Practice of conducting assessment interviews. B

One of the main difficulties when conducting an appraisal interview is that the appraiser is forced to simultaneously act as both a judge and a consultant in relation to the employees being assessed. At the same time, managers conducting appraisal interviews often try to avoid negative assessments in order to maintain good relations with subordinates. You can improve the appraisal interview process by using the following techniques: - Using informal monitoring of subordinates' work and feedback regarding the degree to which their work meets established requirements before the interview. This allows you to avoid unpleasant surprises during the assessment interview. - Maximum involvement of the assessees themselves in the assessment. When assessing employees, the manager, on the one hand, relies on the employee’s self-assessment (the employee’s assessment of the results of his work), and on the other hand, encourages him to analyze his omissions, discuss their causes and propose solutions to eliminate identified shortcomings in work.

Criticism of a subordinate's actions should be constructive (that is, not limited to pointing out what is bad, but considering opportunities for improvement).
To conduct an effective appraisal interview, managers must have a wide range of knowledge and skills necessary to successfully complete the following tasks. 1. Preparing an interview plan, questions for subordinates and monitoring the progress of the interview. Preliminary preparation of an interview plan, a clear formulation of its goals, monitoring the implementation of assigned tasks (as opposed to unpreparedness, when the interview takes place without a clear plan or when a subordinate is given the opportunity to dominate during its conduct). 2. Establishing and maintaining psychological contact. Establishing and maintaining a favorable psychological climate from the very beginning of the interview, conducting the conversation in a friendly manner, showing attention to the problems of the subordinate (as opposed to establishing a climate of mistrust, alienation or excessive familiarity and familiarity, ignoring the problems of the subordinate). Conducting interviews in this manner helps create an atmosphere of cooperation and increases the willingness of subordinates to take initiative and responsibility. 3. Reaction to a tense situation. Calmness and goodwill even when a subordinate provokes a conflict, a willingness to apologize in case of one’s own wrong, without giving up one’s position, the ability to defend one’s point of view in a situation of attacks or other negative reactions from a subordinate (as opposed to an inadequate reaction to emotionally intense situations , irritation or defensiveness in response to claims or accusations from a subordinate and excessive softness and compliance in a clash of opinions). 4. Conflict management. Effectively resolving conflicts of any kind between a subordinate and other employees (the role of a mediator), setting realistic work goals for subordinates that prevent work conflict, offering help and advice that will be able to prevent a conflict situation from arising (as opposed to being too rude or preachy when discussing the emergence of conflicts, the inability to provide assistance or the proposal of such solutions that increase confrontation and deepen the conflict of the subordinate with other employees, setting goals that deliberately provoke conflicts between subordinates). 5. Obtaining the necessary information. The ability to separate the essential from the unimportant, the ability to isolate reliable information, the ability to collect information on all key issues (as opposed to being too stuck on individual problems and details, asking questions that are not relevant, the inability to separate facts from opinions, the inability to consider a problem from the point of view of a subordinate ). 6. Motivation of employees. Choosing effective means of influencing the motivation of employees, improving their attitude towards the organization and encouraging them to conscientiously perform the assigned work; incentives to work with full dedication at the level of the highest standards of productivity and quality (as opposed to the failure to offer the evaluated employee such incentives that will increase his satisfaction with work in the organization or force him to work with full dedication in the interests of the organization, lack of support for the efforts of employees aimed at achieving more high performance in their work). 7. Employee development. Assisting the employee in his professional development, showing interest in his professional growth; identifying the development needs of the subordinate and proposing specific measures that can have a positive impact on the level of his professional achievements (as opposed to refusing assistance to the subordinate in matters of professional development, lack of interest in his professional growth, inability to make suggestions for the employee’s professional development, or useless advice that does not take into account its real capabilities).

21. Rules for certification. The procedure for conducting certification is regulated by the current Regulations on Certification of Employees in the organization, which is adopted by the employer. This regulatory document provides the following points that you should pay attention to when conducting certification: category of employees who are subject to certification; the procedure in accordance with which the certification commission is formed; frequency of this event; what is the procedure for making decisions of the current certification commission, as well as the types of these decisions. In accordance with Article 68 of the Labor Code of the Russian Federation, employees must be familiar with the current Regulations on Certification. The employer independently determines the circle of employees who are subject to certification. At the same time, those professions that do not require special training and specific knowledge are not subject to certification, for example, watchman, cleaner, etc. Moreover, those employees who have worked in this position for less than one year may be exempt from certification. By order of the head of the organization, a certification commission is appointed. All employees who will be certified are notified about the upcoming certification. Based on the results of certification, final documents are drawn up, for example, protocols, conclusions, etc. The final document is created separately for each certified employee, it is endorsed by the members of the certification commission and the employee. The results of the certification may be challenged in court.

22. Stages of certification. Preliminary stage- Preparation of the certification implementation project. Justification and presentation for management of the certification project. Stage of formalization of methods, standards, rules- Development of relevant documents, adoption of organizational decisions by the company management. A competent approach to documenting the certification procedure for the first time allows you to use the created developments in subsequent certifications.
It is recommended to develop a “Regulation on Personnel Certification” - a single internal corporate regulatory document. It establishes uniform requirements for the frequency, procedure, and methodology for conducting certification of all personnel, as well as for the content, procedure for developing, and approving certification methods. Formalizing the procedure in a document forces you to specify and take into account all the rules, delve into formal details, and write down all possible questions and details of the procedure. This allows you to make the procedure transparent and understandable from the technical side. Trial certification- to test the proposed procedure, a pilot certification project is launched in the personnel management department, all stages of the methodology being implemented at the enterprise are checked and finalized. Preparatory stage- Before each certification procedure planned in advance, employees of the personnel management department carry out preparatory consulting work. Those being certified 2 weeks before the certification are informed of the certification criteria, questions for the exam, have explanatory conversations, and are advised on what and how to do. Carrying out certification- Certification activities carried out in accordance with developed methods and rules. Summing up the certification results- Making management decisions, discussing the results of certification in the team, assessing the required period for subsequent certifications.

23. Certification problems.Errors during personnel certification. The main mistake can be made at the initial stage. Usually this is the choice of the purpose of certification. If the purpose of certification is to reduce personnel or to get rid of unwanted employees, then in this case many of the advantages that personnel certification can provide are lost. Also, low information support during personnel certification can negatively affect the psychological climate of the team, especially if certification is carried out for the first time. Therefore, it is necessary to explain in detail to senior managers what information they will receive after personnel certification, how to use it and how to solve the required tasks with its help. Company employees should be warned several months in advance about the certification so that they can prepare for this event.

24. Methods of certification. There are many different certification methods, but in practice they mainly represent different variations of the following methods: - Ranking, which requires placing subordinates in order depending on their merits (achievements), and, as a rule, according to their real ability to perform the job , although sometimes the ranking is based on several selected characteristics. - Classification in which employees are divided into several predetermined categories of achievements (merits) based on the overall performance of the employees. As a rule, there are five of these categories. - The rating scale is the most commonly used certification method. It is based on a list of personal characteristics or factors, against each of which a scale consisting, as a rule, of five points is placed, and the manager (supervisor) notes on the scale to what extent a particular factor or characteristic is inherent in the employee. - The open assessment method is a relatively recent innovation, which was introduced due to the unsatisfactory design of the rating scale. Instead of forcing a manager to evaluate a range of personal characteristics that may not necessarily be appropriate for performance appraisals, the new method focuses on the nature of the job being performed, requiring the manager to speak only a few sentences about the employee being assessed instead of checking boxes in columns.

