Analysis of scientific works: how to do it right? Work analysis, reports, work experience

"Consultant", 2012, N 13

To ensure the effective operation of the enterprise, it is necessary to introduce an assessment system. In this article, we will analyze the successful experience and difficulties that one manufacturing company encountered when creating an assessment system.

According to management patriarch Peter Drucker, few areas of activity have such a big impact on the organization as evaluation. However, the evaluation of the activities of departments and the company as a whole is one of the most poorly developed areas of management today.

Russian companies wishing to introduce a system for evaluating the performance of divisions ask themselves the following questions: what indicators should the division be responsible for, and which should not? How to organize the process and what reporting should be generated for analysis?

Choosing indicators

At the time of development, the company already had some system for evaluating departments, but it did not suit many managers, since they did not understand why they should be responsible for certain indicators.

For example, the commercial director was responsible for the net profit. Every month he came to the accounting department, they printed out a profit and loss report for the past period, he wrote out the "profit" indicator from there, inserted this figure into his statements, signed it and brought it to the general director. At the same time, the commercial director did not understand why he should be responsible for this indicator.

We analyzed the organizational structure. It turned out that only the sales department and the marketing department are included in the commercial management. And this means that the commercial director could manage maximum income, since he does not manage production costs or expenses. At a meeting with the CEO, it became clear that the CEO was in control of the company's pricing, and revenues, as you know, are calculated by multiplying the number of products sold by the price.

Thus, in the current situation, the commercial director could manage maximum sales in quantitative terms, and not net profit, as it was declared, since he had practically no leverage to control this indicator.

Arrow translation

In fact, the commercial director should be responsible for the gross profit. Not only pricing, but also purchasing activities should be concentrated in his hands. Net profit is the main indicator of the company's efficiency; the general director, not the commercial one, reports to the owner for its level. Thus, no one other than the CEO should be responsible for this indicator.

And there were only two options: either the commercial director is responsible only for the quantity of products sold (then how is he different from the head of the sales department?), or the general director should delegate responsibility for pricing to the level of the commercial director and transfer the purchasing department from the logistics directorate to him. After all, the commercial director should have a different level of authority and responsibility, different from the authority and responsibility of the head of the sales department.

We provided all the necessary guidance and the CEO chose the second path. In this logic, the commercial director no longer ran to the accounting department when it was necessary to obtain profit data. Gross profit was formed in the bowels of his directorate.

And the CEO and CFO were able to compare the data coming from the commercial directorate and from the accounting department, while receiving important management information.

In the same company, another story happened, only this time in production with the heads of production departments. Each of the company's workshops produced its own type of product, the cost of electricity has always been a significant part of the cost of the final product.

In order to reduce this type of cost, the company's management considered it necessary to determine how much each of the shops spends energy resources.

At a meeting with the general director, everyone said that his nominal workshop saves the company's money, it is not he who spends, but a colleague.

Arguments were given at the level of production terms with the use of "heavy artillery" - technological documentation. But in fact, no one knew exactly how much each of them spends, there was only one meter for the entire plant!

It was decided to put meters on both workshops and administrative buildings of the plant. As a result, it turned out that one shop consumes such a large amount of electricity that the products it produces are close to the profitability threshold, the company earns on products produced in another shop.

In order to save electricity, it was decided to purchase energy efficient and more productive equipment. Thus, already at the stage of selecting indicators, the company was able to make a number of correct management decisions and increase the efficiency of its activities.

The examples I have given boil down to the following simple rule. The head of the unit in whose area of ​​responsibility the indicator falls should be allocated resources for its management, and the result can be monitored. According to this principle, performance indicators were selected for each unit.

We formalize the process

The company implemented a management process for evaluating the activities of departments and developed regulations for this process.

The process was detailed into procedures.

Planning. The procedure consists in planning the activities of departments, determining the planned values ​​of indicators and holding meetings of managers to approve the plans.

Execution. Implementation of plans and provision of information on this matter.

Plan-fact analysis and decision making. Obtaining information on the deviation of the actual values ​​of indicators from the planned ones, the formation of plan-factual reporting to determine the presence and magnitude of the deviation, analysis of the causes of deviations and the formation of measures to counteract deviations in the future. These actions are approved at a monthly meeting of managers and communicated to all performers.

Meetings of managers are of a regular nature and are of fundamental importance in the process of evaluating the performance of departments. This is how the company manages to form balanced management decisions.

Weighted decisions are obtained because the plans and analysis of the implementation of these plans are balanced by the constraints of the neighboring unit. After all, it is impossible to plan the performance indicators of production in quantitative terms, without having plans for the quantity of products sold, it is impossible to understand how many materials need to be purchased without planned production values ​​and an irreducible balance of stocks. It is also impossible to properly analyze deviations in the production program if it is not clear how the shipment of finished products and the supply of raw materials were carried out.

Any meeting of leaders should be accompanied by keeping minutes, which reflects the persons participating in the meeting, topics for discussion, tasks and performers, decisions made. The protocol is a means of personifying responsibility for the tasks set at the meeting.

