In the book offered to readers, the author considers a systematic approach to personnel technologies (grading, performance assessment, certification), which is based on the measurement and description of positions. The obtained data allow formulating requirements for the search for a candidate, conducting certification, training, building a charging system. Ultimately, this allows you to create a corporate system for managing incentives, competencies, career. 1. Grading and job analysis in the personnel management system1. 1. Personnel management and job analysis1. 2. Personnel Management and Grading2. Study of works: analysis, description and evaluation2. 1. Work Analysis Methodology2. 2. Methods of work analysisPAQCMQFJAO*NET3. Grading technology3. 1. Methods of determining the importance of posts. Non-Analytical Methods . Analytical Methods . Factor method. Point method3. 2. Identification and evaluation of key posts3. 3. The study of market wages3. 4. Comparison of salaries and “weights” of posts . Construction of salary line3. 5. Definition of grades and groups of grades . Grading - method of classification. Defining Grayd Boundaries An Analytical Approach. Determination of tariffs3. 6. Salary determination3. 7. Analysis and correction of nonconformities3. 8. Classical Grading Methods . Hay Group MethodWatson Wyatt MethodKodak Job Evaluation Method4. Competences and objectives of the company4. 1. Competences. Competence and competence . Competences as Useful Qualities . Competences as the ability to solve problems, providing the necessary quality Terminological difficulties4. 2. Post requirements and compensable factors. Competence profile and post requirements. Motivation as competence4. 3. Company strategy source of personnel requirements. Concept of MOS. Organization of a strategic seminar . Identifying Vision. Coaching to define vision, mission, values, strategies. Epos. Method of "ethnographic expedition"Repertoire method for identifying values and competencies5. Job evaluation methodology5. 1. From strategy to job requirements: what is formalizable and what is not 2. Determination of post parameters5. 3. Use of scaling and scoring. Scaling. Questionnaires5. 4. From job parameters to job requirements5. 5. Ranking methodology using questionnaire5. 6. Methodology of job evaluation on the basis of "personal approach" "Reverse course": from competencies to job parameters. Projection of the methodology of 16 personality factors for job requirements6. Management of corporate behavior6. 1. Find not only the right ones, but also the right ones. Job Requirements as a Selection Request. Trial period “slow” assessment6. 2. Certification - assessment of the competence and effectiveness of the employee . Competency assessment . Performance evaluation6. 3. Attestation Conclusions Career, Training, Motivation. How the Attestation Matrix Works . Career vector. Motivational vector . Vector of learning. Conclusion. Bibliography . Dictionary of Terms . Applications. Annex 1 . Pair comparison technique. Annex 2 . Methods of describing the position of the University of Pennsylvania . Annex 3 . Hay method job evaluation questionnaire. Annex 4 . Profile of 16 personality factors with fitness prognosis. Annex 5 . Repertoire grille . Annex 6 . Questionnaire for ranking methodology. Annex 7 . Post requirements in "projection" 16 personality factors. Annex 8 . Performance assessment methodology. Dop. Information: Scan quality - excellent. Distribute from 5:00 to 20:00 MSK . I'm sitting behind two NA. There (or three), so that the distribution is only through DHT. scan sample:Before downloading the torrent, please click [ Thank you ] !!!