The success of an assessment interview critically depends on both the level of training of managers and their ability to solve the problems that arise during the interview.

An evaluation interview involves the subordinate's assessment of the results of his work and his achievements during the reporting period. The manager’s questions during the interview are designed to establish not only the true level of the employee’s performance, but also to identify factors that negatively affect his work. After reviewing the results of work for the reporting period, you can move on to setting new goals and defining plans for the future. An assessment interview requires from a manager not just the ability to listen, but the ability to listen actively.

During the report of the employee being evaluated, the manager can use the following active listening techniques;

Listen and ask questions to clarify your understanding of what you hear;

Show how what is heard is understood to avoid misunderstandings or misinterpretations;

Use questions and pauses to give the subordinate an opportunity to speak;

From time to time, summarize what has been said;

Point out issues to the subordinate that require further explanation or clarification;

Encourage employees to talk about their most significant achievements;

To more accurately understand the employee’s attitude to the issues under discussion, carefully monitor those manifestations of nonverbal behavior (posture, facial expressions, gestures, tone of voice, etc.) that accompany the subordinate’s answers to the manager’s questions.

You should strive to end the interview on a positive note so that the subordinate leaves the manager with a good attitude towards work. Finally, specific goals to be achieved in the future should be clearly formulated. In addition, it is necessary to determine the date when the results of the work done will be summed up next.

One of the main difficulties when conducting an appraisal interview is that the Appraiser is forced to simultaneously act as both a judge and a consultant in relation to the employees being assessed. At the same time, managers conducting appraisal interviews often seek to avoid negative assessments in order to maintain good relations with subordinates. You can improve the assessment interview process by using the following techniques:

Regular informal monitoring and feedback prior to the interview to avoid unpleasant surprises during the assessment interview itself.

Maximum involvement of the assessees themselves in the assessment. When evaluating employees, the manager, on the one hand, relies on the employee’s self-esteem (the employee’s assessment of the results of his work), and on the other, encourages the employee to analyze his omissions, discuss their causes and propose solutions.

Criticism of a subordinate's actions should be constructive (that is, not limited to pointing out what is bad, but considering opportunities for improvement).

To conduct an effective appraisal interview, managers must have a wide range of knowledge and skills necessary to successfully complete the following tasks:

1. Preparing an interview plan, questions for subordinates and monitoring progress interviews. Preliminary preparation of an interview plan, a clear formulation of its goals, monitoring the implementation of assigned tasks (as opposed to unpreparedness, when the interview takes place without a clear plan or when a subordinate is given the opportunity to dominate during its conduct).

2. Establishing and maintaining psychological contact. Establishing and maintaining a favorable psychological climate from the very beginning of the interview, conducting the conversation in a friendly manner, showing attention to the problems of the subordinate (as opposed to establishing a climate of mistrust, alienation or excessive familiarity and familiarity, ignoring the problems of the subordinate). Conducting interviews in this manner helps create an atmosphere of cooperation and increases the willingness of subordinates to take initiative and responsibility.

3. Reaction to a tense situation. Calmness and goodwill even when a subordinate provokes a conflict, a willingness to apologize in case of one’s own wrong, without giving up one’s position, the ability to defend one’s point of view in a situation of attacks or other negative reactions from a subordinate (as opposed to an inadequate reaction to emotionally intense situations , irritation or defensive position in response to claims or accusations from a subordinate and excessive softness and compliance in a clash of opinions).

4. Conflict management. Effectively resolving conflicts of any kind between a subordinate and other employees (the role of a mediator), setting realistic work goals for subordinates that prevent work conflict, assistance and advice that can prevent a conflict situation from arising (as opposed to being too harsh or preachy in discussions that inspire conflicts, failure to provide assistance or proposing solutions that increase confrontation and deepen the conflict of the subordinate with other employees, setting goals that deliberately provoke conflicts between subordinates).

5. Obtaining the necessary information. The ability to separate the essential from the unimportant, the ability to isolate reliable information, the ability to collect information on all key issues (as opposed to being too stuck on individual problems and details, asking questions that are not relevant, the inability to separate facts from opinions, the inability to consider a problem from the point of view of a subordinate ).

6. Employee motivation. Choosing effective means of influencing the motivation of employees, improving their attitude towards the organization and encouraging them to conscientiously perform the assigned work; incentives to work at their full potential to maintain staff performance at the highest standards of productivity and quality (as opposed to failing to offer evaluated employees incentives that will increase their job satisfaction in the organization or force them to work at their full potential in the interests of the organization; lack of support for employee efforts aimed at achieving higher performance in their work).

7. Employee development. Assisting the employee in his professional development, showing interest in his professional growth; identifying the development needs of the subordinate and proposing specific measures that can have a positive impact on the level of his professional achievements (as opposed to refusing the subordinate assistance in matters of professional development, lack of interest in his professional growth, inability to make suggestions for the employee’s professional development, or useless advice that does not take into account its real capabilities).

Conducting appraisal interviews with current employees is currently just beginning to become part of the HR practice of domestic enterprises. In this regard, each company, through trial and error, tries to develop its own unique approach in this direction. Have you already chosen your method for conducting an assessment interview? No? Then let's figure out together how to properly organize such interviews with existing employees.

For example, the company PromPlastTorg LLC. A medium-sized industrial enterprise with well-developed procedures for personnel assessment and development. The company undergoes personnel certification every three years, has a system of continuous on-the-job training (mentoring), conducts ongoing training in third-party organizations, carries out psychological testing of personal qualities, periodically reviews the personnel reserve, etc.

And everything would be fine if not for one “but”...

Until a certain time, there was no system that would connect all the above procedures into a single complex. It turned out like this: a person was taught, but in the wrong way; They were given a position with a promotion, but the person couldn’t handle it - he wasn’t ready professionally or his personal qualities let him down. In general, it is safe to say that there was no feedback, i.e. the opinions and desires of employees were not taken into account.

EXAMPLE

The employee was “moved” forward based on the totality of assessed professional and personal qualities, without taking into account his opinions and desires - as a result, they received a lack of initiative employee, not actively working, but as if serving a labor obligation.

The result, unfortunately, is deplorable: in the examples given, qualified specialists quit.

Thus, a well-functioning personnel management system experienced periodic failures. The staff was dissatisfied, and certain fears began to appear before conducting personal and professional testing.

Everything seemed so simple...

To remedy the situation, managers decided to independently conduct conversations with employees. We approached this, as one would expect, formally: as we are used to and according to the well-known scheme:

The result was even more deplorable. People have simply become afraid of additional quarterly “executions.” There was no talk of any frankness on the part of the employee, or of any joint plan of action or development.