The developed regulation was based on the management process for evaluating the activities of units. Here are the sections of the regulation with a description of its content (see Table 1).

Table 1. Assessment regulation

We form and analyze reports

The methods of plan-fact analysis were used to assess the achievements of the departments in terms of their indicators.

The "Plan-actual for the reporting period" form allows you to evaluate and analyze the achievements of the unit both for the reporting period and on an accrual basis from the beginning of the year to the reporting period (see Table 2).

Table 2. Form "Plan-actual for the reporting period"

The analysis of deviations is carried out according to the traffic light principle. If there are no deviations, the plan is fulfilled - the green zone. If they are present and they are greater than the limit of acceptable values, the plan is considered unfulfilled - the red zone.

The head of the department forms an analysis of the reasons that caused the deviation. A signal to reconsider the actions for the execution of plans.

If deviations are present, but they have not gone beyond the limits of permissible values ​​(tolerance), the plan is considered conditionally fulfilled, but the head of the department still analyzes the reasons that caused the deviation, and a report is generated. In this case, the preference is given to the analysis with a cumulative total.

As an example, I will cite the activities of the sales department for the first three months of the year in terms of "Income" (see Table 3).

Table 3. Income of the sales department

In January, the sales department failed to fulfill the plan for 100 thousand rubles. Because the expectations for January were not confirmed, but the indicator remained within the limits of acceptable values ​​- the deviation did not go beyond 10%.

The sales manager described suggestions to avoid future deviations.

In February, the anti-deviation measures proved to be effective, the managers held an exhibition at which additional contracts were signed, the sales department exceeded the plan. In March, income amounted to 750 thousand rubles. less than expected. This is 11% of the planned value.

The head of the sales department described the reasons for what happened on the form. It turned out that the failure to fulfill the March plan was due to the overfulfillment of the February plan. The management took into account that the actual value of the indicator on a cumulative basis at the end of March exceeds the planned one, and decided not to deprive the sales department of the quarterly bonus - at the moment the plan is being fulfilled. In subsequent reporting periods, sales remained at the level of planned values. In every other area, the company acted similarly to this example.

The form "Plan taking into account the fact of past reporting periods" (rolling plan-actual) allows you to evaluate the result that the company will achieve if subsequent reporting periods are carried out according to the plan (see Table 4). The analysis is carried out in terms of the feasibility of plans. If subsequent reporting periods, even despite the implementation of plans, do not make a significant contribution to the result for the year, it is clear that the plan needs to be reformulated.

Table 4. Form "Plan taking into account the fact of past reporting periods"

The reverse situation can also be: at the moment there is a serious overfulfillment of plans, then the plan also needs to be adjusted, there is no point in waiting for the end of the year to confirm this.

In this form, the calculation is made on an accrual basis. Monthly, the actual values ​​are filled in, then the planned ones. The final result for the year at the end of December is calculated, it is compared with the annual planned value.

If the deviations are in the "red zone", i.e. above the limit of acceptable values, the actions for the execution of plans, the plan itself and, possibly, the company's goals need to be reviewed.

Let me give as an example the indicator "Purchase of material assets", for which the procurement department is responsible (see Table 5). The following situation has arisen. For two months, the plan for the cost of purchases was conditionally fulfilled, but in the third month it was not. Let's analyze whether the plan is executable in terms of the year.

Table 5. Purchase of inventory items (Inventory and Materials)

In this case, the analysis suggests that the company's procurement actions need to be changed (for example, look for another supplier), and it is not advisable to change the plan, since it is within the acceptable range in terms of annual values. Now, if the change in actions does not lead to a result and the deviations over the year exceed 5%, the plan will need to be changed.

The established evaluation system helped the company to regularly analyze the activities of departments, receive reports on the implementation of plans, develop measures to counteract deviations and motivate managers and employees to work for results.

CEO

Personnel Management

The creation of an organization creates jobs that must be filled.

Job analysis

Job analysis is a procedure by which the responsibilities and nature of the work are determined, as well as the type of people (in terms of knowledge and skills) who should be hired. Analysis provides data on job requirements, which are then used to create job descriptions(what is the job) and job specifications(what kind of people to hire).

Types of information for analysis:

Working activity- information about real types of work activities (sewing or drawing). Sometimes such a list contains a description of how, why and when the employee performs each type of work.

human behavior- sensuality, communication, decision-making and creative skills.

Mechanisms, equipment, tools and other devices used in the work- data concerning the products produced, the materials processed, the knowledge to be applied and the services provided (such as consulting or repairs).

performance standards- in terms of quantity, quality or time spent on each type of work, the criteria by which the work will be judged.

Working environment- physical working conditions, work schedule, as well as organizational and social environment - people with whom the employee will have to communicate in the process of work. Information on financial and non-financial incentives may be included.

requirements for a person- knowledge and skills (education, training, work experience, etc.) and required personal characteristics (interests, inclinations, abilities, physical data, etc.).

Use of information obtained from job analysis

The information obtained from the analysis of work is used as a basis in various interrelated activities in personnel management.

