JP4592428B2 - Human resource development support method and human resource development support system - Google Patents

Description

The present invention relates to a human resource development support method and a human resource development support system. Specifically, subordinates appearing in human resource development support set an evaluation score in advance based on the difficulty level for the given task and the target achievement period, and the target achievement level when the target achievement period has passed Based on the evaluation points determined by the above and mutual evaluation points between supervisors and subordinates, the overall evaluation of the issues is conducted to develop and support human resources, and not only the supervisor's subordinates but also the subordinates' By building a system that allows a third party to review these evaluation points when the evaluation points for the supervisor are below the reference point, it has become possible to achieve human resource development support based on a more objective evaluation Is.

  In the in-house human resource development process, in order to acquire the necessary knowledge, technology, and skills in the assigned department, internal training and training are conducted regularly and from time to time to ensure smooth execution of business and social needs. It is possible to train human resources (employees) corresponding to

  By continuing such human resource development, it is possible to maintain and improve the knowledge of employees. In addition to such internal training and education, it is also important to promote self-development through one's own will and effort. In addition to these, it is extremely important for the manager and direct supervisor to motivate subordinates to develop themselves through their daily work.

  The human resource development process through daily work, in other words, direct supervisors and other subordinates (including juniors) are given priority and systematic guidance on knowledge, skills, and attitudes necessary for work through daily work.・ Nurturing is also an important factor for supporting human resource development. This human resource development support system can be regarded as part of OJT (On the Job Training), that is, business education.

  In order to support human resource development for subordinates, direct supervisors and other personnel understand the division of duties of each subordinate while referring to predetermined training and management content and long-term training plans for employees. It is necessary to set up training goals (task issues).

  In the training management, for example, in order to clarify the current competence of employees, training targets are classified into hierarchies according to the hire year. For example, the training goals (individual target items) such as practical skills and knowledge are set for each of the three or four stages according to the year of joining the company, and further, items that should educate employees over the medium to long term By taking the training plan into consideration, it becomes possible to develop multi-skilled human resources.

  In that case, based on the work that each person seizes, the supervisor chooses the individual education goals from these training management items as appropriate, or the employee personally learns the goals personally selected through daily work. The OJT plan will proceed.

  Note that Patent Documents 1 to 3 are known as systems for evaluating employees and evaluating personnel. Patent Document 1 discloses a technique for reflecting customer feedback in personnel evaluation, Patent Document 2 discloses a personnel management system that can cope with organizational changes, and Patent Document 3 evaluates the suitability of employees for job types. A system is disclosed.

JP 2004-206478 A JP 2004-139436 A JP 2004-46770 A

  By the way, whether or not the problem as a training item has been digested according to the OJT plan is often based on the evaluation of the boss at the middle or end of the year. The boss judges the progress and completeness of the requested items, and makes decisions on the employee based on the overall judgment from high places.

  However, in this evaluation, since the judgment of the boss is all, it may be judged with prejudice, and the objectivity of the evaluation is poor. The goal was not reached because the difficulty level was high and the assignment setting was wrong in the first place, there was no appropriate advice from the supervisor for the assigned assignment, or the advice was wrong. It is because you must be careful enough to judge the degree of achievement of the subordinate's goal only by judgment.

Therefore, the present invention solves such a conventional problem, and in particular expresses a plurality of information quantitatively, and makes it possible to evaluate the achievement of the target by comprehensive evaluation corrected by a third party. It proposes a human resource development support method and a human resource development support system.