The calmly indifferent position of the interviewer according to the principle “They ordered a conversation - I conducted it...” also did not bring anything good.

Then another erroneous decision was made to conduct assessment interviews on a commission basis, with the involvement of a large number of management specialists. Imagine: an ordinary economist comes in, having previously only seen the vice president of the company on TV, sits down with shaking knees and in a trembling voice begins to talk about the reasons for the failure to meet the budget.

Why wrong? Well, firstly, a frank conversation aimed at finding out ways of employee development will not work here, and secondly, the real (not formal, given in reports) reasons for the failure to fulfill the budget may be of great interest to the vice president, and the evaluation conversation will automatically turn into strict certification. Which will also take away from the topic of conducting an effective assessment interview. In this case, as you already understood, the result will also be negative.

Through trial and error, the company's management came to an understanding of how to do what "shouldn't" be done and what was done "right."

When designing an assessment, training and personnel reserve system, be sure to include a feedback mechanism in it

The dialogue with the employee should be positive and open. By the way, it is highly undesirable to conduct an assessment interview on a Friday evening when everyone is tired (both the manager and the employee)

YOU SHOULD KNOW THIS

When interviewing an employee, you need to remember that his opinion should also be heard, even if it is negative

What was done “right”

Event 1.Conducted training(both group and personal) of all managers, the purpose of which was to convey to each boss the meaning of conducting assessment conversations, i.e. drew a clear line in the minds of management between a “call on the carpet” and an evaluation interview.

Event 2. Abolished evaluation commissions in expanded form. It was agreed that there should be no more than three participants in the assessment conversation: the employee, his immediate supervisor and an HR specialist. Moreover, one of the main tasks of an HR specialist is to prevent the interview dialogue from turning into a monologue from the boss (in any negative or positive form). After all, it is very important to hear the employee’s opinion, even if it is not positive.

Event 3. The conversation was conducted according to clearly defined rules so that it doesn’t work out: they sat, chatted and went their separate ways - no sense. After each conversation we filled out Assessment Interview Sheet, which was signed by all participants.

After each conversation with an employee, fill out the Evaluation Interview Sheet

Event 4. The personnel psychologist constantly worked with employees, trying to help them become more “open” during the assessment conversation. As a result, employees came to the interview with ready-made proposals for their development, both professional and personal, and spoke frankly about the difficulties that interfere with their work, and about their achievements and successes.

What is required from a manager during an appraisal interview?

Preparation of managers for interviews requires no less attention, including several points:

1. Collection of all documents necessary for conducting an employee assessment, including job descriptions, individual work plan of a subordinate, personal file, materials from previous assessment interviews, etc.

2. Analysis of goals, objectives and expected results, as well as the employee’s performance over the past period. Clear formulation of complaints against the subordinate (what needs to be changed in his work and behavior), finding out whether the subordinate needs help.

IMPORTANT!

An employee must come to an interview with a ready-made, clearly formulated proposal for his own development.

3. Setting a date for the assessment conversation. This is necessary so that both the manager and the subordinate being evaluated have time to prepare.

Practice shows that the most optimal time for preparation is three to five working days. If it is more, then the employee “burns out”; if it is less, he arrives unprepared.

4. Allocation of the necessary time resource for the interview, sufficient for the interlocutor to open up. However, there is no need to unduly delay the conversation, following the lead of overly sociable (usually not relevant) colleagues. Practice shows that one hour is quite enough. Also, whenever possible, all employees being assessed should be in comparable conditions with regard to the time allocated to them.

IMPORTANT!

The purpose of the question of the evaluation conversation is to obtain information, and not to express a personal or professional attitude towards the employee

5. Determining the location of the assessment activities and creating the necessary conditions (comfortable chair, ventilation, heating, etc.).

It is highly desirable that no one distracts those gathered.: turn off the phones, forward incoming calls from your work phone to the secretary. Otherwise, everything will be formal, without proper results.

And now the time for “H” has come...

Allow me, dear readers, taking into account the acquired practical knowledge, to give several recommendations for conducting assessment conversations.

At the beginning of the assessment interview, give the floor to the manager, who must Briefly formulate the main tasks and criteria for the upcoming assessment. Then invite the employee himself to evaluate his work., talk about the difficulties he encountered during the past reporting period. At this stage, it is important to listen to the employee without comment, trying to understand his logic. However, if the information provided by the assessee is not clear, ask clarifying questions. At the same time, the purpose of the questions is to obtain information, and not to express a personal or professional attitude towards the employee. This circumstance must be constantly addressed, ensuring that questions are asked in a calm, neutral manner and are aimed at supporting the employee, as well as at better understanding his condition.

Based on the information received during the interview process and the results presented (professional, personal testing, training), as well as taking into account the employee’s opinion on his further development create an assessment interview sheet. In this document, confirm bilaterally a comprehensive decision on the ways of employee development that suits both parties.

In conclusion, I would like to emphasize that employees must see the prospects for their development, be sure that the organization cares about them, that the company is ready to invest in their training, develop them in various jobs, and try to meet the rather stringent requirements of the company. To do this, we recommend using an individual employee development plan (example). Good luck!

EXAMPLE

Individual employee development plan

The most important form of evaluating the work of subordinates is the evaluation interview. An assessment interview is a structured interview with the person being assessed, solving well-defined tasks. You need to get answers to the following questions:

What did you plan to do during the reporting period?

What was accomplished as planned?

What was not done as planned?

What prevented the planned work from being completed?

An appraisal interview with employees is also conducted to inform them of the result of the assessment of their performance. It allows a manager to review a subordinate's performance, reinforce desired behavior, point out performance deficiencies, and work with the manager to develop a plan for improvement. In cases where regular certification is entrusted not to the certification commission, but to the immediate supervisor, the evaluation interview acts as the main element of certification.

The basis for planning work for the future is usually the summing up procedure, during which the manager has the opportunity to assess not only the level of professional achievements of the subordinate, but also the compliance of his work behavior with established requirements. This helps employees better understand what is expected of them and what they must do to achieve the required results.

On the other hand, it helps the manager to better see what can be expected from employees and what resources are needed to help them achieve these results.

Let's consider the main approaches to conducting an assessment interview.

The assessment interview is based on the manager’s ideas about managing people and ways to influence their behavior. These ideas are implemented in the structure of the interview and in the content of the questions asked. There are at least three approaches that can be used by a manager:

force;

Convince;

Involve the employee in decision making.

A manager usually has to use all three approaches during an appraisal interview, but the best results in an appraisal interview can be achieved if a collaborative atmosphere is created during the interview, if the manager takes into account the suggestions, opinions and assessments expressed by the subordinate.

Involving employees in decision making provides significant benefits:

Both the manager and the subordinate both contribute to the success of the system, and both benefit from the success of the system;

Aligns the goals of the organization with the goals of the subordinate;

The subordinate knows exactly on what basis the assessment will be made;

Both parties come to an agreement on what the subordinate should achieve;

This system improves the relationship between manager and subordinate;

A need for training or additional training may be identified.

The manager's task is to monitor the degree of involvement of the subordinate in the decision-making process, while paying special attention to the factors influencing the success of the appraisal interview.