Recruitment and selection

The analysis of the workplace provides information about what type of activity corresponds to a given workplace and what are the requirements for a potential employee who will have to work at this workplace. This information is the basis of your admission decision.

Compensation

Understanding what is the essence of the work is required in order to estimate costs and assign payment.

Payment (salary and bonuses) usually depends on the required skills, level of education, harmfulness, etc. - from all the factors that are determined in the analysis of the work. The presence of these factors makes it possible to classify works into categories.

Performance evaluation

Evaluation of work performance involves comparing the actual quality of work performed by each employee with the desired one. When analyzing the work, experts determine the norms of labor productivity and the list of work performed.

Education

The job analysis and the job description based on it show what type of skills, and therefore training, are required in this case.

Compliance with the duties of this position

For example, when analyzing the work of a production manager, you may find that he is responsible for performing two dozen different job responsibilities, but forgetting about managing the inventory of raw materials and finished products.

When you analyze a job based not only on the information received from employees about their duties, but also on your knowledge of what the duties corresponding to these jobs should include, you find a type of work for which no one is responsible and which should be fixed for any job.

As a result, job analysis plays a role in solving problems that might arise, for example, if no one was in charge of inventory.

Stages of work analysis

Stage 1.

Determination of the purpose for which the information obtained in the analysis of the work will be used. Some information gathering methods, such as interviewing employees about the nature of the job and their responsibilities, are good for job descriptions and employee selection. Other methods (such as the Job Analysis Questionnaire) do not provide extensive information to create a job description, but provide a numerical rating for each job that can be used to compare one job to another when determining compensation.

Stage 2.

Collection of supporting information. Company structure, technological maps and description of works.

The organizational structure shows how the type of work under consideration relates to other types of work and its place in the overall organizational structure. In the organizational structure, the names of each position should be defined, by means of connecting lines it should be shown who reports to whom, who communicates with whom in the process of work.

The technological map allows you to present the progress of the work in more detail than it can be done by the structure of the organization.

Finally, the job description, if one exists, can serve as a good starting point for creating a new revised job description.

Stage 3.

Selecting a representative position for analysis. This is necessary when you need to analyze a large number of similar types of work and when this takes too much time.

Stage 4.

Collection of information for job analysis - information about work activities, employee behavior requirements, working conditions and personal qualities (such as character traits and abilities necessary to perform work).

Stage 5.

Analysis of the work carried out by the manager together with its executor. Job analysis allows you to obtain information about the nature and functions performed at a given workplace. This information should be verified with the person doing the work, as well as with their immediate supervisor. Checking the information will determine whether the information is factually correct, complete and easy to understand by all interested parties.

Stage 6.

Development of job description and specification. In most cases description and job specification represent two real outcomes of job analysis.

Work description is a document containing information about the work performed at a given workplace and responsibilities, as well as about the features of the workplace, such as working conditions and safety.

Job specification contains information about the personal qualities, character traits, skills and education required to perform the job.

Methods for collecting information for job analysis

Who collects information for job analysis?

The collection of information for job analysis usually involves employees of the human resources department, the employee and his immediate supervisor. The participation of the employee and his boss is required, for example, to fill out questionnaires with a list of work performed at the workplace. Both the employee and the supervisor may be asked to review the conclusions drawn by the work analyst in his workplace and the list of related responsibilities. Thus, the analysis of work implies the joint work of a specialist, an employee and his boss.

Interview

used three types of interview:

individual interview with each employee;

group interview with a group of employees performing the same duties, and

a survey of executives who are well aware of the work being analyzed.

Group surveys are conducted when a large number of employees perform similar or identical work, as it is a quick and inexpensive way to obtain the necessary information about the job. As a rule, the immediate supervisor of the interviewed employees is present at group interviews, and if not, then you should interview the supervisor separately in order to know his views on duties and responsibilities in the workplace.

Whichever survey you use, it is very important that respondents clearly understand the reason for conducting the interview, as there is a tendency for such surveys to be misinterpreted as "performance measures". When this opinion prevails, interviewees may be reluctant to describe their work or the work of their subordinates.

Pros and cons

The interview is perhaps the most common way to determine duties and responsibilities appropriate to the workplace, and its prevalence speaks volumes about its benefits. The most important benefit is that the survey allows the employee to reveal behaviors and work activities that would otherwise never be discovered. For example, important activities that occur only occasionally, or informal communications that are not reflected in the organizational structure of the company, can be discovered by an experienced specialist in the course of the survey. The survey also allows the respondent to openly express views and grievances that might otherwise go unnoticed by the manager.

The main problem associated with this method is the distortion of information due to both direct falsification and honest misunderstanding. Job analysis is often used as the first step in changing wages. Therefore, workers tend to exaggerate some of their responsibilities and downplay others. Obtaining correct information can thus be a useful process.

Common Questions

Despite the shortcomings, surveys are widely used. They include some typical questions.

What is the work being done?

What are the main job responsibilities? What exactly are you doing?