To solve the problems described above, human resource development method according to the invention described in claim 1, human resource development system for evaluating the degree of achievement of the task set is to at least the target input to the input means be solved and based on the difficulty and the target achievement period for said problem, by searching the first database for recording the evaluation points set in accordance with the degree of difficulty and the target achievement period to the problem that the target, depending on the input When the target achievement period has elapsed from the task start date and the step of obtaining the first evaluation score, the second evaluation score corresponding to the degree of achievement of the task after the target achievement period has elapsed is set as the target achievement period for the task. with it obtained from the second database for recording the evaluation points set in accordance with the goal achievement level after the lapse of a third assessment of boss for men that has been inputted to the input means And obtaining a fourth evaluation point subordinates for superiors and, and the first evaluation score and the second evaluation score and addition processing of these evaluation points, adding the evaluation point obtained by this addition process Calculating a comprehensive evaluation score for the employee by adding the third and fourth evaluation points to the additional evaluation point when the first reference point for evaluating the additional evaluation point is exceeded. In the step of calculating the overall evaluation score, when the addition evaluation score obtained by the addition process is lower than the first reference score, either the third evaluation score or the fourth evaluation score is obtained. The above third re-evaluated by a third party other than the supervisor and the subordinate when the supervisor is below the second reference point for judging whether the evaluation of the supervisor is different from the evaluation of the supervisor of the subordinate 5th evaluation point instead of evaluation point And a sixth evaluation score in place of the fourth evaluation score is obtained from the input means and corrected, and the fifth and sixth evaluation points are added to the additional evaluation score to obtain a comprehensive evaluation score for the employee. Is calculated .

In addition, the human resource development support system according to the present invention described in claim 3 includes an input unit, a first database that records an evaluation score set according to a difficulty level with respect to a target task and a target achievement period, A second database that records evaluation points set in accordance with the degree of achievement of the target after the target achievement period has elapsed; at least the problem that should be the target input to the input means; the degree of difficulty and the target for the problem Based on the achievement period, the first database is searched to obtain a first evaluation score according to the input, and when the target achievement period has elapsed from the task start date, the target achievement period has elapsed . a second evaluation score corresponding to the assignment achievement degree with obtaining from said second database, and on the third evaluation point boss for men that has been inputted to the input means Obtain a fourth evaluation point subordinates for, and the first evaluation score and the second evaluation score by adding processing of these evaluation points, adding the evaluation point obtained by the addition process the addition Control means for calculating an overall evaluation score for an employee by adding the third and fourth evaluation points to the additional evaluation point when the first reference point for evaluating the evaluation point is exceeded, When the addition evaluation score obtained by the addition process is lower than the first reference point , the control means determines whether either the third evaluation point or the fourth evaluation point is an evaluation for the supervisor. A fifth evaluation that replaces the third evaluation point re-evaluated by a third party other than the supervisor and the subordinate when the evaluation of the subordinate's superior is below the second reference point for determining whether the evaluation is different. Point and the sixth evaluation point instead of the fourth evaluation point Correct processing from said input means, and calculates the overall score for the employees by adding processing evaluation points of the fifth and sixth on the addition evaluation points.

  In this invention, the subject used as the object of evaluation is given. The assignment may be given by the supervisor or it may be assigned by the subordinate himself. The assignment is specified by searching the master in which assignment information is recorded. Evaluation points (first evaluation) for the set task according to the set task, the years of experience (or years of employment) related to the subordinate's work, the difficulty determined from the set experience years, and the length of the target achievement period Point) Determine r. This evaluation point r is tabulated in advance and recorded in the master for task information. This evaluation point r is a numerical value that is uniquely determined by inputting the department to which the subordinate belongs, the years of experience of the subordinate, and the target achievement period selected by the subordinate. The evaluation score is a three-level evaluation with a maximum score of 10 points.

  Next, the target achievement level after the target achievement period has elapsed is evaluated. In this case as well, a three-step evaluation with a full score of, for example, 10 is determined as the evaluation score (second evaluation score) u from the difficulty level for the task and the degree of achievement of the target. When a task is achieved within the target achievement period, the highest evaluation score according to the difficulty level is given. When the task can be achieved almost within the goal achievement period, a score lower than the highest score is given, and when not achieved, the lowest score is given according to the difficulty level.

  Furthermore, the evaluation (for example, 10-step evaluation) of the subordinate through the daily work on the set task is added. A subordinate's reaction (understanding ability, execution ability, etc.) to the supervisor's advice on the subject becomes an evaluation point (third evaluation point) s. The comments for the subordinates noted at this time are also used as comprehensive evaluation information.

  In addition to this, a 10-level evaluation is similarly given as an evaluation point (fourth evaluation point) t for the supervisor of the subordinate for the subject. A 10-step evaluation is made with comments such as whether the supervisor's advice was taken as the optimum advice in the daily work, that is, whether the advice was appropriate advice at an appropriate timing or whether the advice was easy to understand. This is because even if the boss understands that it is appropriate advice, he often experiences discrepancies that the person who received the advice thinks that it is inappropriate advice.