The assessment interview can be carried out:

Direct supervisor;

As part of regular certification by a certification commission specially created for this purpose.

The success of the evaluation interview depends decisively on the manager and members of the certification committee (if this interview is conducted as part of the certification). It is possible to identify a number of factors that influence the extent to which the assessment interview solves the entire range of tasks that the assessment system faces.

Preparing and conducting an appraisal interview largely depends on the approaches to assessing personnel performance that have developed in a given organization. This could be an interview that is conducted by the manager with subordinates after certain periods of time (quarter, half-year, year).

This may be an interview conducted by the certification commission as part of regular certification.

In the process of preparing for an assessment interview, it is necessary that the manager conducting the interview and the subordinate should take an equally active part in its conduct. Therefore, both parties must be prepared for the interview.

Managers and specialists involved in the assessment procedure must be prepared to collect and analyze information, as well as to draw appropriate conclusions from it, which allow them to take actions that can have a positive impact on the employee’s performance.

1. Set a day, time, and location for the interview that suits everyone. This should be done well in advance so that both parties have enough time to prepare. Usually ten days are enough to prepare. Give your subordinate written confirmation of the interview date. If an interview date has been set, try not to reschedule it.

2. Allow enough time for the interview so that it is not rushed. You should clearly plan your time and adhere to the established schedule so that there is no rush or undue delay. All employees being assessed must be treated equally with regard to the time allocated to them. Typically, half an hour to an hour is enough to conduct an interview, although it makes sense to plan time with a small margin to discuss any unexpected issues.

3. Organization of the interview location (absence of interference and distractions, provision of good conditions (sufficient room size, sufficient number of tables and chairs, good ventilation and lighting), availability of office equipment and materials (pens, paper, etc.).

4. Development of a standard interview scenario, preparation of clear written instructions for all persons (managers and HR specialists) conducting the assessment, preparation of questions for the employees being assessed.

5. Determination of the list of required documents. When conducting an interview, you may need job responsibilities and work plans of subordinates, personal files, materials from previous interviews and other documents and materials. Preparation (reproduction) of the required number of forms and forms, taking into account the number of employees undergoing an assessment interview.

6. Filling out the certification form for a subordinate, writing a review (characteristics). If the evaluation interview is carried out as part of a regular certification, then the manager is required to promptly fill out developed and approved certification forms for the subordinate, and write a reference according to the established template.

The assessment interview process is a deliberate system that allows both parties to achieve their goals.

The success of an assessment interview critically depends on both the level of training of managers and their ability to solve the problems that arise during the interview.

After reviewing the results of work for the reporting period, you can move on to setting new goals and defining plans for the future. An assessment interview requires from a manager not just the ability to listen, but the ability to listen actively.

During the report of the employee being evaluated, the manager can use the following active listening techniques:

Listen and ask questions to clarify your understanding of what you hear;

Show how what is heard is understood to avoid misunderstandings or misinterpretations;

Use questions and pauses to give the subordinate an opportunity to speak;

From time to time, summarize what has been said;

Point out issues to the subordinate that require further explanation or clarification;

Encourage employees to talk about their most significant achievements;

You should strive to end the interview on a positive note so that the subordinate leaves the manager with a good attitude towards work. Finally, specific goals to be achieved in the future should be clearly stated. In addition, it is necessary to determine the date when the results of the work done will be summed up next.

You can improve the assessment interview process by using the following techniques:

Regular informal monitoring and feedback before the interview to avoid unpleasant surprises during the assessment interview itself;

Maximum involvement of the assessees themselves in the assessment. When assessing employees, the manager, on the one hand, relies on the employee’s self-assessment (the employee’s assessment of the results of his work), and on the other, encourages the employee to analyze his omissions, discuss their causes and propose solutions;

Criticism of a subordinate's actions should be constructive (that is, not limited to pointing out what is bad, but considering opportunities for improvement).

To conduct an effective appraisal interview, managers must have a wide range of knowledge and skills necessary to successfully complete the following tasks:

1. Preparing an interview plan, questions for subordinates and monitoring the progress of the interview. Preliminary preparation of an interview plan, a clear formulation of its goals, monitoring the implementation of assigned tasks (as opposed to unpreparedness, when the interview takes place without a clear plan or when a subordinate is given the opportunity to dominate during its conduct).

2. Establishing and maintaining psychological contact. Establishing and maintaining a favorable psychological climate from the very beginning of the interview, conducting the conversation in a friendly manner, showing attention to the problems of the subordinate (as opposed to establishing a climate of mistrust, alienation or excessive familiarity and familiarity, ignoring the problems of the subordinate). Conducting interviews in this manner helps create an atmosphere of cooperation and increases the willingness of subordinates to take initiative and responsibility.

3. Reaction to a tense situation. Calmness and goodwill even when a subordinate provokes a conflict, a willingness to apologize in case of one’s own wrong, without giving up one’s position, the ability to defend one’s point of view in a situation of attacks or other negative reactions from a subordinate (as opposed to an inadequate reaction to emotionally intense situations , irritation or defensiveness in response to claims or accusations from a subordinate and excessive softness and compliance in a clash of opinions).

4. Conflict management. Effectively resolving conflicts of any kind between a subordinate and other employees (the role of a mediator), setting realistic work goals for subordinates that prevent work conflict, assistance and advice that can prevent a conflict situation from arising (as opposed to being too rude or preachy when discussing conflicts, failure to provide assistance or proposing solutions that increase confrontation and deepen the conflict of the subordinate with other employees, setting goals that deliberately provoke conflicts between subordinates).

5. Obtaining the necessary information. The ability to separate the essential from the unimportant, the ability to isolate reliable information, the ability to collect information on all key issues (as opposed to being too stuck on individual problems and details, asking questions that are not relevant, the inability to separate facts from opinions, the inability to consider a problem from the point of view of a subordinate ).

6. Motivation of employees. Choosing effective means of influencing the motivation of employees, improving their attitude towards the organization and encouraging them to conscientiously perform the assigned work; incentives to work at their full potential to maintain staff performance at the highest standards of productivity and quality (as opposed to failing to offer evaluated employees incentives that will increase their job satisfaction in the organization or force them to work at their full potential in the interests of the organization; lack of support for employee efforts aimed at achieving higher performance in their work).

7. Employee development. Assisting the employee in his professional development, showing interest in his professional growth; identifying the development needs of the subordinate and proposing specific measures that can have a positive impact on the level of his professional achievements (as opposed to refusing assistance to the subordinate in matters of professional development, lack of interest in his professional growth, inability to make suggestions for the employee’s professional development, or useless advice that does not take into account its real capabilities).

The employee being assessed must be well prepared for the interview. The employee should be informed of the date of the interview so that he can prepare as best as possible. The more time they spend preparing, the more benefit they can get from the assessment interview.

