How to conduct personnel analysis in the organization

How to conduct an analysis of personnel in the company is a question that almost no one can solve. Meanwhile, the analysis of personnel allows the correct delegation of authority to their employees.

Many methods are cumbersome and not universal, and also require large labor costs for execution. But the analysis of personnel is carried out daily, including during interviews with candidates for employment in the company. Consider today a simple method that you can apply tomorrow.

Motivation / Competency Matrix

I learned this method at the training of Michael Beng, who is a recognized master in the training and motivation of sales staff. So let's go.

We constantly instruct employees to carry out some tasks, but, in the end, we often do not get a satisfactory result. Most likely, the reason is that we gave this task to an incompetent or unwilling employee to do the job well, and at the same time did not control him. But there is a second option: we entrusted the work to a well-trained and independent responsible employee and at the same time constantly controlled him, as a result, his motivation decreased.

It is very important that your management style is consistent with the motivation and competence of the person. We can use the competency / motivation matrix to determine the employee’s position and determine the right actions in relation to him.

What determines these two qualities?

Competence - depends on experience, education, training, human intelligence.

Motivation - depends on the goals of the person, confidence, attitude of the leadership towards him, on whether he is satisfied with working conditions and the amount of payment.

STEP 1. We need to analyze the work, taking into account the motivation and competence of a person without prejudice and place the person in one of the squares in the figure below.

STEP 2. You need to decide on the management style of each type of employee, tips are in the corresponding squares of the bottom figure.

Let's take a closer look at the types:

1 - These are experienced, competent employees who are motivated to do their job well. As a rule, these are TOPs and stars of units. Such an employee needs to confirm his qualities in the form of gaining great authority in the framework of the project.

2 - these are employees who are eager for battle, but do not have the appropriate skills and experience and therefore are constantly mowing. Either these are new employees who have not yet learned to work according to company standards, they need help in this. In my opinion, these are the most promising employees from which you can grow type 1 by simply teaching them how to work.

Type 3 is very dangerous. These are employees who have experience and competence, but are underestimated in the literal sense of the word or in their own opinion. Perhaps this employee was not promoted somewhere during the career, or pay him a little, maybe you controlled him too much when he was in square 1. These are often over-started sales department stars who were lowered from heaven to earth during rotation in the department or transformation of the sales department.

How to work with such employees?

Well, firstly, do not bring it to this. Type 3 employees are the fault of their immediate supervisor. Here, either the employee was promised the "golden mountains", which are not in this company, when applying for a job. Or they did not catch the moment when the employee changed his motivation, and continued to incorrectly motivate him.

What can be done? Often, to motivate such employees, you need a shake-up with the opportunity to earn a reward and again return to 1 square.

If an employee has become such as a result of cheating at hiring and, as a result, high expectations, it is best to say goodbye to him. If you cannot give him the authority or money that he needs, he will still leave or will work at full strength.

Advice on this paragraph: never take an employee for a position if it does not provide for the payment of the money that interests him!

4 - it may be a new employee who was not taken by fate or an old employee who did not develop competencies, plus everything lost motivation. This is the most difficult type of employee, and you need to transfer to other sectors as quickly as possible, but it is easier to replace them with type 2.

What's next?

Next, you take a snapshot of the staff on a monthly basis and each time you take a serious assignment, analyze a specific employee. You must be sure that with the change of employee as a result of motivation and training, your management style will also change.

Summary

We have figured out how to analyze personnel in the organization and how to properly delegate. A constant understanding of the motivation and competence of employees will allow you to find the right approach to each of them and manage it correctly.