  Comprehensive evaluation is performed by the addition value of the above-described evaluation points. However, when the evaluation score s for subordinates or the evaluation score t for superiors is less than the reference point, the evaluation for superiors or subordinates is too far away. Correction processing for s and t is performed.

  The correction process is performed with reference to the task, the degree of difficulty, the target achievement period, the evaluation points s and t of the supervisor and subordinates, and the respective comments. For example, it is appropriate that the employee who previously belonged to the department to which the subordinate belongs belong to the correction process. It knows the details of its work, has many years of experience, the suitability of the target achievement period, the suitability of the subordinates and supervisors to comment on the subject, and the suitability of the given evaluation points s and t This is because it is considered that judgment can be made relatively objectively and fairly.

  Since the evaluation (s ′, t ′) with such correction processing can ensure objectivity more than before, the overall evaluation score z with correction is presented to the subordinates and further promotion to the business is expected. In addition, when the evaluation is low, it is possible to give subordinates options such as re-challenge of the same issue or selection of another issue, and it is possible to develop a future OJT approach and support system for the subordinate.

  As one of human resource development support programs for employees, when a certain target is set, an evaluation point is determined in advance from the difficulty, the target achievement period, etc., and the degree of achievement after the end of the target achievement period is evaluated. In addition to the evaluation of supervisors and subordinates, comprehensive evaluation is performed, and when the evaluation of supervisors and subordinates deviates significantly, re-evaluation is performed.

  According to this, objectivity is given to the comprehensive evaluation, and the arbiter of the boss can be eliminated as much as possible. This makes it possible to expect further improvement in the work of employees through their daily work, and to establish a future support system for employees.

  Next, a preferred embodiment of the human resource development support method and system according to the present invention will be described in detail with reference to the drawings.

  FIG. 1 is a system diagram of a main part showing a specific example of a human resource development support system 10 according to the present invention. This support system 10 is constructed as a terminal device using a personal computer. It is connected to an in-house database via an in-house network (such as a LAN).

  An employee master 12 is connected to the in-house network. The employee master 12 is a database in which information such as registered employees (with code numbers), date of entry, work history, and years of experience related to the work are recorded. The assignment information master 14 is a database in which various training items (study items) necessary for performing the work to which the employee belongs and information such as when the training items must be received are recorded. . The evaluation information master 16 stores evaluation information (comprehensive evaluation information) for each employee evaluated by the human resource development support system in association with a task (item) targeted by the employee. This comprehensive evaluation information can also be used as one piece of information for personnel evaluation.

  The plurality of masters 12, 14, 16 and the like are connected to a terminal device that constructs a human resource development support system via an in-house network 18. The human resource development support system 10 includes a CPU (control unit) 20 that controls the entire system, and stores a processing program for performing evaluation processing for human resource development support and the like including the CPU 20. Memory means such as ROM 22 is connected to the internal bus 26.

  The internal bus 26 is connected to the internal network 18 described above, and working memory means such as an input means 28 such as a RAM 24 and a keyboard is connected to the internal bus 26. Furthermore, the human resource development support system 10 is constructed by connecting the monitor 30 and transmission / reception means 34 provided as necessary to the internal bus 26 via the interface 32.

  In the human resource development support system 10 according to the present invention, an evaluation point is determined for a set task while taking into consideration the years of experience of the employee, and finally, a comprehensive evaluation is performed for the task that the employee has tackled. ing.

  The task to be evaluated may be given by a supervisor or may be a task designated by a subordinate who is an employee. The assignment is specified by searching the master 14 in which assignment information is recorded. The individual education items that should be the subject vary depending on the work content, so the content suitable for each department is picked up for each department. An example is shown in FIG.

  Fig. 2 lists the items that should be taken in a specific department. The number of items classified as major items and the number of knowledge / skills that should be individually acquired is only an example. Actually, there are many items that are further subdivided, but they are omitted for convenience of explanation.

  In addition, target levels for these items to be learned are set. In FIG. 2, it is divided into a beginner level, an intermediate level and an advanced level, and is regarded as a target level according to the years of experience (years of employment). For example, items related to basic technology are classified as items that should be acquired by employees from the first year to the third year of joining the company as a beginner level. In addition, items related to safety are listed as items that employees who have been in the company for seven years (experience years) should acquire. Of course, depending on the content of the item, it should be learned according to each stage from beginner to advanced level.