Among the factors influencing the success of an appraisal interview on the part of an employee are the following:

1. Employee activity. The more actively an employee participates in the assessment process, the higher his responsibility for implementing the decisions made during the assessment interview;

2. The employee’s perception of the assessment of his work as fair and reasonable. The more fair an employee considers the assessment of his work, the higher his responsibility for implementing the decisions made during the appraisal interview, the more satisfied he is with the course of the interview, the more ready he is to agree with the final assessment and the higher the likelihood that he will take real action. steps to improve the efficiency of your own work and your professional growth in the future;

3. Employee participation in setting work goals leads to better results than coercion or criticism from the manager;

4. The employee’s participation in discussing and solving problems that affect the results of his work increases the level of his cooperation during the evaluation interview;

5. Understanding the benefits to the organization. The better an employee understands how his or her performance relates to achieving the goals of the entire organization, the greater the results that can be expected from the appraisal interview.

In conclusion, it should be added that the assessment process and assessment criteria should be accessible and understandable not to a narrow circle of specialists, but also to evaluators, observers, and the assessed themselves. At the same time, conducting assessment activities should be integrated into the overall system of personnel work in the organization in such a way as to actually contribute to its development and improvement.

An interview is the most accessible method of assessing an employee and is therefore used everywhere. Let us note that, despite its simplicity, this method has its own characteristics, specificity and scope of application. The interview should be used in conjunction with other methods, which will increase the effectiveness of employee performance assessment.

Thus, existing methods for assessing personnel performance provide a wide range of opportunities for effectively managing employee activities. An important factor here is the competent selection of methods for each type of assessment, taking into account the specifics of the position and the employee who is the object of assessment.

In addition to traditional methods (testing, interviews), it is necessary to introduce more complex, but proven effective assessment methods into organizations (assessment centers, “Assessment 360”, etc.).

Federal Agency for Education

Russian State Trade and Economic Committee

university

Management department

Department of Human Resources Management

Test

discipline: Diagnostics of professional suitability of personnel

Topic: Evaluation interview and methodology for conducting it

Completed by: Kurtseva Yu.S.

4th year, group 42 students

"____"_____________2010

(student's signature)

Reviewer: Assoc. Kuzub Ekaterina Valerievna

Moscow, 2010

Introduction

1. The essence of the interview as a whole

1.1 Purpose of the interview

1.2 Preparing for the interview

1.3 Interview techniques

2. Interview tactics

3. Technique for asking questions during the job interview process

4. Evaluation and final decision making

Conclusion

List of used literature and other sources

Appendix No. 1. Test by T. Leary. Analysis of results

INTRODUCTION

This test is large in volume and seems to be devoted to a purely personnel issue. Actually this is not true. I recommend that the reader look at the proposed material a little more broadly. The recommendations set out in the test work can be applied to other management functions.

The materials I offer and the approaches I present are a kind of international standard, i.e. that minimum bar below which a qualified management system ends.

INTERVIEW: WHY IS IT CONDUCTED?

The interview serves two important functions in the selection process:

a) it allows the employer to meet with the candidate and complete the statistical picture contained in the application form and the results of telephone interviews (if any) . It can also provide more detailed insight into the candidate's past behavior and the reasons for it. From a personality specification perspective, it will be particularly useful for understanding motivation and character traits (dispositions). The interview will not be as useful in examining mental abilities and certain professional qualities that can be more accurately assessed through appropriately designed tests;

b) The interview is used as a valuable self-selection mechanism. It gives the candidate a chance to see the organization, talk to representatives, learn more about the job, and generally piece together enough information to judge whether this is the place for him or her. This is especially true at management level and professionals, for whom research shows that people are more cautious and more systematic in their approach when choosing a job. Both of these goals are key to the selection process, but at the same time it is a difficult art.

However, there are no possible alternatives to the interview. You need to meet with the candidate, and he or she needs to meet with you. Tests can complement, but not replace, what was revealed during the interview. Thus, at present, the greatest benefit may come from trying to find ways to improve the interviewer's level of competence. This is what this test is about.

1. ESSENCE OF THE INTERVIEW IN GENERAL

Interview is a means of two-way communication. Its main purpose is to ensure the exchange of information in such a way as to develop an appropriate course of action for the future.

An interview differs from a simple message (which it can unfortunately turn into) in the two-way flow of information. The prefix "inter" in the word interview (interview) means "inter -".

Assessment interview - identification of persons with the necessary abilities and goals who could become good employees of the organization.

1.1 Purpose of the interview

Most interviews have specific objectives. Personnel evaluation interviews may include issues such as establishing and improving rapport between a manager and his subordinate, or changing the subordinate's attitude towards a particular problem or aspect of his work. In a personnel selection interview, the task may be to select (the organization) the candidate with the most appropriate level of ability and motivation to perform the job according to the requirements and select (the candidate) the organization as a suitable place to apply his abilities.

The general goal of any interview is to identify the facts, and on this basis, formulate appropriate decisions and develop action plans that both parties accept for execution. The concept of two-way commitment is central to achieving interview goals. An interview succeeds or fails according to the action it entails, and where there is no commitment, that action either does not occur or is unsatisfactory.

This theory may seem unrealistic or meaningless to those who view the interview as an opportunity to exercise power, or as an occasion where the interviewee can be forced to walk a verbal rope before the interviewer delivers his unquestioned (and perhaps predetermined) verdict.

1.2 Preparing for the interview

Preparation: planning the interview.

Planning an interview is a two-pronged process. First, planning the time, location of the interview and participants, followed by administrative arrangements. Secondly, planning the general nature and form of the interview itself, which is implemented during the conversation. Both of these aspects depend heavily on the objectives of the particular interview to determine appropriate action. Situations vary, just as organizations themselves vary. What is perceived as friendly casualness in, say, an advertising agency, may be perceived as managerial cunning in a larger bureaucratic organization. The following is a checklist of questions that may be helpful when planning your interview:

Preparation: administrative activities.

Taking the time and effort to set your goals and outline the interview will help ensure that everything goes according to plan. If interviewers and interviewees are not informed or notified in advance of the location of the interview, things will not go as planned. A group interview will not go well unless the group members are properly prepared and coordinated. This requires a preliminary meeting at which all interview participants must be informed about the interview strategy and their role in it.

Here again, a checklist of questions may come in handy:

1) Will the meeting room be free at the right time?

2) Is the interviewee informed of the time and place of the conversation, the identity of the interviewer(s) and the duration of the conversation?

3) Were the other interviewers aware of the time and place of the conversation, and did they discuss their strategy and tactics?

4) Is the watchman warned who to expect, when and where to escort him?

5) Are measures taken to prevent telephone calls or unauthorized persons from interrupting the interview?

6) Did everyone receive enough information about the event?

7) Are appropriate refreshments provided, keeping in mind the formality (informality) of the conversation, the hopes of the interviewee, and the possibility of the budget.

8) If the interviewee has to leave his work, has his manager been informed about this and is it necessary?

9) Is the situation controlled in relation to the outcome of the conversation, for example, are the relevant parties aware of the results?

1.3 Interview techniques

Individual interviews in the HR department.

If the only trained interviewers in an institution are the human resources department, it may appear that they have a monopoly on the interview process. This opinion may exist in organizations with a high functional organization, where the HR department gives not just advice, but instructions to junior line management personnel. While interviewing tips are almost always essential to the success of a particular technique, it is too biased to say that HR is the only appropriate custodian of this skill.