Where do you work, where do you work?

What are the requirements for education, training, skills (in those activities for which this is typical) and what licenses and certificates are required?

What activities do you take part in?

What are your duties and responsibilities in the workplace?

What are the main instructions and norms that govern your work?

What exactly do the activities you participate in entail?

What is your responsibility? What are the environmental and working conditions?

What is the physical load at your workplace? Emotional and intellectual?

What are the working conditions in terms of health hazards?

Are there any hazardous or unusual work conditions in which you have to work?

In addition to these open-ended questions, there are more structured (with a set of answers) that are generally preferred. Such a sheet can be filled in by the analyst in the process of observing the work being done, or directly by the performer himself.

Questionnaire for job analysis

Last name________________ Job title_________________

Department _____________ Work number ____________________

Name of the chief ______________ Position __________________

Brief Job Description: Briefly describe your main responsibilities in your own words. If you are responsible for completing the reports/protocols, complete Section 8. _________________________________________________________________________________________________________________

Specific Qualifications: List any licenses, permits, certifications, etc. required to perform your job duties. ________________________________________________________________________________________________________________________________

Equipment: List all equipment, machines, or tools (eg, typewriter, calculator, motor vehicle, drills, presses, etc.) that you must work with as part of your job responsibilities. Equipment Average hours worked per week __________________________________________________________________________________________________________________________

Responsibilities Regularly Performed: Give a general description of the job responsibilities that you perform regularly. Please list these responsibilities in descending order of importance and the percentage of time spent on them per month. List as many responsibilities as possible, attach additional sheets if necessary. ________________________________________________________________________________________________________________________________

Contacts: Does your job require any contact with personnel from other departments (divisions), external organizations or agencies. If yes, please indicate the duties for which these contacts are required and the frequency of their occurrence. ________________________________________________________________________________________________________________________________

Management: do your job responsibilities include activities related to management, subordinates? () Not really. If Yes, please complete the Executive Job Analysis Supplementary Questionnaire and attach it to this form. If you are responsible for the work of others but do not directly supervise them, please explain. ________________________________________________________________________________________________________________________________

Decision Making: Please describe the decisions you make in your regular duties. __________________________________________________________________________________________________________________ What are the likely consequences if you (a) make the wrong decision or take the wrong export or (b) take the wrong action? ________________________________________________________________________________________________________________________________

Responsibility for keeping records: list the reports or cases you must prepare or keep. Specify in general who these reports are intended for.

Frequency of Management: How often should you consult with your line manager or another company employee when making decisions or determining the right course of action? () Often () Sometimes () Rarely () Never

Working environment: Please describe the environment in which you work: indoors, outdoors, air-conditioned area, etc. List all harmful and unusual working conditions. ________________________________________________________________________________________________________________________________

Requirements for this job: Please indicate what you think are the minimum requirements to perform your job satisfactorily. (a) Education: Minimum number of school years completed _____________________________________________________________ Number of years _______________________________________________ Specialized or general _________________________________ (b) Experience: Type _____________________________________________________________ Number of years _______________________________________________ (c) Special education: Type Number of years ________________________________________________________________________________________________________________ (d) Special skills Typing ability: ____ words per minute. Shorthand ____words per minute Other:____________________________________________________________

Additional Information: Please provide additional information that is not included in any of the previous sections and that you think would be important in describing your position. _________________________________________________________________________________________________________________ Signature of employee_________________ Date_________________

There are a few things to keep in mind when conducting job review interviews.

First, if you are doing a job analysis, then you and your immediate supervisor should work together. Identify workers who have knowledge of the job, as well as workers who can be counted on to be objective in describing their duties and responsibilities.

Second, you must establish a rapport with the interviewee. This requires knowing the employee's name, speaking in plain language, briefly explaining the purpose of the interview, and explaining to the employee how they were selected for the interview.

Thirdly, when conducting an interview, it is best to follow a clear survey plan or use a questionnaire with a list of questions that leaves space for writing answers there. This will help you think through the most important questions in advance. However, some leeway should be allowed in the answers and some "open" questions should be formulated, such as "Is there anything left that we did not provide for in our questions?"

Fourth, if duties are not performed regularly (for example, the employee does not perform the same type of work over and over again many times in a row during the day), you should ask the employee to list their duties in order of their importance and frequency of occurrence. This will help not to miss very important, but rarely performed duties.

Finally, after completing the survey, review and validate the data. This is usually done by verifying information with the interviewee's immediate supervisor and the interviewee himself.

Questionnaires

Asking employees to fill out a questionnaire in which they describe their duties and responsibilities is another good method of obtaining information for job analysis.

The main question to be decided in this case is what should be the structure of the questionnaire and what questions should be included in it. In some cases, questionnaires are an extremely structured questionnaire. Each employee is presented with lists of hundreds of different duties and tasks. He is asked to answer whether he completes each task on the list, and if so, how much time he usually spends on each of them. In other questionnaires, this sheet consists of exclusively "open" questions and ask the employee to "describe the main duties performed in the workplace." In practice, the best questionnaire is somewhere between these two extremes. As shown earlier in the Questionnaire, a typical job review questionnaire consists of several "open" questions as well as closed questions.

