award; Column 4 indicates the name of the document on the basis of which the entry was made, with reference to its date and number.”

It is mandatory that information about incentives is also entered into the employee’s personal card, in section VII “Awards (incentives), honorary titles” (unified form No. T-2, approved by Resolution No. 1).

The work book does not contain entries about bonuses, which are not incentives for the employee, but are an integral part of his earnings, i.e. are provided for by the remuneration system or are paid on a regular basis (clause 25 of the Rules for maintaining and storing work books). If an employee received a so-called “personal” bonus for a specific personal contribution to work, then information about it must be entered in his work book. Noteworthy is the discrepancy between the wording of Articles 66 and 191 of the Labor Code of the Russian Federation. Article 66 of the Labor Code of the Russian Federation requires information about awards for success in work to be entered into the work book, but entries are not provided for other types of incentives. The aforementioned discrepancy between the concepts of “reward” and “encouragement” makes it difficult to apply labor legislation in the practice of drawing up work books.

In this regard, two opposing points of view arose:

1. According to Article 66 of the Labor Code of the Russian Federation, the employer is not obliged to enter information about all employee incentives into the work book, but only information about his awards.

2. A broader interpretation of the term “reward” suggests that those incentives that are not essentially awards, but also characterize the employee on a positive side, should be reflected in the work record in his interests.

Thus, the employee has the right to insist on making a corresponding entry in the work book about any of the types of incentives applied to him, if it has not been made.

In general, documenting the incentive procedure includes:

· drawing up by the head of the structural unit in which the employee works, or by the head of the personnel service, a proposal for incentives addressed to the head of the organization, indicating the type of incentive in accordance with the Internal Labor Regulations or other local regulations;

· publication of an order (instruction) on promotion (unified form No. T-11, T-11a) and its solemn announcement;

· making the necessary entry in the personal card (unified form No. T-2) about rewarding the employee;

· making an appropriate entry in the employee’s work book.

One of the important factors for the successful work activity of employees and, in general, for the growth of economic indicators is a rational system of employee incentives.

The development of a reward system is inextricably linked with the general personnel motivation system in place for a given employer, and is largely specific to each company. It is determined by the profile of economic activity, existing structural and production connections, and management tasks. The system of employee incentives is influenced by the economic situation and financial basis of the company.

Regardless of these features, we can still recommend general approaches to developing a reward system.

When developing a system of incentives for work, it is necessary to take into account the following provisions:

1) the basis for rewards for success in work should be specific indicators that employees achieve while performing their immediate job responsibilities and which most fully characterize the labor participation of each employee in solving common problems; It is advisable to form a system of indicators and factors that serve as grounds for encouraging employees, taking into account the nature of the work performed, the procedure for recording and standardizing the results of work of various categories of employees (managers, specialists, technical performers, workers);

2) the employee must be sure that upon achieving the established results, he will definitely be rewarded;

3) incentive measures for work should depend on the significance of labor achievements, that is, for higher work results, accordingly, more significant incentive measures should be established;

4) motivate each employee to constantly improve their performance indicators;

5) the incentive system must be open, transparent and understandable for employees;

6) the timeliness of the application of incentive measures must be taken into account.

The incentive clause can be a document with varying degrees of detail.

For organizations with established economic indicators, a general system of intra-corporate relations, and a well-established system for standardizing labor efficiency indicators, both structural units and employees occupying individual positions, a provision with the maximum degree of detail can be recommended.

For small, dynamically developing companies, in which the development of internal corporate relations and the overall system of functioning of the organization are at the stage of formation, a local regulatory act with a lesser degree of detail, which reflects only the most general principles of employee incentives, may be more useful.

Regardless of the level of detail of the document defining the principles of the incentive system, it is advisable that it contain the following basic information:

1) Principles of forming a reward system.

2) Specific indicators of the use of incentive measures.

3) Forms and measures (types) of encouragement.

4) The procedure for nominating employees for promotion.

5) Competence of management to apply incentive measures.

6) Legal basis for the use of incentive measures (order of the head of the organization, order of another official).

7) The procedure for carrying out promotional activities.

8) Other information regarding the incentive system.

In the application of the incentive system, an important place is occupied by the mechanism for nominating employees for incentives.

For example, in the regulation on incentives in force in an organization, the rights of managers at various levels to apply each type of incentive should be divided.

Thus, it seems quite logical for the head of a structural unit (department, workshop, etc.) to use incentive measures that are not associated with serious material expenses of the organization, for example, declaring gratitude, speaking to the head of the organization with an initiative to early remove a previously imposed penalty from an employee, payment bonuses (one-time bonuses) in small amounts to the best employee of the department and others.

The head of the organization may have broader powers to apply incentive measures to employees. He ultimately decides on the amount of money allocated to reward employees. His powers can extend both to the use of incentives that are of an individual one-time nature (in relation to a specific employee), and to incentives in relation to a certain group of workers (workshop workers, teams, etc.) or the workforce as a whole.

It should be noted that the legislation does not regulate the procedure for the entry into force of the Regulation on employee incentives. Therefore, the employer can independently determine the procedure for approving this document, taking into account the general system for the development and adoption of local regulations.

Application

To the Director of Prima LLC

Derzhavin K.K.

Presentation on the promotion of Ivanov M.M., sales department manager

Ivanov M.M., born in 1955, sales department manager, has continuous experience at Prima LLC for ten years. During this period of work, he always conscientiously fulfilled his job duties and was repeatedly thanked.

For conscientious fulfillment of job duties, long-term and impeccable work, as well as in connection with the anniversary date - his fiftieth birthday, I present M.M. Ivanov for encouragement. I propose to encourage M.M. Ivanov. in the form of an award with a certificate of honor and a valuable gift.

Head of Sales Department ___________ /Vasiliev I.I./

Position, personal signature, signature transcript.

The legislator in the new edition of the Labor Code of the Russian Federation extends the general norms of labor legislation to all economic entities - both legal entities and individuals. It can be stated that the fourteen-year infringement of the rights of individual entrepreneurs as employers and, most importantly, the workers they hire has finally come to an end. An employer - an individual entrepreneur, in addition to concluding employment contracts, is now obliged to maintain work books for all his employees, and also, as an employer - a legal entity (organization), to document personnel issues, including in the field of labor discipline.

The right to apply incentive measures belongs entirely to the employer and does not require, as was previously the case, coordination with the relevant elected trade union body. In addition, the simultaneous use of several incentive measures is allowed. As a rule, in practice, this is a combination of measures of a moral and material nature (for example, an announcement of gratitude and the issuance of a cash bonus).

At the same time, the use of incentive measures can be quite subjective, since it is always associated with an assessment of the behavior of employees in the labor process. However, if there is a local regulatory act regulating evaluation criteria, grounds for incentives, and the procedure for applying incentive measures, then the entire procedure associated with the application of incentive measures is within the “legal framework.” As they say, the law is harsh, but it is the law. When a rule prescribed in a local regulatory act applies to an indefinite number of persons, then, in addition to rights, the employer also has obligations to apply incentive measures in the event of certain circumstances (fulfillment of the plan by an employee, department, organization as a whole, achievement of certain economic successes and etc).