  The employee selects an arbitrary item corresponding to the level corresponding to the number of years of employment as an individual task among the individual education items listed as shown in FIG. Of course, this task may be given by your immediate supervisor.

  Subsequently, the evaluation score r for the set task is determined according to the set task, the number of years of experience (or the number of years of employment) of the employee in question, the degree of difficulty determined from the set years of experience and the length of the target achievement period. Determine. This evaluation point r is tabulated in advance and recorded in the master 16 for assignment information. This evaluation score r is a numerical value that is uniquely determined by inputting the department to which the employee belongs, the years of experience of the employee, and the target achievement period selected by the employee.

  An example is shown in FIG. In the figure, the degree of difficulty for achieving the task is set according to the years of experience (assumed to be the same as the number of employees) for a specific task (referred to as task 1). There are three levels of difficulty (A> B> C) for convenience of explanation.

  When the task 1 is a task corresponding to the beginner level, when the task is selected as a task (subject) acquired in the first year, the most difficult difficulty level A is given. When selecting an assignment to acquire in the second year of experience, difficulty B is given from the relationship with the number of years of experience, and when an employee with the third year of experience selects, there must be at least two years of work experience Therefore, even with the same task, the lowest difficulty level C is given as the difficulty level.

  Also, the degree of achievement of the target varies depending on how long the selected task is to be mastered and the target achievement period. For example, even if the degree of difficulty is A, the longer the target achievement period, the higher the probability of achieving the target. Therefore, the evaluation changes depending on the length of the target achievement period. The shorter the rating, the higher the rating. In this example, the target achievement period is divided into three stages (3 months, 6 months, and 9 months), and a three-stage evaluation is adopted with a 10-point display.

  In this example, if you are an employee with 1 year of experience and have chosen 3 months as the target achievement period, the evaluation score that will give you the highest evaluation if you have achieved it within this target achievement period r (10 points in the figure) is obtained. When the goal achievement period is 6 months, the evaluation score r is 7, and when the longest goal achievement period (9 months) is selected, even if the difficulty level is A, the evaluation score r is low, and in this example 5 points are given. This is the evaluation point r at that time. As for the difficulty level B and the difficulty level C, as shown in FIG. 3, the evaluation points r differ depending on the target achievement period.

  Next, the target achievement level after the target achievement period has elapsed is evaluated. Also in this case, the evaluation point u is uniquely determined from the degree of difficulty with respect to the task and the degree of achievement of the target. When a task is achieved within the target achievement period, the highest evaluation score according to the difficulty level is given. When the task can be achieved almost within the target achievement period, the evaluation score u lower than the highest evaluation score is given, and when it is not achieved, the lowest evaluation score u is given according to the difficulty level.

  An example is shown in FIG. In this example, from the relationship between the number of years of experience and the degree of difficulty, for example, a three-level evaluation is given with 10 points being the perfect score. For example, when the degree of difficulty is A and the degree of achievement within the target achievement period is complete, 10 points are given as the highest evaluation point u, and when the degree of achievement is nearly perfect, the evaluation point u is given. 8 points are awarded. However, when it is determined that the achievement level is not sufficient, only five evaluation points u are given. This is because it can be inferred that it was originally an impossible task with one year of experience.

  Therefore, as the difficulty level decreases, the evaluation point u also decreases as shown in FIG. Note that the score given both the evaluation points r and u is an example. If it is acceptable to set 100 points as a perfect score, 1.0 points can also be set as a perfect score, and the setting method, class, etc. are arbitrary.

  In the present invention, in addition to setting these evaluation points, the manager and the employee himself / herself (subordinates from the boss) who are involved with the employee are given an opportunity to give evaluation points. Since tasks are digested through daily work, appropriate advice from the supervisor is necessary to achieve the tasks. This appropriate advice speeds up learning and corrects the direction of learning. Because it becomes possible. The acquisition of this daily work matches the OJT plan.