Both structured and unstructured questionnaires have their advantages and disadvantages. The questionnaire is, firstly, an effective way to obtain information from a large number of employees; it was cheaper than a survey of hundreds of workers. Second, developing a questionnaire and testing it (for example, checking whether the interviewees understand the questions) can be costly and time-consuming processes.

Observation

Direct observation is useful in those types of work that involve predominantly visible physical movements. On the other hand, supervision is usually not appropriate when the job involves activities that are difficult to measure (lawyer, engineer, designer). This method is also of little use in cases where the employee must perform important actions, the need for which may arise only occasionally. Direct observation is usually used in conjunction with a survey. One approach is to observe the worker at the workplace throughout the entire work cycle. (Cycle is the amount of time required to complete a job. It could be a minute for a worker on an assembly line, or an hour, a day, or longer for more complex jobs.) At this stage, you record all the work performed at the workplace that you observe. Then, after collecting as much information as possible, you conduct a survey of the employee. At the same time, ask him to clarify the questions that you have and describe the additional work that he performs, but you did not notice. Another approach is to conduct observation and questioning at the same time while the worker is performing the task. However, it is usually best to hold questions until after the observation is completed, as this allows the worker to be observed unobtrusively. This, in turn, helps reduce the likelihood that the worker will become agitated and this will in any way alter their normal activities.

Respondent's diary/journal

Workers may be asked to keep a respondent's diary/journal or list the tasks they perform. This will allow you to get a very complete picture of the work, especially if you then conduct a survey with the participation of the employee and his immediate supervisor.

A work analysis methodology has been developed to provide a standardized procedure by which different types of work can be compared and classified. According to this methodology, information is collected on a "job analysis sheet". Here, as shown later on the Job Analysis Form, the identification information and a brief description of the job are given first. Then the specialist lists the specific tasks solved at this workplace, in order of their importance. Then, for each task, the specialist indicates:

Required knowledge (for example, facts or principles that the performer must be familiar with before doing his job);

Required skills (for example, the skills required to operate a car or other vehicle);

Required abilities (eg, mathematical, reasoning, problem solving);

Physical activity (for example, carrying heavy objects, the need to drag or push);

All features of the workplace (vibration, inadequate ventilation, moving objects or tight spaces);

Typical incidents in the workplace (eg, strenuous work in hazardous conditions, working with people);

Worker's areas of interest (the preference that the worker should give to work with "things and objects" or "data transfer" or "work with people".

In fact, any work can be broken down into components, each of which is then analyzed in terms of required skills, and so on. The methodology provides a standard tool by which different types of work can be compared, contrasted and classified.

Work Analysis Form

Identification information

Position Name: Organization/Department: Welfare Services Position Title: Financial Assistance Expert Date: Interviewer Name:

Brief job description

Conduct surveys, complete applications, determine eligibility, provide information to community organizations regarding the food stamp program, refer ineligible visitors to other community organizations

1. Decide if an applicant is eligible for food stamps, using the regulations as a guide.

Required knowledge:

Knowledge of Public Health Service food stamp program guidelines

Knowing the Status of the Public Health Service Food Stamp Program

Required Skills:

Required abilities:

Ability to apply arithmetic operations: addition and subtraction

Ability to translate requirements into a language understandable to the average person

Physical activity:

Sedentary work

Ambient conditions:

Typical incidents at work:

Dealing with people beyond giving and receiving instructions

Areas of interest:

Transfer of information

Business contacts with people

Work for the benefit of the people

Quantitative methods of work analysis

There are many cases where these descriptive methods are not suitable. For example, when it is necessary to compare types of work to determine the level of payment. Then each type must be assigned a certain number of points. This "quantitative" approach may be the best. There are three most popular methods: positional job analysis questionnaire, labor department procedure, and functional job analysis.

Positional Questionnaire for Analysis

The Positional Analysis Questionnaire is a highly structured questionnaire. It is completed by a job analyst who should already be familiar with the particular job being analyzed.

Its advantage is that it allows you to quantify or reveal the profile of any work in points assigned to five basic positions:

Making decisions;

Professional skills;

Vehicle/equipment management;

Data processing.

Thus, you can use the results obtained with this questionnaire to compare the works among themselves and determine, for example, which of the works is more prestigious. This information can then be used to determine the rate or wage level for each job.

Department of Labor procedure

A standard method by which different types of work can be quantified, grouped and compared with each other. The Department of Labor's job analysis is based on evaluating each job in terms of what the worker does in relation to people and things.

Functional analysis of work

This method is based on the same approach as the Department of Labor method, but provides additional information about the tasks performed in a given job, its objectives and training requirements. Functional job analysis differs from the Department of Labor approach in two main ways. First, the functional analysis of a job not only ranks a given job in terms of data, people, and things, but also takes into account the following four changes: the extent to which special instructions are needed to complete a given job; the extent to which the ability to reason and draw conclusions is necessary for the performance of this task; the verbal communication skills and language skills required for this assignment. Secondly, the functional analysis of the workplace also allows you to determine the quality standards for the performance of work, the requirements for professional training. Conducting a workplace analysis through functional job analysis thus answers the question: "What training does this worker need to perform a certain task at the required level?"