The reward system adopted by a particular employer operates effectively only if employees are aware of the principles of its functioning and understand it. Their conviction in the fairness of this system is also of great importance.

The rules that regulate the entire procedure for applying incentives for conscientious work can be documented in the Internal Labor Regulations, but it is more advisable to do this in a special local regulatory act - the Regulations on the Incentives of Employees.

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Among the measures to ensure labor discipline, employee encouragement occupies an important place. Conscientious work must be recognized by the employer. If well-performing and unscrupulous workers are in an equal position, then the incentive to work successfully is sharply reduced.

Reward is the public recognition of the results of employees' work.

The use of incentive measures is one of the manifestations of the employer's disciplinary power. The choice of specific incentive measures, provision of various benefits and advantages is the right of the employer, although in modern market conditions it largely depends on its financial capabilities.

Undoubtedly, encouragement plays a kind of role as a “perpetual motion machine.” Recognition of the labor merits of the best employees increases the job satisfaction of the person being rewarded and has an impact on other team members, stimulating the latter to improve the results of their work. Moreover, in the legislation, encouragement is understood only as a form of public recognition of achieved successes, in which the employer expresses official recognition of the employee’s merits (usually at a general meeting in a solemn atmosphere, with the obligatory issuance of an appropriate order) and providing him with public honor.

Therefore, incentives for work are the most important means of ensuring labor discipline.

The nature of incentives can be divided into material and moral.

Encouragement that is moral in nature has a positive ethical influence on the employee and brings him moral satisfaction. In turn, material incentives always have a monetary value and, along with moral satisfaction, allow the employee to receive additional material income.

At the moment, organizational leaders do not attach much importance to moral types of rewards. There are significant reasons for this. Such types of moral encouragement as a certificate of honor, a declaration of gratitude, inclusion in the Book of Honor and on the Board of Honor, according to the author of the article, have largely discredited themselves in past years, when this was often done for the sake of a “tick”, en masse and without any reinforcement or material incentives.

Taking into account the specifics of today, employers can develop their own types of moral incentives, which will be very effective in stimulating staff. As an example, we can cite representative offices of foreign companies operating in Russia, in which, along with a strict system of disciplinary sanctions and measures of material incentives, there is an extensive system of moral incentives for employees.

One example of moral encouragement can be the early removal of a previously imposed disciplinary sanction, as well as inclusion in the reserve for promotion to a higher position.

Article 191 of the Labor Code of the Russian Federation (hereinafter referred to as the Labor Code of the Russian Federation) provides for the following incentive measures that the employer applies to reward employees who conscientiously perform their job duties, which can be divided into measures of a moral and material nature:

• measures of moral encouragement:
• announcement of gratitude;
• awarding a certificate of honor;
• nomination for the title “Best in Profession”;
• measures of material incentives:
• issuing a bonus;
• rewarding with a valuable gift.

The list of incentive measures given in the Labor Code of the Russian Federation is not exhaustive. It provides only the main types of incentive measures that have become widespread in practice.

The collective agreement, internal labor regulations, as well as charters and discipline regulations may provide for other types of incentives. For example, additional paid vacations, compensation for annual vacation costs, personal allowances, interest-free loans for the purchase of residential premises may be established, and additional, in addition to those provided for by the Labor Code of the Russian Federation and other legal acts, honorary titles for employees may be awarded (for example, “Honored employee of LLC "..."), sending the employee to special conferences, seminars, exhibitions, creating more comfortable working conditions for the employee, and so on.

Thus, the list of incentives can be supplemented depending on the needs and capabilities of a particular employer.

In addition, for special labor services to society and the state, employees can be nominated for state awards. That is, two more types of rewards can be distinguished - for conscientious work and for special labor services to society and the state.

The first is applied directly by the employer; the second - goes beyond the work collective and already acquires social and state significance, therefore, for special labor merits, employees are awarded by the relevant state authorities and local governments. For special labor services to society and the state, the President of the Russian Federation awards state awards of the Russian Federation and confers honorary titles (clause “b” of Article 89 of the Constitution of the Russian Federation). The list of honorary titles and the Regulations on honorary titles of the Russian Federation were approved by Decree of the President of the Russian Federation of December 30, 1995 No. 1341 “On the establishment of honorary titles of the Russian Federation, approval of the provisions on honorary titles and descriptions of the breastplate for honorary titles of the Russian Federation.” The procedure for filing applications for state awards and nominating employees for a certificate of honor is determined by the Regulations on state awards of the Russian Federation, approved by Decree of the President of the Russian Federation of March 2, 1994 No. 442 “On state awards of the Russian Federation” and the Regulations on the Certificate of Honor of the Government of the Russian Federation, approved by Decree of the Government of the Russian Federation of May 31, 1995 No. 547 “On the Certificate of Honor of the Government of the Russian Federation.”

Nomination for the title of the best in the profession is a new type of employee incentive, introduced by the Labor Code of the Russian Federation on February 1, 2002, while at the same time the legislator abolished such incentive measures as “entry in the Book of Honor, on the Board of Honor”, ​​and nothing was said about “ advantages and benefits in the field of social, cultural and housing services”, “advantage in job promotion”, which were provided to employees who successfully and conscientiously fulfill their job duties in accordance with the previously existing Labor Code of the Russian Federation (hereinafter referred to as the Labor Code of the Russian Federation).

At the same time, since the list of types of incentives for employees is open, the employer has the right to provide for such types of incentives and benefits in the collective agreement or in the internal labor regulations.

The title “Best in Profession” is an industry award for special labor merits. As a rule, the conferment of industry and honorary titles is carried out on the recommendation of the employer by the heads of ministries with the participation of the relevant trade union bodies.

One of the types of material incentives for employees for conscientious work is rewarding with a valuable gift. The maximum value of a valuable gift is not limited by law and is determined by the employer at his discretion based on the personal merits of each employee.

One-time cash bonuses are a common form of financial reward for conscientious work. They should be distinguished from those paid under existing remuneration systems.

Speaking about the subjective composition of the use of incentives, they can be divided into individual and collective. Most often, incentives are applied individually. However, at the discretion of the employer, in some cases, incentive measures may be applied to teams of teams, sections, and departments.

According to the circle of persons to whom incentives apply, general and special types of incentives can be distinguished. General incentive measures are established by labor legislation and apply to any employees, regardless of what field of activity they work in. Special incentive measures apply to certain categories of employees and are established by special laws, as well as industry regulations and disciplinary statutes. For example, Article 55 of the Federal Law of July 27, 2004 No. 79-FZ “On the State Civil Service of the Russian Federation” establishes incentives and rewards for civil servants:

"1. The following types of incentives and awards are applied for impeccable and effective civil service:

1) declaration of gratitude with payment of a one-time incentive;

2) awarding a certificate of honor from a state body with the payment of a one-time incentive or with the presentation of a valuable gift;

3) other types of incentives and awards of the state body;

4) payment of a one-time incentive in connection with retirement from a state pension for long service;

5) encouragement from the Government of the Russian Federation;

6) encouragement from the President of the Russian Federation;

7) conferring honorary titles of the Russian Federation;

8) awarding insignia of the Russian Federation;

9) awarding orders and medals of the Russian Federation.”