  In this case, even if the boss gives appropriate advice, the subordinate's understanding of the advice may be insufficient or the technology may not be accompanied. In such a case, the manager's evaluation of subordinates through daily work on the set issues is also an important factor in comprehensive evaluation.

  The subordinate's reaction (understanding ability, execution ability, etc.) to the supervisor's advice on the subject becomes the criterion of the evaluation point s. For example, the evaluation point s can be evaluated on a 10-point scale, and the higher the evaluation for the superior, the higher the score. The comments for the subordinates noted at this time are also used as comprehensive evaluation information.

  In addition to this, an evaluation (also a 10-level evaluation) is given to the subordinate's superiors for the subject. A 10-step evaluation is made with comments such as whether the supervisor's advice was taken as the optimum advice in the daily work, that is, whether the advice was appropriate advice at an appropriate timing or whether the advice was easy to understand. Even if the boss understands that it is appropriate advice, it is often the case that the person who received the advice thinks that the advice is inappropriate advice, and evaluation of subordinates is also important for fair evaluation. This is a major factor. The evaluation score given by the subordinate is t, and when the evaluation is high, the score is high.

  Comprehensive evaluation is performed by the added value of the evaluation points r, s, t, and u described above. First, when the addition evaluation point v = r + u is higher than the first reference point R1, it can be estimated that the target achievement period may be set starting from setting of the task.

  The first reference point R1 is set to a value corresponding to the difficulty level. For example, in the case of difficulty level A, when the target achievement period is 3 months, the maximum value is 20, the minimum value is 15, and the intermediate value is 18. Therefore, the first reference point R1 is, for example, the intermediate value 18 Can be set to

  Further, when the target achievement period is 3 months with the difficulty level c, the maximum value is 12, the minimum value is 8, and the intermediate value is 11. In this case, the intermediate value 11 is set to the first reference point R1. Can be set.

  When the addition evaluation point v is lower than the first reference point R1, next, the evaluation points s and t of the superior and the subordinate are determined. If each evaluation score clears the standard value (R2), it can be considered whether there was a problem in setting the task, or whether the target achievement period was forcibly shortened, so just giving such advice, Judging that the problem has been digested is not necessarily an error.

  In such a case, it can be determined that the advice of the supervisor is also appropriate, and it is possible to determine that the subordinate's understanding is sufficient. In such a case, the evaluation points s and t are usually considered to be high scores.

  On the other hand, when the evaluation point s for the subordinate or the evaluation point t for the superior is less than the reference point R2, the evaluation for the superior or the subordinate is too far away.

  For example, as shown in FIG. 5, when R2 = 3 is set as the second reference point R2, the evaluation score s for the subordinate is high. For example, even if s = 8, the evaluation score t for the supervisor is 3 or less. In such cases, the gap between the evaluation given to the subordinates and the behavior of the subordinates in response to the advice should be a problem. Either is correct or neither is correct. In such a case, a correction process (re-evaluation process) is performed on the evaluation points s and t given by the superior or subordinate.

  The correction process is performed with reference to the task, the degree of difficulty, the target achievement period, the evaluation points s and t of the supervisor and subordinates, and the respective comments. The reason for re-evaluation based on a lot of information in this way is to make evaluations of superiors and subordinates as fairly as possible.

  For example, it is appropriate that the employee who previously belonged to the department to which the subordinate belongs belong to the correction process. It knows the details of its work, has many years of experience, and is able to judge the suitability of the target achievement period, the suitability of subordinates and supervisors to comment on the subject, and the suitability of the given evaluation points based on it. This is because it can be judged relatively objectively.

  Re-evaluation (s 'and t') with such correction processing can ensure objectivity more than before, so the overall evaluation score z with correction is presented to the subordinates, and further promotion to work is promoted. Expectations and low evaluations can give subordinates options such as re-challenge of the same issue or selection of another issue, and strengthen and maintain future OJT initiatives and support systems for subordinates.

FIG. 6 is a flowchart showing an example of a processing procedure for achieving such processing, and this processing program is assumed to be stored in the memory means 22 shown in FIG.
First, when this processing program starts, after entering the employee number to identify the employee, enter the code number of the specified task, the target achievement period, the years of experience, the task start date, etc., and the information is evaluated The information is recorded in the information master 16 (step 41). The employee number can be checked for correctness or affiliation by searching the employee master 12, and whether the correct task has been selected can also be confirmed by the code number associated with the task.