Job Analysis

Job analysis is the process of gathering, analyzing, and detailing information about the scope of a job. It provides the basis for drafting job descriptions, recruitment, training, performance appraisal and performance management.

In job analysis, attention is focused on what employees in certain positions should do.

Role analysis

Role analysis is also the collection of information related to the work that people perform, but, in essence, it considers the role that the employee plays in doing his job, and not the tasks that he performs. In other words, it is not so much about the content of the job as it is about the behavior expected of the role performer, how the employee behaves in order to achieve the goal (eg, collaborative work, flexible work, different leadership styles). In practice, the content of work and the roles played by workers are determined by similar analytical processes, although the objectives of the analysis will be somewhat different.

Some use the term "role analysis" as if it encompasses both the content of the work and its behavioral aspects. Others seem to use the terms interchangeably. However, it is worth making a distinction between what someone is supposed to do and what role they play in doing it (behavioral requirements).

Competence analysis

Competency analysis is related to functional analysis, which determines job competence, and behavioral analysis, which establishes behavioral aspects that affect performance. Job or occupational competence refers to the expected performance in the workplace - what employees should be able to do - and the standards and results that they should achieve when performing certain duties. Behavioral or personal competence refers to what an employee brings to their job through their personality traits.

Job Descriptions

Job descriptions set out the purpose of the work, its place in the structure of the organization, the conditions in which the person holding this position works, and his responsibility or tasks that he must solve.

Role Profile

A role profile or role definition describes the role that employees play in order to meet the requirements of their job. It clearly and clearly states the expectations and areas of key results or responsibilities: what employees should achieve in their position and what they will be responsible for (sometimes called a declaration of responsibility). In addition, the role profile establishes requirements for behavior in the form of competencies. For an example of a general definition of a role (i.e., a definition covering an occupation rather than an individual role), see Figure 3 below. 23.2.

Personal specification

A personal specification, also known as a job specification or personnel specification, sets out the education, qualifications, training, work experience, personality, and competencies of an employee in a position that must be met in order to satisfactorily perform their job. Personal specification is used in selection and recruitment (see Chapter 25 on this).

Specifications for training or advanced training

The specification of training or advanced training defines the knowledge and skills necessary to achieve an acceptable level of performance. It is taken as the basis for designing training and development programs (Chapter 36). Training specifications are compiled on the basis of an analysis of properties, skills and competencies.

WORK ANALYSIS

Job analysis provides the following information about the job:

Overall Purpose – why the position exists and, in essence, what contribution is expected from the incumbent;

accountability - the results or products for which the employee in this position is responsible;

performance criteria - criteria, measures or indicators that make it possible to evaluate the work performed;

responsibility - the responsibility of the employee holding the position, regarding the scale and investment in the work; scope of authority in decision-making; the complexity, scale, diversity and complexity of the problems being solved; the quantity and value of the resources under its management; the type and importance of interpersonal relationships;

organizational factors - the subordination of the employee holding this position, that is, to whom he / she reports directly (line manager) or functionally (on issues related to specialized areas, such as financial or personnel management); who directly or indirectly reports to this employee; to what extent he is included in group work;

motivational factors - specific features of work that can motivate or demotivate an employee;

development factors - promotion and career prospects, the opportunity to acquire new skills or special knowledge;

environmental factors - working conditions, occupational health and safety, night or evening work, mobility and ergonomic factors related to the design and use of equipment or workplaces.

Job Analysis Approach

The essence of job analysis is to apply systematic methods of collecting information about jobs. In the process of job analysis, information about the content of the job (what the workers are doing) is collected and analyzed.

Job analysis is essentially data collection. The main steps that are taken to achieve this are described below.

Data collection - basic steps

The main steps needed to collect information about jobs are as follows.

Obtain documents that give information about the job, such as organization, work procedure, or training manuals.

Ask managers for basic information related to the work: the overall goal, the main actions that the employee must perform, the responsibility that is expected, interaction with other employees.

Asking incumbents these kinds of questions about their work is sometimes helpful to persuade them to keep a diary or detailed record of work activities for a week or two.

For some jobs, especially jobs that involve manual skills or clerical/administrative work, observe workers as they work.

This is useful even for managers or specialists, if time permits.

There are a number of data collection methods for job analysis; they are described below.

Interview

Necessary information

To find out all the features of the work, it is necessary to conduct interviews with employees and clarify the data obtained from their managers or group leaders. The purpose of the interview should be to obtain all relevant data related to the job, including:

the name of the position occupied by the employee;

the title of the position held by his manager or team leader;

job titles and the number of subordinates of this employee (best of all, if they are recorded in the scheme / structure of the organization);

a brief description (one or two sentences) of the overall role or purpose of the work;

a list of the main tasks or duties that the employee must perform; if necessary, it should be clarified what results or products should be obtained as a result, what resources the employee manages, what equipment he uses, what contacts he makes and how often he performs tasks.