So, incentive measures can be divided into the following types:

• by the nature of the impact on employees (moral and material);
• by subject composition (individual and collective);
• according to its social significance (applied directly by the employer and applied by the relevant authorities for special labor services to society);

by the circle of persons to whom incentives apply (general, applied to any employees, and special, applied to certain categories of employees if they are established by special laws, as well as industry regulations and disciplinary statutes).

In accordance with Article 191 of the Labor Code of the Russian Federation, the basis for the application of incentive measures is the conscientious performance by employees of their labor duties. Conscientious fulfillment of job duties in strict accordance with the requirements for employees provided for in employment contracts, job descriptions, tariff and qualification reference books, instructions and requirements for labor protection and other documents defining the content of the job function performed, in compliance with the current internal labor rules is considered conscientious. routine.

As practice shows, this general basis is not enough to develop a system of incentives and bonuses for employees. Therefore, managers and personnel services strive to develop more specific indicators in relation to the specific conditions of production and labor organization at a particular employer. It is at this stage that most difficulties arise. In the absence of standard indicators, the application of incentives to employees is usually very subjective and may have an ineffective effect on the functioning of the incentive system as a whole. In this regard, the issue of developing standard indicators of labor efficiency should be given the closest attention.

It is advisable to form a system of factors that serve as grounds for encouraging employees for different categories of employees in different ways - taking into account the nature of the work performed, the procedure for recording and standardizing the results of work of various categories of employees.

For example, it is advisable to determine a different approach in developing a reward system for employees whose work standards are based on financial and other indicators for the entire organization as a whole and for those categories of employees who have personal standard indicators. Workers can be divided into the following categories:

1) Management team - administration.

2) Middle and junior management - heads of separate divisions, departments, workshops, work groups. For this category of workers, it is advisable to develop standard performance indicators depending on the indicators of the structural units they manage.

3) Specialists and technical performers.

4) Workers.

The grounds for the application of incentive measures can be supplemented and clarified by a collective agreement or internal labor regulations in accordance with the assigned management objectives.

In addition, in the charters and regulations on discipline, the grounds for applying incentive measures, as a rule, are specified in relation to the peculiarities of working conditions in specific industries. Thus, according to Resolution No. 621, railway transport workers are rewarded for:

“Employees are encouraged for conscientious performance of work duties, improving the quality of work, increasing labor productivity, innovation, initiative, ensuring the safety of transported goods and luggage, careful handling of other entrusted property, long-term and impeccable work.”

When used skillfully, incentives can be a more effective tool for stimulating employees to work conscientiously than penalties.

Encouragement can push and stimulate an unlimited number of people to commit an act approved by society, and the person being encouraged to repeat this act.

The legal status of the employer according to the Labor Code of the Russian Federation includes the right to apply incentive measures. The procedure for applying incentive measures by labor legislation is partially defined, which means it is largely determined by the employer.

In practice, the incentive is announced in an order or directive, brought to the attention of the employee and the workforce, and a corresponding entry is made in the employee’s work book.

The order being drawn up indicates the motive for the incentive, the type of incentive, the form of the incentive, and in the case of awarding a valuable gift (premium), also its cost. The employer is obliged to familiarize the employee with this order against signature. The form of the order (instruction) to reward an employee was approved by Resolution of the State Statistics Committee of the Russian Federation dated January 5, 2004 No. 1 “On approval of unified forms of primary accounting documentation for recording labor and its payment” (hereinafter Resolution No. 1) (unified form No. T-11 and unified form of a consolidated order on employee incentives T-11a).

Note

The cost of a valuable gift is included in the employee’s total annual income. According to paragraph 28 of Article 217 of the Tax Code of the Russian Federation, income of individuals not exceeding 4,000 rubles received in the form of gifts from organizations or individual entrepreneurs is exempt from personal income tax (NDFL). It must be borne in mind that if the value of the gift exceeds 4,000 rubles, the excess amount is subject to personal income tax.

The basis for issuing an order (instruction) on incentives is a proposal submitted for consideration to the head of the organization by the employee’s immediate supervisor or the organization’s personnel service. Since the procedure for submitting awards is not regulated by law, each organization uses its own.

In practice, the question often arises: does the employer have the right to apply incentive measures to the person represented during the period of validity of the disciplinary sanction against the same employee. The current Labor Code of the Russian Federation does not contain a rule prohibiting rewarding an employee who has a disciplinary sanction during the period of validity of the sanction. Consequently, the decision on the possibility of rewarding such employees depends on the discretion of the employer.

Information about incentives is entered into the work book in accordance with Part 4 of Article 66 of the Labor Code of the Russian Federation. The basis for making an entry in the work book is the corresponding order (instruction) of the manager (clause 10 of the Rules for maintaining and storing work books, producing work book forms and providing them to employers, approved by Decree of the Government of the Russian Federation of April 16, 2003 No. 225 (hereinafter referred to as the Rules for maintaining and storing work books)).

According to paragraph 24 of the Rules for maintaining and storing work books, the following information about awards (incentives) for labor merits is entered into the work book:

a) on the awarding of state awards, including the conferment of state honorary titles, on the basis of relevant decrees and other decisions;

b) on awarding diplomas, conferring titles and awarding badges, badges, diplomas, certificates of honor by organizations;

c) on other types of incentives provided for by the legislation of the Russian Federation, as well as collective agreements, internal labor regulations of the organization, charters and regulations on discipline.

Clause 10 of the Rules for maintaining and storing work books establishes a one-week period, no later than which the employer is obliged to make appropriate entries in the work books.

The procedure for entering information about awards into the work book in accordance with the Instructions for filling out work books, approved by Resolution of the Ministry of Labor of the Russian Federation of October 10, 2003 No. 69 “On approval of instructions for filling out work books,” is as follows:

“in column 3 of the section “Information about awards” of the work book, the full name of the organization, as well as the abbreviated name of the organization (if any); below in column 1 the serial number of the entry is entered (numbering increasing throughout the entire period of the employee’s work activity); Column 2 indicates the date of award; Column 3 records who awarded the employee, for what achievements and with what award; Column 4 indicates the name of the document on the basis of which the entry was made, with reference to its date and number.”

It is mandatory that information about incentives is also entered into the employee’s personal card, in section VII “Awards (incentives), honorary titles” (unified form No. T-2, approved by Resolution No. 1).

Note!

The work book does not contain entries about bonuses, which are not incentives for the employee, but are an integral part of his earnings, i.e. are provided for by the remuneration system or are paid on a regular basis (clause 25 of the Rules for maintaining and storing work books). If an employee received a so-called “personal” bonus for a specific personal contribution to work, then information about it must be entered in his work book.