  Next, the evaluation score table in the evaluation information master 16 is searched, and the evaluation score r is picked up and stored from the difficulty level of the designated task, the target achievement period, and the years of experience (step 42).

  The target achievement period is monitored from the target achievement period and the task start date. When the target achievement period has arrived (step 43), the supervisor's comment on the designated task and the evaluation score s for the subordinate are input (step 44). The comment and the evaluation score s are stored in the evaluation information master 16 in association with the employee.

  Similarly, when the target achievement period has arrived, the subordinate's comment on the designated task and the evaluation point t for the supervisor are input (step 45), and the comment and the evaluation point r are related to the employee and the evaluation information master. 16 is stored.

  Next, the evaluation score u corresponding to the achievement level of the task is picked up with reference to the evaluation score table and stored (step 46). Thereafter, simple addition processing of the evaluation points r and u is performed. The addition evaluation point is set as v.

  After obtaining the addition evaluation point v, the process proceeds to a determination process for the addition evaluation point v (step 48). This determination process is performed in accordance with the degree of difficulty. When the added evaluation point v = r + u is higher than the first reference point R1, it may be set to the target achievement period, including setting of the assignment. It can be estimated. In that case, since the task is surely cleared, the comprehensive evaluation score z = v + s + t is reported to the employee as the comprehensive evaluation score z of the specific task for the employee, and the comprehensive evaluation score z is also used as the evaluation information master. 16 (may be the employee master 12) (step 56). This comprehensive evaluation point z can also be used as a personnel evaluation (personnel evaluation) for the employee.

  If the added evaluation point v is lower than the first reference point R1, next, the evaluation points s and t of the superior and the subordinate are judged (step 49). If each evaluation score clears the second reference value (R2), it can be considered that there was a problem in setting the task or that the target achievement period was forcibly shortened, It is not necessarily a mistake to give such advice and judge that the problem has been digested.

  In such a case, it can be determined that the advice of the supervisor was also appropriate, and that the subordinate's understanding and the like were sufficient. This is because, in such a case, the evaluation points s and t are usually considered to be high scores.

  On the other hand, when the evaluation point s for the subordinate or the evaluation point t for the boss is less than the second reference point R2, the evaluation for the boss or the subordinate is too different.

  In such a case, it is considered that either the advice given to the subordinate or the behavior of the subordinate in response to the advice is correct or neither. In such a case, a correction process (re-evaluation process) is performed on the evaluation points s and t given by the superior or subordinate (step 50).

  The correction process is performed with reference to the task, the difficulty level, the target achievement period, the evaluation points of the supervisor and subordinates, and the respective comments. For example, it is appropriate that the employee who previously belonged to the department to which the subordinate belongs belong to the correction process. It knows the details of its work, has many years of experience, and is able to judge the suitability of the target achievement period, the suitability of subordinates and supervisors to comment on the subject, and the suitability of the given evaluation points based on it. This is because it can be judged relatively objectively.

  Since the evaluation points s ′ and t ′ re-evaluated (s ′ and t ′) after such correction processing can ensure objectivity more than before, update to the comprehensive evaluation point z with correction. This is used as the overall evaluation score z for the employee (step 51). This comprehensive evaluation point z is stored in the evaluation information master 16. It can also be stored in the employee master 12 simultaneously or independently.

  Thereafter, the employee is given an opportunity to re-attempt the same task (step 52), and if re-challenge is performed, the continuation start date is designated (step 53). Thereafter, the process returns to step 43 and is the same as described above. Transition to the monitoring process of the target achievement period. When the selection of the same task is rejected, the user is prompted to set a new task (step 54).

  When the user agrees to set a new task, the process proceeds to step 41 by setting a new task from the tasks shown in FIG. On the other hand, when the setting of a new assignment is rejected, this series of processing is closed by presenting another instruction guideline (step 55).

  In this way, we expect further improvement in the work of employees and, when the evaluation is low, add options such as re-challenge of the same issue and selection of another issue by adding a third-party re-evaluation step. And can strengthen and maintain future on-the-job training and training support systems for subordinates.

  The present invention can be applied to a human resource development support system that can be used as a part of employee OJT.