These basic data can be supplemented with questions designed to get employees to give some information about their level of responsibility and the requirements placed on them in the work. Such questions can be difficult to formulate and difficult to give meaningful answers. Answers can be too vague or misleading and usually have to be verified with the worker's supervisor or in subsequent interviews. After all, they give employees the opportunity to express their opinion about the job and can provide useful ideas for further discussions. These questions may relate to such aspects of the work as:

the level of control experienced and the degree of decision-making authority;

typical tasks and the number of instructions available for solving them;

the relative complexity of the tasks performed;

the skills and qualifications required to perform the job.

Conducting an interview

Job analysis interviews should be conducted as follows:

Organize the questions in a logical sequence that will help the interviewees organize their perceptions of the job.

Find out in advance the necessary information to determine what employees are doing: answers to questions are often vague and may provide information in the form of atypical examples.

Ensuring that employees cannot get away with a generic or inflated description of their job - if, for example, an interview is part of a job evaluation, it would be strange if employees do not present their work in the best possible light.

Separate the “wheat from the chaff”: Answering questions can provide a lot of non-essential data that needs to be weeded out before preparing a job description.

Obtain from workers a clear statement of their decision-making authority and the amount of direction they receive from managers or team leaders. This is not easy - if asked what decisions you are authorized to make, most employees will be puzzled because they think of their work in terms of duties and tasks, not abstract decisions.

Avoid leading questions that make it clear what answer is expected.

Give the employee the opportunity to speak, creating an atmosphere of trust.

List of interview questions in the analysis of works

When conducting an interview, it is useful to use a list of questions. Complicated lists are not needed; they only confuse workers. The essence of the art of work analysis is “in its simplicity”. It is worth covering the following points.

What is your job title?

Who do you obey?

Who is subordinate to you? (It is helpful to have an organization chart.)

What is the main goal of your work? (That is, in general terms, what is expected of you?)

What influences you in the process of achieving this goal? (For example, leadership responsibilities, key deliverables, or major tasks.) Describe what you are supposed to do, not how you do it. Also state why you should do it, i.e. what results are expected of you.

What parameters are used in your work? (Use terms such as production or sales plan, number of issues addressed, number of subordinates, number of customers.)

What else can you tell about your work in addition to what has been said, for example:-

How does your job relate to other jobs in your department or elsewhere in the company? -

what are the requirements for flexibility (are the tasks that you have to solve diverse); -

how you are assigned tasks and how your work is reviewed and approved; -

your authority to make decisions; -

Who do you interact with inside and outside the company? -

what equipment, mechanisms and tools you use; -

other characteristics of your job, such as travel, stress, endurance requirements, night or evening work, hazardous work; -

what are the main problems you face while doing your job; -

what knowledge and skills you need to do your job. The purpose of this checklist is to structure the job review interviews according to the above headings.

Checking the received information

It is recommended that you always verify the information provided by employees with their managers or team leaders. Views on work can be different, and all of them must be brought into line. In addition to organizational problems, job analysis often reveals such problems. This information can add value to the job review process.

Advantages and disadvantages

The advantages of the interview method are that it is very flexible, can provide comprehensive information, and is easy to organize and prepare. However, the interview process itself can be time consuming and the results are not always easy to analyze. This is the reason why in most cases the analysis uses questionnaires that provide preliminary information about the work, thereby speeding up the interview process or even completely replacing it, although this tool may miss many of the "highlights" of the work, that is, that it represents in reality, and these features are necessary to achieve the most complete understanding of the role of the employee.

Instruction

Remember that when analyzing the activities of an enterprise, the principle of economic efficiency is used, which involves achieving the greatest result at the lowest cost. The most general indicator of efficiency is profitability. Its specific features include:
- efficiency of use of labor resources (profitability of personnel, labor productivity), fixed production assets (capital intensity, capital productivity), material resources (material consumption, material productivity);
- the effectiveness of the investment activity of the enterprise (payback);
- efficient use of assets (turnover indicators);
- efficiency of capital use.

After calculating the system of coefficients for the financial and economic activity of the enterprise, compare them with planned, normative and industry indicators. This will make it possible to draw a conclusion about the effectiveness of the functioning of the organization and its place in the market.

To draw a general conclusion about the efficiency of the enterprise, calculate the level of profitability, which is the ratio of the profit of the enterprise to the value of fixed and working capital. This indicator combines a number of coefficients (return on capital, sales, goods, etc.). Profitability is an integral indicator. It shows the measure of its attractiveness to investors.

When analyzing the activities of the enterprise, please note that for a more detailed study of its condition, it is necessary to conduct a factor analysis of the results obtained. After all, each indicator that reflects the use of production resources is influenced by other indicators.

note

The performance of an organization as a whole is influenced by many factors:
- general economic situation in the country and in the market;
- natural and geographical position of the enterprise;
- industry affiliation;
- factors determined by the functioning of the enterprise (price and marketing policy, the degree of use of production resources, the identification and use of on-farm reserves, etc.).