Note.

Noteworthy is the discrepancy between the wording of Articles 66 and 191 of the Labor Code of the Russian Federation. Article 66 of the Labor Code of the Russian Federation requires information about awards for success in work to be entered into the work book, but entries are not provided for other types of incentives. The aforementioned discrepancy between the concepts of “reward” and “encouragement” makes it difficult to apply labor legislation in the practice of drawing up work books.

In this regard, two opposing points of view arose:

1. According to Article 66 of the Labor Code of the Russian Federation, the employer is not obliged to enter information about all employee incentives into the work book, but only information about his awards.

2. A broader interpretation of the term “reward” suggests that those incentives that are not essentially awards, but also characterize the employee on a positive side, should be reflected in the work record in his interests.

Thus, the employee has the right to insist on making a corresponding entry in the work book about any of the types of incentives applied to him, if it has not been made.

In general, documenting the incentive procedure includes:

• drawing up by the head of the structural unit in which the employee works, or by the head of the personnel service, a proposal for incentives addressed to the head of the organization, indicating the type of incentive in accordance with the Internal Labor Regulations or other local regulations;
• publication of an order (instruction) on promotion (unified form No. T-11, T-11a) and its solemn announcement;
• making the necessary entry in the personal card (unified form No. T-2) about rewarding the employee;
• making a corresponding entry in the employee’s work book.

An example of documenting the use of incentives for work.

To the Director of Prima LLC

Derzhavin K.K.

Presentation on the promotion of Ivanov M.M., sales department manager

Ivanov M.M., born in 1955, sales department manager, has continuous experience at Prima LLC for ten years. During this period of work, he always conscientiously fulfilled his job duties and was repeatedly thanked.

For conscientious fulfillment of job duties, long-term and impeccable work, as well as in connection with the anniversary date - his fiftieth birthday, I present M.M. Ivanov for encouragement. I propose to encourage M.M. Ivanov. in the form of an award with a certificate of honor and a valuable gift.

Head of Sales Department ___________ /Vasiliev I.I./

Position, personal signature, signature transcript.

(name of company)

(order)
on employee incentives

For conscientious performance of work duties, long-term and

award a certificate of honor and a valuable gift

A sample of entering information about the award in the work book.

A sample of making entries in an employee’s personal card.

VII. AWARDS (INCENTIVES), HONORARY TITLES

End of the example.

Note!

The legislator in the new edition of the Labor Code of the Russian Federation extends the general norms of labor legislation to all economic entities - both legal entities and individuals. It can be stated that the fourteen-year infringement of the rights of individual entrepreneurs as employers and, most importantly, the workers they hire has finally come to an end. An employer - an individual entrepreneur, in addition to concluding employment contracts, is now obliged to maintain work books for all his employees, and also, as an employer - a legal entity (organization), to document personnel issues, including in the field of labor discipline.

The right to apply incentive measures belongs entirely to the employer and does not require, as was previously the case, coordination with the relevant elected trade union body. In addition, the simultaneous use of several incentive measures is allowed. As a rule, in practice, this is a combination of measures of a moral and material nature (for example, an announcement of gratitude and the issuance of a cash bonus).

At the same time, the use of incentive measures can be quite subjective, since it is always associated with an assessment of the behavior of employees in the labor process. However, if there is a local regulatory act regulating evaluation criteria, grounds for incentives, and the procedure for applying incentive measures, then the entire procedure associated with the application of incentive measures is within the “legal framework.” As they say, the law is harsh, but it is the law. When a rule prescribed in a local regulatory act applies to an indefinite number of persons, then, in addition to rights, the employer also has obligations to apply incentive measures in the event of certain circumstances (fulfillment of the plan by an employee, department, organization as a whole, achievement of certain economic successes and etc).

The rules that regulate the entire procedure for applying incentives for conscientious work can be documented in the Internal Labor Regulations, but it is more advisable to do this in a special local regulatory act - the Regulations on the Incentive of Employees.

One of the important factors for the successful work activity of employees and, in general, for the growth of economic indicators is a rational system of employee incentives.

The development of a reward system is inextricably linked with the general personnel motivation system in place for a given employer, and is largely specific to each company. It is determined by the profile of economic activity, existing structural and production connections, and management tasks. The system of employee incentives is influenced by the economic situation and financial basis of the company.

Regardless of these features, we can still recommend general approaches to developing a reward system.

When developing a system of incentives for work, it is necessary to take into account the following provisions:

1) the basis for rewards for success in work should be specific indicators that employees achieve while performing their immediate job responsibilities and which most fully characterize the labor participation of each employee in solving common problems; It is advisable to form a system of indicators and factors that serve as grounds for encouraging employees, taking into account the nature of the work performed, the procedure for recording and standardizing the results of work of various categories of employees (managers, specialists, technical performers, workers);

2) the employee must be sure that upon achieving the established results, he will definitely be rewarded;

3) incentive measures for work should depend on the significance of labor achievements, that is, for higher work results, accordingly, more significant incentive measures should be established;

4) motivate each employee to constantly improve their performance indicators;

5) the incentive system must be open, transparent and understandable for employees;

6) the timeliness of the application of incentive measures must be taken into account.

The incentive clause can be a document with varying degrees of detail.

For organizations with established economic indicators, a general system of intra-corporate relations, and a well-established system for standardizing labor efficiency indicators, both structural units and employees occupying individual positions, a provision with the maximum degree of detail can be recommended.

For small, dynamically developing companies, in which the development of internal corporate relations and the overall system of functioning of the organization are at the stage of formation, a local regulatory act with a lesser degree of detail, which reflects only the most general principles of employee incentives, may be more useful.

Regardless of the level of detail of the document defining the principles of the incentive system, it is advisable that it contain the following basic information:

1) Principles of forming a reward system.

2) Specific indicators of the use of incentive measures.

3) Forms and measures (types) of encouragement.

4) The procedure for nominating employees for promotion.

5) Competence of management to apply incentive measures.

6) Legal basis for the use of incentive measures (order of the head of the organization, order of another official).

7) The procedure for carrying out promotional activities.

8) Other information regarding the incentive system.

In the application of the incentive system, an important place is occupied by the mechanism for nominating employees for incentives.

For example, in the regulation on incentives in force in an organization, the rights of managers at various levels to apply each type of incentive should be divided.

Thus, it seems quite logical for the head of a structural unit (department, workshop, etc.) to use incentive measures that are not associated with serious material expenses of the organization, for example, declaring gratitude, speaking to the head of the organization with an initiative to early remove a previously imposed penalty from an employee, payment bonuses (one-time bonuses) in small amounts to the best employee of the department and others.

The head of the organization may have broader powers to apply incentive measures to employees. He ultimately decides on the amount of money allocated to reward employees. His powers can extend both to the use of incentives that are of an individual one-time nature (in relation to a specific employee), and to incentives in relation to a certain group of workers (workshop workers, teams, etc.) or the workforce as a whole.