It is a block diagram of the principal part which shows an example of the personnel training support system concerning this invention. It is a figure which shows an example of the subject which can be selected. FIG. 10 is a diagram illustrating an example of setting an evaluation point r for assignment 1; 6 is a diagram illustrating an example of setting an evaluation score u for a task 1; FIG. It is a figure which shows each evaluation point and re-evaluation area | region of a supervisor and a subordinate. It is a flowchart which shows the process example of the human resource development assistance method which concerns on this invention.

Explanation of symbols

DESCRIPTION OF SYMBOLS 10 ... Human resource development support system 12 ... Employee master 14 ... Assignment information master 16 ... Evaluation information master 20 ... CPU
22: Memory means (ROM)

Claims (4)

A human resource development support system that evaluates the achievement of set issues
Based on the difficulty and the target achievement period to the problem and the problem should be at least the target input to the input means, the first to record the evaluation points set in accordance with the degree of difficulty and the target achievement period to the problem that the target Searching the database and obtaining a first evaluation score according to the input ;
When the goal achievement period has elapsed from the task start date, a second evaluation point corresponding to the degree of achievement of the task after the goal achievement period has elapsed is set according to the goal achievement degree after the goal achievement period has elapsed for the subject. and with obtaining the second database for recording the evaluation points, and obtaining the fourth evaluation point subordinates to the third evaluation point and superiors of boss for men that has been inputted to the input means,
Of these evaluation points, the first evaluation point and the second evaluation point are added, and the added evaluation point obtained by the addition processing exceeds the first reference point for evaluating the addition evaluation point. And calculating the overall evaluation score for the employee by adding the third and fourth evaluation points to the addition evaluation point,
In the step of calculating the overall evaluation score,
When the added evaluation score obtained by the addition process is lower than the first reference point, either the third evaluation point or the fourth evaluation point is evaluated for the superior of the supervisor and the superior of the subordinate A fifth evaluation point in place of the third evaluation point re-evaluated by a third party other than the supervisor and subordinates and the above-mentioned third evaluation point when the evaluation is below the second reference point for determining whether the evaluation is deviated A sixth evaluation score in place of the fourth evaluation score is obtained from the input means, corrected, and the fifth and sixth evaluation points are added to the additional evaluation score to calculate a total evaluation score for the employee. Human resource development support method characterized by this. The human resource development support method according to claim 1 , wherein in the step of obtaining the third and fourth evaluation points, comments of supervisors and subordinates are obtained from the input means . Input means;
A first database that records evaluation points set according to the degree of difficulty for the target task and the target achievement period;
A second database that records evaluation points set according to the degree of achievement of the goal after the goal achievement period for the subject;
The first database is searched based on at least the task to be targeted input to the input means, the degree of difficulty with respect to the task , and the target achievement period, and a first evaluation score corresponding to the input is obtained . When the target achievement period has elapsed from the task start date, a second evaluation score corresponding to the degree of achievement of the task after the target achievement period has elapsed is obtained from the second database and input to the input means obtain a fourth evaluation point subordinates for the third evaluation point and superiors boss for subordinates, and addition processing the first evaluation point and the second evaluation score of these evaluation points, the When the addition evaluation score obtained by the addition process exceeds the first reference point for evaluating the addition evaluation score, the third evaluation score and the fourth evaluation score are added to the addition evaluation score, so that the total for the employee is obtained. Calculate evaluation score And a control means,
The control means includes
When the added evaluation score obtained by the addition process is lower than the first reference point, either the third evaluation point or the fourth evaluation point is evaluated for the superior of the supervisor and the superior of the subordinate A fifth evaluation point in place of the third evaluation point re-evaluated by a third party other than the supervisor and subordinates and the above-mentioned third evaluation point when the evaluation is below the second reference point for determining whether the evaluation is deviating A sixth evaluation score in place of the fourth evaluation score is obtained from the input means, corrected, and the fifth and sixth evaluation points are added to the additional evaluation score to calculate a total evaluation score for the employee. Human resource development support system characterized by this. The control means, when the target achievement period from the issue start date has passed, the obtained evaluation points of the third and fourth, Ru for comment boss and subordinates from said input means
Human resource development support system according to claim 3, wherein the this.

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