For small hiring volumes, where there are accessible and detailed job descriptions and greater employee mobility, interviewing candidates may be limited to HR specialists. While it may be questionable whether the turnover rate would be so high if line managers had a stronger say in personnel selection, on the contrary, if it is a minor complaint related to relationships within the department, then the person who is undoubtedly best placed to resolve it is at least in the first instance, is the immediate superior of the complainant. He has more favorable opportunities to understand the facts, provided that they do not concern him too directly, and make an appropriate decision.

Individual interviews with line managers.

As mentioned, there may be situations where the line manager most involved is the right person to interview. Methods vary depending on the organization, but it is hardly reasonable to expect the manager to be responsible for the results relating to production, denying him control over the means of achieving these results, i.e. in control over the employees of his site or department.

One method that satisfies all parties and is widely practiced is to sequentially involve both an HR employee and a line manager in the interview. In this case, the initial selection interview is usually conducted by the HR department against a list of the most suitable candidates according to the personality specification and the requirements of the organization, and this list is then passed on to the line manager for interview and the final decision.

There are various arguments for whether this approach is superior to the logical alternative of a group interview with two interviewers, including an HR person and a line manager.

If urgency of decision-making, convenience for the candidate, parallel observation, immediate analysis, and a more formalized approach are required, then a group interview of two interviewers will better meet these requirements. On the other hand, if time is not in a hurry, the candidate may become unnecessarily nervous in the presence of several interviewers (especially school graduates and other inexperienced interviewees), there are few similar topics for conversation between each interviewer, and there are personal details that, according to the policy of the organization, should not be disclosed to a person outside the HR department (such a policy exists, although it is difficult to justify) , then the best option would be an interview with a representative from the HR department, followed by a conversation with a mid-level manager.

NOTE: During the Personnel Evaluation, Termination, Grievance, and Disciplinary Interviews, the order should be reversed. In this case, the line manager is best placed to understand the problems and difficulties and develop rational and feasible solutions. If he cannot make a decision, the matter should be transferred to the personnel department.

An interview conducted by a team of two interviewers; from the HR department and line manager

As noted in the previous section, these interviews can be more effective than sequential conversations. For other types of interviews (other than the final stage of a grievance or disciplinary procedure), the presence of two interviewers (a line manager and an HR person or a representative from middle and senior management) rarely serves any useful purpose.

Group interviews

Group interviews are a logical continuation of an interview with a group of two interviewers. And here they can help with selection when parallel observation is necessary and time can be saved by eliminating duplicate questions. Group interviews, more so than interviews with two interviewers, can be intimidating for the interviewee, especially an inexperienced one. The panel should not become a nuisance outside the scope of the selection interview, but even here it requires appropriate supervision and skillful coordination to ensure that appropriate questions are asked and that the candidate is not confused by cross-questioning tactics and rapid changes in tone and subject matter. .

Many inexperienced interviewers believe that a large group will guarantee success. Just the opposite. Until you have learned how to plan and control an individual interview, refrain from doing a group interview. Otherwise, it will make it more difficult for you to fail and cause confusion if your groupmates are not skilled enough to neutralize your shortcomings.

2. INTERVIEW TACTICS

a) Establishing contact with the candidate.

If you can't get him to talk about himself freely, the amount of information you'll learn about him will be minimal. Establishing this contact is a matter of personal style. Some people swear that a cheerful "how did you get here" is an appropriate step. It can help point things in the right direction if you can sound like you're actually worried about the flat tire on the 93 bus.

If you are not capable of this, then the candidate will recognize your efforts (a little insincere conversation) , and this can affect your relationship in different ways. In most cases, contact is better established by clearly explaining the purpose of the interview, its place in the overall selection procedure and the order you propose to follow. This includes clarifying any questions about the job, obtaining information about previous jobs, and discussing the relationship between what the candidate has done in the past and the job currently being applied for. If this is done in a sincere and friendly manner, showing a clear interest in him and what he has to say, if the rest of the interview is wired And is in a similar vein, then the candidate must respond. Fulfilling the necessary points regarding the interview location and setting should also help.

b) Observation of content.

Creating harmony and goodwill with the interviewee may be essential prerequisites for an effective interview, but if the exchange turns into a public dispute, then very little is likely to be achieved. Therefore, it is necessary to closely monitor the content of what the applicant says. All his questions and statements must be weighed, and their contribution to the purpose of the interview - i.e. enlarged n ie your knowledge of his suitability for the job, his character traits, aptitudes, motivations and past achievements is assessed. Only if this happens continuously can you be sure that you will be able to follow his thoughts and make the best use of the time allotted for the interview.

c) Maintaining control.

Main responsibilities

The purpose of the first group of questions is to explore the key areas of the candidate's functional responsibilities. The interviewer will be able to establish qualifications, specialized knowledge, and relative strengths and weaknesses.

“What date and in what year did you start working in this organization?” This question will be followed by the following questions: “What was your job title when you joined the company?” and "What was your starting salary?" The candidate will immediately understand that you expect factual data from him and have ways to obtain it.

Salary questions, which are asked about each job ("What salary did you start with?" "How much did you make when you left your job?") tell you about the types of raises the interviewee might be satisfied with and the level of salary increases that can be achieved with which the candidate is accustomed to agreeing to when changing jobs. "What were your three most important responsibilities at that job?" This is a simple question designed to gather information. You should record the answer and ask the following question: “What special skills or knowledge were required for you to perform these duties?” When asked together, these two questions will not only provide information about the functional profile, but will also provide an opportunity to discover the depth of understanding that the candidate has.

“What was the most important project (program) you worked on in this position?” By asking this question, functional suitability is determined, and you will also learn about what the candidate considers important - important for the organization, for humanity, for himself.

Communication skills

Most jobs these days require interaction with other employees in some form or another. Depending on the level of interaction, a candidate's communication skills and ability to communicate with a team of employees can be very important to his ability to perform the job.

“How important were communication skills and interaction with other people in this job?”

This is the first of a group of questions that may be linked to others, such as: “What other departments have you dealt with?” and “What difficulties did you encounter in doing so?” Asked together, these questions will establish how the candidate evaluates communication opportunities and relates them to the success of the job being performed, as well as with whom and at what levels the interactions took place. They help determine the candidate's level in the company's hierarchy. The third question identifies the difficulties that arise when communicating between departments and requires a direct answer from the candidate.

General questions

At work, we all have people to whom or for whom we are responsible. A person's attitude toward supervisors, peers, and subordinates not only influences one's ability to do the job, but can also influence the efforts of others who are critical to the success of a department or organization.

“How many levels of management have you interacted with?” - and following this: “What was the reason for your contact?”

The first question attempts to establish the levels of communication the candidate has had while working in a multi-level management situation. Using the second question, it is established whether the communication was one-way (between the manager and the functionary) or on an equal basis (between colleagues).

Reasons for leaving current position

The interview is usually done in the hope that you will hire the ideal person who will work with you for a long time. Knowledge of the past can help predict, and therefore prevent, unpleasant problems in the future.

“Have you discussed leaving your job with your boss?” - will help direct the conversation in the right direction.