• Motivation, Incentive, Remuneration, KPI, Benefits and Compensation

The most general rights and obligations of employees and employers are enshrined in Art. 2, 127, 129 Labor Code of the Russian Federation. Employees are obliged to work honestly and conscientiously, maintain labor discipline, promptly and accurately execute orders and instructions from the administration, increase labor productivity, improve product quality, comply with technological discipline, labor protection, safety and industrial sanitation requirements, and treat property with care.

The administration of enterprises, institutions, and organizations is obliged to properly organize the work of workers, create conditions for increased labor productivity, ensure labor and production discipline, strictly comply with labor legislation and labor safety rules, be attentive to the needs and demands of workers, and improve their working and living conditions.

Art. 8.9 of the Regulations on the Federal Public Service, approved by Decree of the President of the Russian Federation of December 22, 1993 No. 2267 (as amended on April 29, 1994), it is established that civil servant is obliged:

1. exercise powers within the limits of the rights granted to him and in accordance with his official duties;

2. carry out orders, instructions and instructions of superiors in the order of subordination of managers, issued within the limits of their official powers, with the exception of clearly illegal ones;

3. maintain the level of qualifications necessary to perform official duties;

4. comply with the standards of official ethics and the official regulations established in the state body;

5. not commit actions that impede the work of public authorities, as well as leading to undermining the authority of the public service.

He has the right:

1. require written documentation of the content and scope of official powers for the relevant public position and the creation of organizational and technical conditions for their execution;

2. make decisions or participate in their preparation in accordance with official authority;

3. request in the prescribed manner and receive free of charge from government bodies, enterprises, institutions, organizations, citizens and public associations the information and materials necessary for the performance of official duties;

4. for career advancement, increasing the amount of salary, taking into account work results and skill level;

5. upon immediate request, familiarize yourself with all the materials of your personal file, reviews of your activities and other documents before adding them to your personal file, and also demand that your explanations be included in your personal file;

6. demand an official investigation to refute information discrediting his honor and dignity;

7. to retire.

Promotion- this is public recognition of the results of workers’ work, which is carried out through various incentive measures (moral and material), as well as by providing benefits and benefits.

Incentive measures, depending on the social significance of employees’ merits, are divided into two groups: incentives for success in work and incentives for special labor merits.

Rewards for success at work can be divided into: material and moral character. As a rule, incentives are applied individually. In some cases, incentive measures may be applied to teams of teams, sections, workshops, and enterprises.

Success at work serves as the basis for the use of the following incentive measures:

1. declaration of gratitude;

2. issuing a bonus;

3. rewarding with a valuable gift;

4. awarding a certificate of honor;

5. entry into the Book of Honor or the Honor Board.

In accordance with labor legislation, ensuring labor discipline is also achieved through the method of coercion. In necessary cases, violators can be brought to disciplinary liability, that is, disciplinary measures are applied to them - disciplinary sanctions.

The basis for bringing an employee to disciplinary liability is the same type of offense - a disciplinary offense, which is understood as an unlawful, culpable failure or improper performance by an employee of his work duties, entailing the application of disciplinary or social measures, as well as other legal measures impacts provided for by current legislation.

Thus, as conditions for bringing an employee to disciplinary liability, the following should be highlighted:

a) failure by the employee to fulfill labor duties provided for by current labor legislation;

b) the employee’s fault (intentional or careless);

c) the illegal nature of the employee’s actions that violate internal labor regulations and labor legislation.

Disciplinary responsibility is usually divided into general And special.

All employees may be subject to general disciplinary liability for violations of internal labor regulations. General disciplinary liability involves the application of a disciplinary sanction to the violator of labor discipline, provided for in Art. 135 Labor Code of the Russian Federation and internal labor regulations. Such penalties are:

1. note;

2. reprimand;

3. severe reprimand;

4. dismissal.

The specified list of penalties is exhaustive and is not subject to additions to the local internal labor regulations.

Special disciplinary liability is borne by employees who are subject to statutes and regulations on discipline that provide for more stringent penalties. These include:

1. prosecutorial employees who are subject to the following disciplinary sanctions for failure to perform or improper performance of their official duties and committing offenses discrediting the honor of a prosecutorial employee:

1. note;

2. reprimand;

3. severe reprimand;

4. reduction in class rank;

5. deprivation of the badge “For impeccable service in the Prosecutor’s Office of the Russian Federation”;

6. deprivation of the badge "Honorary Worker of the Prosecutor's Office of the Russian Federation";

7. warning about incomplete official compliance;

8. dismissal from the prosecutor's office;

2. civil servants, railway transport workers, employees of organizations with particularly hazardous production in the field of nuclear energy use and other categories of workers (marine, river transport).

Guarantees for protecting the interests of employees from unjustified disciplinary action are provided by the rules for imposing disciplinary sanctions established by law, which are as follows:

1. imposed by the head of the enterprise or his deputy;

2. when imposing disciplinary sanctions, the circumstances in which the offense was committed, the employee’s previous work and behavior, and the severity of the offense committed must be taken into account;

3. before imposing a penalty, a written explanation must be received from the employee;

4. for one offense only one disciplinary sanction is imposed;

5. the penalty is imposed on the employee no later than 1 month from the date of discovery, not counting the time the employee was ill or on vacation. The penalty cannot be imposed later than 6 months from the date of commission of the offense, and based on the results of the audit - no later than 2 years from the date of its commission. The specified time limits do not include the time of criminal proceedings. It should be borne in mind that:

1. the month period for imposing a disciplinary sanction should be calculated from the date of discovery of the misconduct;

2. the day of discovery of the misconduct, from which the month period begins, is considered the day when the person to whom the employee is subordinate in service became aware of the commission of the misconduct, regardless of whether he was vested with the right to impose disciplinary sanctions;

3. by virtue of the law, only the time the employee is ill or on vacation is not counted in the one-month period for applying a disciplinary sanction; absence from work for other reasons, including in connection with the use of rest days (time off), regardless of their duration (for example, with a rotational method of organizing work), does not interrupt the specified period;

4. vacation that interrupts the flow of a month should include all vacations provided by the administration in accordance with current legislation, including annual (main and additional) vacations, vacations in connection with training in educational institutions, short-term vacations without pay and other;

3. the order is communicated to the employee against signature;

4. An employee is considered not to have been subjected to a disciplinary sanction if, within a year from the date of its application, he is not subjected to a new disciplinary sanction.

For violation of labor discipline, the administration has the right to apply a disciplinary sanction to the employee even when, before committing this offense, he filed an application for termination of the employment contract on his own initiative, since the employment relationship in this case is terminated only after the expiration of the notice period for dismissal.

In the event that the administration, in accordance with Art. 138 of the Labor Code of the Russian Federation, instead of applying a disciplinary sanction to the employee, the issue of his violation of labor discipline was referred to the work collective, by whose decision social sanctions were applied to the employee; the administration does not have the right to subject the violator to disciplinary action for the same offense, since it did not take advantage of the right granted to it bring the employee to disciplinary liability.

