The personnel assessment procedure aimed at determining the effectiveness of activities based on specific measurable success criteria and stimulating adequate non-material and material remuneration has been operating in the Company since 2009.
According to the recognized international practice of effective human resource management, the procedure is based on the assessment of business and leadership competencies of employees, taking into account the performance of activities during the reporting period.
In accordance with the Company’s rules for performance evaluation of employees (administrative staff), the process is carried out through an annual assessment and an interim (quarterly) review of the activities of employees and includes: self-assessment, review meetings, review of skills, potential, assessment and providing of directions to employees to improve the performance and opportunities for development.
According to the results of the assessment of administrative employees (calibration session) based on the results of work for 2020, employees were distributed according to the following ratings:
Expectations exceeding– 24 % (the employee exceeds the expected performance results. Such employee is considered as key employee of the team and the Company. He/she demonstrates extensive experience of relevant skills and strives to develop the knowledge and skills necessary to solve future, strategic business tasks)
Expectations meeting-72% (the employee achieves, and sometimes exceeds, the expected performance results. He/she makes a significant contribution to the team and the Company’s activities. He/she achieves the goal and performs the duties with some guidance in the work. He/she demonstrates competence in the relevant skills and develops the knowledge and skills necessary to solve future strategic business tasks. He/she promotes the development of others)
Expectations non-meeting – 4% (the employee as a whole can meet the performance parameters, however, sometimes does not achieve the goals. Leadership and control in the performance of duties are required. He/she may inconsistently balance the “what” and “how”. He/she does not always demonstrate the necessary skills. The employee is expected to have improved and sustained productivity in relation to development needs).
| Evaluation process benefits | ||
| For employees | For management | For HR |
| · Evaluation system objectiveness will be increased: there will be no “one-size-fits-all approach” – individual approach.
· It will be possible to earn more if you really work harder and better. · Not only the result is evaluated, but also the behavior |
· There will be a tool to improve the performance of employees.
· Simple clear tool for objective selection of the best one. · Meeting the best practices. · Effective environment is being created |
· Strengthening the role in the evaluation.
· Process optimization and standardization. · Real picture of the potential and employee performance. · Meeting the best practices. |