“How will your boss feel about your dismissal?”

This question can be helpful in determining how serious a candidate is about an upcoming job change. Very often, a candidate uses job negotiations as a tool in a conversation with his current boss about a salary increase and does not actually intend to leave his current position.

“On what date and what month did you leave this organization?” and “What was your job title when you left?” followed by “Why did you leave the organization?”

This last question is one of the top ten most popular and least effective interview questions. This question has become ineffective through overuse, and now almost every interviewee has an answer ready. That's okay, because in this case you're using this question as the first part of a two-part question. The second part is less common and is much more likely to get you an honest answer.

"Why were you fired?"

There are only two ways to leave your job: either you are fired, or you quit yourself. If the interviewee claims that he was fired, then regardless of the explanation given, you will want to carefully check the reason for leaving the job.

"Why did you change jobs so often?"

Unless there are compelling reasons for candidates to change jobs, you don't want to waste valuable time on someone who is likely to be with you for a short time. And if you do waste time, you should at least be careful.

If you see gaps in your record, try asking a question like, “Why have you been out of work for so long?” Many managers admit that they sometimes find these questions about the reason for leaving a job a little awkward. This problem can be neatly addressed by asking, “How did you get your last job?” Answering this question allows the candidate to relax after the stress that many people feel when talking about long breaks from work or changing jobs. The answer may also reveal the candidate's intentions, initiative and analytical approach to problem solving, which are characteristics shared by many successful professionals.

“What have you learned while working in your positions?”

This is a wide-open question that provides absolutely no clue to the interviewee about the correct answer, but which can provide you with significant insight into the candidate. When answering this question, one must be wary of statements that the interviewee has a good understanding of the working mechanism of the organization and the importance of departments functioning as one whole.

Assuming that every candidate applying for your job is desperately fighting for the privilege of working for you is a common mistake. If you are a forward-thinking manager, then you will be interested in your candidate's motives for taking the job, because knowing the right people will help you offer the vacant position to someone who will really appreciate it. No manager wants to be in the awkward position of having a candidate turn down a job offer. To do this, there are the following questions: “Why are you applying for a job with us?”, “Why are you applying for this position?”, “What do you know about our organization?”, “What do you expect from this job?”, “What do you need?” What do you like most about this job?", "What do you like least about this job?", "How will this job help you achieve your long-term goals?", "Who else are you talking to for a job?", " What reservations do you have about working in our organization?" "What are your recommendations?"

A selection of these questions, dictated by the personal needs of the interviewer, will provide sufficient criteria to cross some candidates off your list with reasonable objectivity.

4. EVALUATION AND MAKING A FINAL DECISION

interview testing professionalism communication

The final decision stage is the final result that you worked towards during the selection procedure; Of the candidates who apply, are interviewed, tested and screened, which, if any, will be accepted? The result is important for the organization - its investment in a newcomer will increase sharply from the moment he is hired. It is also important for other applicants: they will all probably be upset if they receive a refusal, no matter how pleasant it may be. Your decision has a better chance of being a good decision if it is a well-informed one. So now is the time to look back at all the information you received during the assessment phase. This involves the following steps:

a) Develop the candidate's scorecard, ensuring that the results of all stages of selection are covered.

b) Ensure that there is sufficient information about each candidate to evaluate him fairly on the score sheet.

c) Evaluate the available information, taking into account earlier comments about bias and limitations in tests and recommendations.

d) Complete the assessment sheets, one for each candidate, ensuring that the criteria used are the personality specification as well as the decisions that have been made about what will constitute effective behavior at work.

e) Recall, as far as possible, the applicant's reactions and assess the likelihood that the job and organization are of interest to him. This is important if you want to avoid the hassle of offering a job to one candidate only to find that he rejects it outright or quits a few weeks later. (If the collaborative problem-solving approach of the interview is adopted, this part of the process should be fairly straightforward.)

f) When all doubts have been resolved, the final result should be communicated to the candidates, both successful and unlucky. (If no one actually fits the Company's defined personality specification, it would be better to reject all applicants, rethink the job or your hiring methods or both, and start again. Only if the difference between what the candidates are now and the requirements specifications are very small, it would make sense to consider someone who does not meet them exactly. Additional training may make up for some lack of knowledge and experience, but is unlikely to transform someone's personality overnight.)

Example of a final score sheet.

Table No. 1

1. Physical appearance

2. Achievements

Education

Qualification

3. General understanding, intelligence, intelligence

4. Special abilities

5. Interests

6. Personality Traits

Acceptability to others Leadership

Self-confidence (self-reliance)

Motivation

7. External (home social and living conditions)

8. Medical examination results

11, Overall rating

Following actions:

Signature... Date...

Here is another example of a summary assessment form:

Position (vacant)

A. General view

(behavior, manner of speaking, health status, energy)

B. Characteristics

(stability, hard work, perseverance, loyalty, tolerance, self-confidence, ability to lead)

B. Intelligence, abilities

D. Relevant experience and/or knowledge

D. Ability to Express

E. Education

G. Inclinations, interests

3. Readiness to immediately perform duties

I. General acceptability

(taking into account the future needs of the organization)

K. Overall rating

Date/Signature

Against each rating you should put your own rating in points on a five-point system. Summarize your rating in column "K".

Sometimes an assessment of a candidate can be carried out not in the form of a form, but in the form of a kind of report - a verbal portrait of a person sent upstairs to make a final decision. Below I have given the main points that an employer may need when writing this report:

· Experience

· Education. Educational records, in addition to directly responding to job requirements, provide information about the candidate's persistence, motivation, and interests.

· Character traits

Both successful and unsuccessful applicants must be notified of the employer's decision at the earliest opportunity. As a general rule, it would be impolite to keep candidates waiting for more than a week before notifying them of the final outcome, so any preliminary negotiations with the most likely candidate should be carried out at a pace

CONCLUSION

The job interview is critical in the recruitment process. It involves selecting the right person for the job based on objective criteria that are applied to the candidate in a balanced and fair manner.

The interview has two main goals:

§ help the organization evaluate candidates for suitability for the position;

§ help candidates evaluate the organization as a future place of work.

Putting a person in the wrong place has never been considered a good HR practice and it will lead to adverse consequences in the organization if the practice is repeated.

However, what is a person properly appointed to a position? This is a person who is capable and willing to work, who has a sense of team and management, a professional who corresponds to the image of the organization and who is compatible with the place it occupies on the evolutionary scale of development. And, of course, an emotionally mature personality, capable of correct and rational judgment, will be a necessity in your organization.

Since there is never a perfect choice, compromises must be made and careful evaluation must be made. When sifting through the candidates from the list, it is necessary to identify several top contenders. Why? Because the assessment interview process is a two-way street, and your first choice may not be attractive to both you and the candidate. Since an interview usually touches on the past, present and future, it is in this aspect that the interviewer’s questions should be framed.

It should always be remembered that the person asking the questions controls the process and seriously determines his future.