Lecture 13

Housing law.

1. Concept and principle of housing law

Housing law, *in the narrow sense* - is the subjective right of a particular person to housing; *in a broad sense* - an institution (a sub-branch of civil law) that includes norms of other branches of law devoted to housing relations or relations related to housing (administrative, land, financial and environmental law).

The subject of regulation of housing law *in a broad sense* is housing legal relations arising in accordance with paragraph 1 of Art. 4 residential complexes of the Russian Federation:

· Upon emergence/implementation/change/termination of the right of ownership, use and disposal of residential premises of the state and municipal housing stock

· Use of residential premises of private housing stock

· Use of common property

· Classifying premises as residential premises and excluding them from the housing stock

·Accounting for housing stock

· Reconstruction/redevelopment of residential premises

· Management of apartment buildings

· Creation of activities of housing and housing-construction cooperatives, partnerships, homeowners, rights and obligations of their members

· Provision of utilities

· Paying rent and utilities

· Control over the use and safety of the housing stock in accordance with the compliance of residential premises established by sanitary and technical standards and other legislation

Subjects (participants) of housing legal relations in accordance with 2 clause 4 art. Housing Code of the Russian Federation - are individuals/legal entities, the Russian Federation and its subjects, as well as municipalities.

External reward always means recognition of the merits of a person or team to the organization, no matter in what form it is carried out. Recognition performs several tasks:
1. further stimulation of creative activity of employees;
2. demonstrating a positive management attitude towards high results;
3. popularization of results among the team;
4. improving employee morale;
5. increasing business activity;
6. strengthening the effectiveness of the stimulation process itself.
There are several forms of recognition and evaluation of employee work.
Firstly, these are material compensations (remuneration, compensation) for increased labor costs. They can be expressed in various forms. If we are talking about wages, then its size should not depend on length of service, but should also take into account the quality of performance of one’s duties. In practice, managers compensate the efforts expended by the employee in accordance with the length of service and time spent at work, and not at all according to the characteristics of the results achieved. Types of material compensation: tuition, medical care, food, etc.
Secondly, the form of recognition is monetary reward for high performance results (i.e. bonuses). Prizes do not have to be big, the main thing is that they should be unexpected and such that everyone knows about them.
Thirdly, promotion is a form of recognition. But it affects only those who make a career, and there cannot be many of them due to the limited vacancies. In addition, not everyone can or wants to be a leader.
Fourthly, recognition can be rewarded with free time. This may be provided in the form of additional leave or reduced working hours. It can also be redistributed through flexible or staggered schedules, making the workday more convenient. It can arise from time saved due to the employee’s personal efforts.
Fifthly, public recognition of the merits of the team and individual workers is of great importance through extensive information about them in large-circulation press and at special stands, presentation of certificates, announcements of gratitude at meetings, rewarding with tourist trips and tickets.
Sixthly, personal recognition by the management of an organization or unit plays a large role in incentives. It can take the form of regular or occasional congratulations on holidays and special occasions, and praise.
According to experts, praise is one of the most effective feedback tools between managers and subordinates. It is only important to be able to choose its appropriate content and form. She can be direct - sincere, friendly, trusting; It can also be indirect in the form of a manifestation of genuine interest in the employee’s personality, his concerns and needs. Prizes can also be considered praise. But they are effective only when the connection between costs and results is clearly visible. In addition, people quickly get used to money. In order for stimulation with their help to be effective, the amounts have to be increased all the time, but this cannot be done indefinitely.
For praise to be effective, a leader must adhere to the following rules:
1. clearly define what to praise subordinates for;
2. think through the “dosage” of praise in advance and take breaks from it;
3. praise subordinates for any good and useful deeds, even if they are not significant, but are specific and have the right direction;
4. praise not too often, but regularly;
Labor assessment - measures to determine whether the quantity and quality of labor meets the requirements of production technology.
Job evaluation makes it possible to: assess the potential for employee promotion and reduce the risk of promoting incompetent employees; reduce training costs; Maintain a sense of fairness among employees and increase work motivation.
To organize an effective system for assessing employee performance, it is necessary:
1) establish performance standards for each workplace and criteria for its evaluation;
2) develop a policy for conducting performance assessments (when, how often and to whom to conduct the assessment);
3) discuss the assessment with the employee;
4) make a decision.
The following methods for assessing the work of employees are known. First, let's look at individual assessment methods:
1. evaluation questionnaire (comparative questionnaire and given choice questionnaire);
2. rating scale of behavioral attitudes;
3. descriptive method;
4. method of assessment based on a decisive situation;
5. behavior observation scale.
An assessment questionnaire is a standardized set of questions or descriptions. The assessment method notes the presence or absence of a certain trait in the person being assessed and puts a mark opposite its description. The overall rating based on the results of such a questionnaire is the sum of the marks.
Evaluation questionnaire (fragment).
To be completed by the employee himself
Communication with colleagues:
I write clearly and concisely
I speak clearly and concisely
I work well with colleagues
I work well with subordinates
I work well with bosses
courteous, always helping clients
I present ideas convincingly
Skills/experience
I always finish work meetings
I know the main aspects of the work
need a little control
sometimes I make mistakes
I work according to schedule
familiar with modern achievements in this field
Work planning
I set realistic goals for myself.
I accurately analyze requests and needs
effective
I am developing a large number of solutions
I effectively detect and solve problems
Organization of personal work
I keep the documentation in perfect order
distribute tasks properly
checking the effectiveness of actions
I determine the main goals of the work
I save and use time effectively
Control
I firmly adhere to company policies and established procedures
I determine acceptable quality standards
I don’t go beyond the established expenses
Other qualities
I know where to look for information
I develop and develop creative ideas
I do well under pressure
adapting to change
I make good decisions
Employee signature ___
Date ___
Modification of the evaluation questionnaire - comparative questionnaire. Supervisors or human resource management specialists prepare a list of descriptions of correct or incorrect behavior in the workplace. The raters who observed the behavior rank these descriptions on a scale from “excellent” to “poor,” resulting in the “key” of the questionnaire. Persons assessing the work of specific performers note the most appropriate descriptions. The assessment of labor productivity is the sum of ratings for the marked descriptions.
They also use a given choice questionnaire, which specifies the main characteristics and a list of behavior options for the person being assessed. The importance scale evaluates in points a set of characteristics of how the assessed employee performs his or her job.
Questionnaire of a given choice (fragment)
On a scale of decreasing importance in points (from 1 to 4), rate the following set of characteristics of how the assessed employee performs his job: a score of “1” is given to the most characteristic feature of the employee, a score of “4” is given to the least characteristic feature.

Behavioral Attitude Rating Scale. The form describes the decisive situations of professional activity. The rating questionnaire usually contains from six to ten special characteristics of job performance, each of which is derived from five or six decisive situations with a description of behavior. The person conducting the assessment notes the description that most closely matches the qualifications of the employee being assessed. The type of situation is correlated with the score on the scale.
Behavioral Assessment Form Engineering Competence
(directly related to project execution)
(fragment)
Employee's last name
--9-- Possesses a wide range of knowledge, skills and abilities and can be expected to perform all tasks with excellent results
--8--
--7--- Able to apply a good range of knowledge, skills and abilities in most situations, he can be expected to perform some tasks well
--6--
--5-- Able to apply some knowledge, skills and abilities and can be expected to adequately complete most tasks
--4--
--3-- Has some difficulty applying technical skills and can be expected to deliver most projects late.
-2--
--1-- Does not know how to apply technical skills and can expect delays in work due to this inability
The descriptive assessment method involves asking the assessor to describe the advantages and disadvantages of the employee’s behavior. Often this method is combined with others, for example, with behavioral rating scales.
Method of assessment based on a decisive situation. Assessors prepare a list of descriptions of the “correct” and “incorrect” behavior of employees in individual situations and distribute them into categories in accordance with the nature of the work. The person conducting the assessment prepares a journal for each employee being assessed, in which he enters examples of behavior for each rubric. This log is then used to evaluate job performance. As a rule, the method is used for assessments given by the manager, and not by colleagues and subordinates.
Behavior Observation Scale. Like the method of assessment based on a decisive situation, it is focused on recording actions. To determine the behavior of the employee as a whole, the evaluator records on a scale the number of cases when the employee behaved in one way or another.

Group assessment methods make it possible to compare the performance of employees within a group and compare employees with each other.
Classification method. The person conducting the assessment must rank all employees in turn, from best to worst, according to one general criterion. However, this is quite difficult if the number of people in the group exceeds 20. It is much easier to identify the most successful or unsuccessful employee than to rank the average ones.
A solution can be found if we use an alternative classification method. To do this, the person conducting the assessment must first select the best and worst employees, then select the next ones, etc.
Comparison in pairs makes classification easier and more reliable - comparison of each with each is made in specially grouped pairs. Then the number of times the employee was the best in his pair is noted, and an overall rating is built on this basis. The assessment may be difficult if the number of employees is too large (the number of couples will be too large and the questionnaire will become tedious).
Specified distribution method. The evaluator is instructed to rate employees within a predetermined (fixed) rating distribution. For example:
10% - unsatisfactory
20% - satisfactory
40% - quite satisfactory
20% is good
10% - excellent
total - 100%
The only thing that is required from the expert is to write down the employee’s name on each card and distribute all those being assessed into groups in accordance with a given quota. Distribution can be carried out on different grounds (evaluation criteria).
One of the important personnel activities is to communicate to the employee information about the degree of his success at work.
Depending on the purpose of the assessment, two approaches are possible:
1) if the assessment was carried out for the purposes of the employee’s personal development, the results can be communicated to him personally;
2) if the assessment was carried out to determine remuneration, salary level, promotion, then the information can be transferred to the appropriate service of the enterprise, which, in the event of a personal request from the employee, can present the results to him. However, to increase the effectiveness of assessment activities, the employee needs feedback.
Employees can find out the results of their assessment during a special meeting or conversation with the person who conducted the assessment.
The purpose of a conversation with an employee is not only to inform him of the results. The conversation should help increase labor productivity and change the behavior of workers whose work performance does not fit into acceptable standards.
The following contribute to increasing the effectiveness of the conversation based on the assessment results:
1) preparation for the meeting of the conversation participants, their orientation towards discussing the employee’s past performance against the background of the tasks of that period;
2) a calm, trusting relationship between the evaluator and the employee, creating an atmosphere that would enable the employee to relax. This conversation is not a disciplinary event, it is aimed at increasing the employee’s performance in the future, which will allow him to improve job satisfaction and give him a chance for promotion;
3) planning by the evaluator of the conversation time so that part of the time is left for discussion of the evaluation and future work by the employee himself;
4) mention at the beginning of the conversation about the specific positive achievements of employees; shortcomings should be discussed between two positive results. The focus should be on discussing job performance rather than criticizing personal qualities. You should not mention more than one or two shortcomings during one conversation, as some people find it difficult to work on correcting more than two omissions at the same time;
5) the optimal amount of information, since too much of it can confuse the listener;
6) employee self-esteem.
Personnel certification is personnel activities designed to assess the compliance of the level of work, qualities and potential of an individual with the requirements of the activities performed. The main importance of certification is not monitoring performance, but identifying reserves for increasing the level of employee productivity.
Elements of certification. Taking into account the goals of certification, we can talk about its two components: labor assessment and personnel assessment.
Labor assessment is aimed at comparing the content, quality and volume of actual labor with the planned result of labor, which is presented in technological maps, plans and work programs of the enterprise. Labor assessment makes it possible to assess the quantity, quality and intensity of work.
When conducting certification of managers, it makes sense not only to evaluate the work of each of them, but also to organize special procedures for assessing the work of the unit he manages (it is advisable to attract and use information from related departments of the organization, as well as external partners and clients with whom this unit interacts).
Personnel assessment allows you to study the degree of preparedness of an employee to perform exactly the type of activity in which he is engaged, as well as to identify the level of his potential capabilities for assessing growth prospects.
An analysis of management practice shows that organizations in most cases use simultaneously both types of assessment of employee performance, i.e. assessment of work and assessment of qualities that influence the achievement of results. The evaluation form includes two relevant sections. The manager, along with the score, is usually required to provide detailed justification. Certification procedures provide for an individual discussion of the assessment results with a subordinate, who certifies this with a signature, and can also record disagreement with the boss’s conclusions and special circumstances that influenced the results of work.
In most organizations, assessment and certification are organized annually, in some - every six months. In addition, informal interviews are conducted, and in the interval between formal annual evaluations, the results of work and mandatory ongoing monitoring of the activities of subordinates are discussed. If job evaluation procedures are well formalized, it is advisable to conduct evaluation activities more often, for example, at the end of each week, month, quarter. Although these activities are not certification, they can provide significant information about the dynamics of labor efficiency of employees and departments as a whole.
Careful monitoring of the employee's entry into position is intended to speed up this process. An organization, acquiring an expensive “human resource” or trying to use it in a new capacity, expects to get a quick return. Strict control and assessment of the strengths and weaknesses of an employee’s activities make it possible to provide him with the necessary assistance and quickly correct shortcomings. At the same time, the correctness of the appointment decision is verified. In relation to ordinary performers and lower-level managers, such a response is expected to be received within a few months; in relation to middle and senior managers - no later than a year. An employee who cannot cope with his duties is quickly transferred to a less responsible job or fired. Another purpose of shortening the period of formal assessment during this period is to impose high standards of work performance on the employee. Certification is carried out in several stages: preparation, certification itself and summing up.
Training provided by the HR department includes:
. development of principles and methodology for certification;
. publication of regulatory documents on the preparation and conduct of certification (order, list of the certification commission), methodology for conducting certification, plan for conducting certification, training program for managers, instructions for storing personal information);
. preparation of a special program to prepare for certification activities (when conducting certification for the first time using a new methodology);
. preparation of certification materials (blanks, forms, etc.).
Carrying out certification:
. Certified persons and managers independently (according to the structure developed by the personnel service) prepare reports;
. those being certified and not only managers, but also employees and colleagues fill out assessment forms;
. the results are analyzed;
. Meetings of the certification commission are held.
Summing up the certification results
. analysis of personnel information, input and organization of use of personal information;
. preparation of recommendations for working with personnel;
. approval of certification results.
Analysis of certification results
Labor assessment makes it possible to identify workers who do not meet and those who meet labor standards that significantly exceed labor standards.
Personnel assessment contributes to:
. diagnostics of the level of development of professionally important qualities;
. comparison of individual results with standard job requirements (by level and specificity of positions);
. identifying employees with qualities that deviate from standards;
. assessing prospects for effective performance and growth;
. rotations.
Data collation and processing are usually carried out upon completion of certification. To summarize generalized results, comparative tables of employee performance are compiled; risk groups are identified (inefficient workers or workers with a suboptimal level of development of professionally important qualities); growth groups are identified (workers oriented and capable of development and professional performance); Recommendations on the use of certification data are being prepared.
Conducting interviews based on certification results. In addition to feedback from the employee being certified, during the conversation, data is clarified and additional personnel information is collected. Then new and updated data are entered into generalized forms and analyzed.
Organization of data storage. In order for personnel information to be used when making personnel and other decisions, it is necessary to properly organize the storage of information based on certification results. It is necessary to develop a special form for entering and storing information (by personalities, departments, hierarchy levels, areas of activity of departments). It is also necessary to be able to search for information both on these parameters and on the parameters of the quality and quantity of labor.