LIST OF REFERENCES AND OTHER SOURCES USED

1. Allin O.N., Sakv N..I. Personnel for effective business. Selection and motivation of personnel. – M.: Genesis, 2005.

2. Arsenyev Yu.I. Personnel management: technologies. – M.: UNITY, 2005.

3. Certification of workplaces. – M.: Finpress, 2005.

4. Borisova E.A. Personnel assessment and certification. – SPb.: PETER, 2003

5. Kokorev I.A., Odegov Yu.G., Kartashov I.A. – Recruiting: hiring staff. – M.: Publishing house REA im. G.V. Plekhanov, 2006.

6. Cooper D., Robertson A. Psychology of personnel selection. / Transl. from English SPb.: PETER, 2003.

7. Sobchik L.N. Introduction to the psychology of individuality - M.: IPP-ISP, 2000.

8. Khigir B..Yu. Non-traditional methods of personnel selection and assessment. – M.: LLC “Journal “Personnel Management”, 2006.

http://www. hr-zone.net;

Table 3.

TEST RESULTS:
		description
		0-8. Self-confident, tenacious, persistent, can be a good mentor and organizer. Has the qualities of a leader.
		0-8. Confident, independent, self-oriented, competitive type.
		0-8. Stubborn, tenacious, persistent in achieving goals, energetic, spontaneous.
		0-8. Realistic in judgments and actions, critical of others, skeptic, non-conformist.
		0-8. Modest, timid, compliant, emotionally restrained, able to obey, does not have his own opinion, obediently and honestly performs his duties.
		0-8. Conforming, soft, expects help and advice, trusting, prone to admiration from others, polite, needs recognition.
		0-8. Inclined to cooperation, cooperation, flexible and compromising when solving problems and in conflict situations, strives to be in agreement with the opinions of others, consciously conformist, follows conventions, rules and principles of good manners in relations with people, proactive enthusiast in achieving the goals of the group, strives to help , feel in the center of attention, deserve attention and love, sociable, shows warmth and friendliness in relationships.
		0-8. Responsible towards people, delicate, gentle, kind, shows emotional attitude towards people in compassion, sympathy, care, affection, knows how to encourage and reassure others, selfless and responsive.

Analysis of test results:

Test execution time diagnostics of interpersonal relationships(DMO)– 20–30 min. I answered a “yes/no” test consisting of 128 evaluative judgments. They are grouped into 8 blocks in accordance with 8 identified factors (16 judgments in each block). Examples of judgments are shown in Table 1. I carefully read each judgment and assessed whether it corresponded to my self-image. After assessing my real “I,” I read all the judgments again and noted those that, in my opinion, suited my personality. Using a special “key” I calculated the number of points for each block. The maximum score is 16 points, it is divided into four degrees of attitude severity (from adaptive to maladaptive behavior). Characteristics rated within 8 points indicate harmonious, adaptive behavior (dominance, self-confidence, demandingness, compliance, gullibility, responsiveness). Indicators from 14 to 16 points indicate difficulties in social adaptation (despotism, selfishness, cruelty, dependence, conformism).

As a result, the points for each block were transferred to the psychogram (the distance from the center of the circle corresponds to the number of points for this block, Fig. 1), from which a personal profile is formed. Special formulas allow you to calculate the dominance index (vector V):

In addition, there is an index of goodwill (vector G):

Result deviating from 1.0 to the side "+" , so "-" identifies prevailing trends. The positive value of the result obtained using the “dominance” formula indicates a person’s expressed desire for leadership in communication, for dominance. A negative value indicates a tendency towards submission, refusal of responsibility and a leadership position. A positive result according to the “friendliness” formula is an indicator of the individual’s desire to establish friendly relations and cooperation with others. A negative result indicates the manifestation of an aggressive-competitive position that impedes cooperation and successful joint activities. Quantitative results are indicators of the degree of expression of these characteristics. As a result, an analysis of the personal profile is carried out - the types of attitude towards others are determined (according to Pugachev, 2003):

13–16 – dictatorial, domineering, despotic character, the type of strong personality who leads in all types of group activities. He instructs and teaches everyone, strives to rely on his own opinion in everything, and does not know how to accept the advice of others. Those around them notice this authority, but acknowledge it.

9–12 – dominant, energetic, competent, authoritative leader, successful in business, loves to give advice, demands respect.

0–8 – a self-confident person, but not necessarily a leader, stubborn and persistent.

II. Selfish

13–16 – strives to be above everyone, but at the same time aloof from everyone, narcissistic, calculating, independent, selfish. He shifts difficulties onto those around him, he treats them somewhat aloofly, he is boastful, self-satisfied, arrogant. 0–12 – selfish traits, self-orientation, tendency to compete.

III. Aggressive

13–16 – tough and hostile towards others, cruel, harsh, aggressiveness can reach the point of antisocial behavior.

9–12 – demanding, straightforward, frank, strict and harsh in assessing others, irreconcilable, inclined to blame others for everything, mocking, ironic, irritable.

0–8 – stubborn, tenacious, persistent and energetic.

IV. Suspicious

13–16 - alienated in relation to a hostile and evil world, suspicious, touchy, inclined to doubt everything, vindictive, constantly complaining about everyone, dissatisfied with everything.

9–12 – critical, uncommunicative, experiences difficulties in interpersonal contacts due to self-doubt, suspicion and fear of a bad attitude, closed, skeptical, disappointed in people, secretive, shows his negativism in verbal aggression.

0–8 – critical of all social phenomena and surrounding people.

V. Subordinate

13–16 – submissive, prone to self-humiliation, weak-willed, inclined to give in to everyone and in everything, always puts himself in last place and condemns himself, ascribes guilt to himself, passive, seeks to find support in someone stronger.

9–12 – shy, meek, easily embarrassed, inclined to obey a stronger person without taking into account the situation.

0–8 – modest, timid, compliant, emotionally restrained, able to obey, does not have his own opinion, obediently and honestly fulfills his duties.

VI. Dependent

13–16 – extremely insecure, has obsessive fears, concerns, worries about any reason, therefore dependent on others, on other people’s opinions.

9–12 – obedient, fearful, helpless, does not know how to show resistance, sincerely believes that

others are always right. 0–8 – conformist, soft, expects help and advice, trusting, inclined to admire others, polite.

VII. Friendly

9–16 – friendly and accommodating to everyone, focused on acceptance and social approval, strives to satisfy the demands of everyone, “be good” for everyone without taking into account the situation, strives for the goals of microgroups, has developed mechanisms of repression and suppression, emotionally labile.

0–8 – prone to cooperation, cooperation, flexible and compromising when solving problems and in conflict situations, strives to be in agreement with the opinions of others, consciously conformist, follows conventions, rules and principles of “good manners” in relations with people, an initiative enthusiast in achieving the goals of the group, strives to help, feel in the center of attention, earn recognition and love, sociable, shows warmth and friendliness in relationships.

VIII. Altruistic

9–16 – hyper-responsible, always sacrifices his own interests, strives to help and sympathize with everyone, obsessive in his help and too active towards others, takes responsibility for others (there may only be an external “mask” hiding a personality of the opposite type ).

0–8 – responsible towards people, delicate, gentle, kind, shows emotional attitude towards people in compassion, sympathy, care, affection, knows how to cheer up and reassure others, selfless and responsive.

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