Questions for self-control

1. Expand the concepts of motivation, incentive, need, incentive, reward.
2. Describe substantive theories of motivation.
3. Describe process theories of motivation.
4. Name the tasks of recognizing the work of employees.
5. Reveal the main forms of employee recognition.
6. What is meant by employee performance assessment?
7. Give methods for individual assessment of workers’ work.
8. Give methods for group assessment of workers’ work.
9. Describe the certification process (personnel assessment).

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Public recognition is expressed in the wide dissemination of information about the achievements of employees in large-circulation newspapers published by organizations, at special stands (“Honor Boards”), and the awarding of especially distinguished people with special signs and certificates. Often public recognition is accompanied by prizes, valuable gifts, etc.

Moral incentives include praise and criticism.

Social and psychological incentives stem from the special role that communication plays in human life. It is communication that is the fundamental need and condition for normal human life. Therefore, a comfortable climate in the team, ensuring normal communication, allows a person to self-realize, and is an excellent incentive for the employee to feel satisfied at work.

Managers must constantly think about possible ways to improve the performance and motivation of the people working with them. It is important to highlight possible simple work changes that could lead to stimulating the internal motivation of subordinates, causing cooperation and enthusiasm on their part. Methods for improving operating parameters are based on the principles outlined above.

Ensuring diversity of skills. It is important to remember here that it is the diversity of skills, and not just diversity in itself, that is fundamental. If team members use a limited number of skills, then it is necessary to find a way to stimulate the need to increase their number.

Labor enrichment implies providing a person with work that would provide the opportunity for growth, creativity, responsibility, self-actualization, including in his responsibilities some functions of planning and quality control of the main and sometimes related products. This method is advisable to use in the field of work of engineering and technical workers.

Workers need to be given a sense of recognition for the skills they use. That is, you need to strive to pay attention to employees in order to publicly announce the exceptional value of this skill in the employee. This approach, as a rule, stimulates the employee to improve his skills and expand the range of his abilities.

It would be a mistake to assume that training ends once an employee has mastered his or her job. In fact, the ability to constantly improve is the most important incentive that allows people to creatively do the same job in the same enterprise for many years. It is necessary to constantly improve the skills of employees and organize contacts for employees with people from whom they can learn something. Currently, many enterprises create entire educational departments that organize classes for employees. It is also possible to pay for employee education in one form or another. This includes full or partial reimbursement of the costs of training and educational materials. Pay is usually determined by two key conditions: firstly, the subject studied must be directly related to the employee's job and, secondly, the employee must show satisfactory academic results. Modern training programs increase the competence of employees and help them grow in their careers.

Ensuring work integrity. As already noted, employees experience greater satisfaction from work that has some visible result. Increasing the integrity of a job can be achieved by adding related tasks to it. These are, as a rule, some kind of preparatory or final operations that are performed by different people. It should be remembered: in order to perform your duties well, you need to understand what is being done in other areas. It is necessary to give employees the opportunity to become familiar with the activities of other departments, workshops and even enterprises. This allows them to gain a deeper understanding of their work and see prospects for a future career within the company—perhaps in another department or position.

Expanding labor functions implies introducing diversity into the work of personnel, that is, increasing the number of operations performed by one employee. As a result, the work cycle of each employee is lengthened, and the intensity of work increases. The use of this method is advisable in the case of underutilization of workers and their own desire to expand the range of their activities, otherwise this can lead to sharp resistance from workers.

Combining multiple activities into one complete job will improve many performance indicators, from temporary to incentive. However, it is important to stop in time and not entrust all the work to one performer.

Increasing the importance of work. If an employee knows exactly how the results of his work will be used, he begins to feel the importance of his own work, which stimulates him to complete the work as quickly as possible with good quality.

An employee always wants to know why he is doing this or that work. Even if he is asked to collect data for a report, he wants to know what purpose the report serves. Therefore, when formulating absolutely any task, it is necessary to mention the goals, what will really depend on the speed and quality of the execution of this work, how this work “merges” into the work of the company as a whole. After completing the work, the performer will wait for the result.

Increased autonomy. A manager's job consists of solving problems of varying levels of importance. Transferring some low-level management functions to subordinates has a double effect - concentrating the manager's efforts on solving higher-level problems and, at the same time, having a positive impact on employee motivation.

Delegating low-level decision-making power to subordinates can be seen as a good thing, provided they are trained and understand the specifics of the job, including where to get the information they need and when to make a decision.

Provided that subordinates know all the requirements and instructions in force in the organization, the manager can provide them with the opportunity to independently set goals for their work. Even if they are partially involved in the decision-making process, they are much more likely to feel ownership of the job and experience a sense of achievement when it is completed successfully.

This is implemented through a system of qualified interviews. During such interviews, it is necessary to prevent a situation where a subordinate sets himself unrealistic goals that obviously cannot be realized for some reason, depending, among other things, on the current state of affairs of the company.

Tools, materials and equipment, and how to use them, form another area where independence can be increased. Very often, workers do not have the right to refuse even low-quality materials. It is not difficult to imagine what this could lead to if quality control is provided further along the technological process. After all, it is the duty of inspectors to lodge complaints with those whose components do not meet the standard.