Entrepreneurial activity requires constant planning and analysis of the financial performance of the company. This is the basis for effective management of all stages of production and the development of methods for obtaining the greatest profit.

Instruction

To determine the stability of the financial condition of the enterprise, changes in the structure of capital, sources of its formation and direction of placement, the efficiency and intensity of the use of capital, the solvency and creditworthiness of the organization, the margin of its financial strength.

When conducting a financial analysis, absolute and changes in indicators are determined. The latter enable them to assess the risk of bankruptcy with generally accepted standards, with indicators of other enterprises in order to identify its strengths and weaknesses, place in the market, as well as with similar periods of previous years, in order to identify development trends of the company.

Then, the selection of indicators that financial enterprises are carried out: financial stability (financial stability ratio, autonomy, share of receivables,), solvency and liquidity, business activity (turnover ratio of inventories, equity, etc.), profitability.

After that, a general scheme of the system is drawn up, its main components, functions, relationships are distinguished, subordinate elements are determined that give qualitative and quantitative characteristics. Then they receive specific data on the work of the enterprise in numerical terms, evaluate the results of its activities, and identify reserves to improve production efficiency.

One of the objectives of the company is to survive in a competitive environment. From this point of view, under analysis market this refers to the collection and analysis of information that helps develop a survival strategy. To account for competitive threats, you can use the five forces theory of Michael Porter.

Instruction

Analyze the threat of new competitors. It is necessary to assess how easy or difficult it is for them to acquire the necessary equipment, skills, etc., so that they can. If the barriers to entry in an industry are low, competition can intensify. In this case, the company's management must decide in advance whether there is a chance of winning price wars.

Find out the threat of substitute products. If the company is into tinplate packaging, customers can switch to cheap plastic packaging. A decrease in demand for tinplate is possible, then competition between manufacturers will increase in proportion to demand. By analogy, make an analysis of the conditions in which the company.

Analyze rivalry between existing firms. The severity of the rivalry depends on the forces analyzed in the 4 previous steps.

Choose the right development strategy. If the 5 forces in an industry indicate high competition, a company should be prepared to pursue low-cost production and provide additional, problem-solving customers.

Consider imposing strict rules. A company may lobby for laws that competitors will find difficult to enforce. Then the 5 forces acting in the market will change the degree of influence on each other.

Useful advice

The theory of five forces is described in detail in Stephen Silbiger's book "MBA in 10 days", 2002, in the "Strategy" section. Pay attention to the determinants of the five powers. They allow you to think in the right direction to find opportunities for competitive advantage.

The main activity of the enterprise is the main source of profit. The nature of the activity is determined by the industry specifics of the enterprise, which is based on industrial and commercial activities, and is supplemented by investment and financial activities. The profit received from the sale of manufactured products, services and works is determined by the difference between the proceeds and the cost, less taxes and other obligatory payments.

Instruction

Neutral - without benefit to any one group;

Understandable - easily perceived without special training;

Comparable, for example, with information from other organizations;

Rational, the selection of which would be carried out at minimal cost;

Confidential - i.e. did not contain data that could harm the company and its strong position.

Carry out analytical data processing with the preparation of analytical tables and a balance sheet, where articles are summarized in enlarged groups with the same economic content. Such a balance is convenient for reading and conducting a qualitative economic analysis.

Based on the groups obtained, calculate the main indicators of the financial condition of the enterprise - liquidity, financial stability, turnover, etc. Please note that with this transformation of the balance, the balance is preserved - the equality of the asset and liability.

Conduct vertical and horizontal balance sheet analysis. In a vertical analysis, take the amount of assets and revenue as 100% and divide the interest by item according to the figures presented. In a horizontal analysis, compare the main balance sheet items with previous years by placing them in adjacent columns.

Compare all metrics against industry benchmarks.

Summarize the results of the economic analysis. Based on the information received, give an objective assessment of the enterprise's activities, make proposals for identifying reserves to improve the efficiency of the enterprise.

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Analysis of product sales will help you identify the most promising products in terms of their implementation. It also allows you to track the trends of decline and growth in sales. With this information, you will be able to manage your sales and plan your professional activities more effectively.

You will need

• Sales information, calculator, computer

Instruction

Analyze the dynamics and structure of product sales. To do this, keep track of how many units of products were purchased during the reporting period. Compare the received data with the previous or base period. The result may be a conclusion about the growth, decline or stability of sales. Determine the rate of revenue growth by dividing the data for the current period by the data for the past. Find out how many products were sold on credit.

Determine the critical sales volume. This indicator shows at what quantity of products sold the enterprise will cease to be unprofitable, but will not yet begin to make a profit. To do this, the fixed costs should be divided by the level of contribution margin.

Analyze competitors' sales growth rates. This will allow you to identify your position in the market and strengthen the position of the company in the future.

Identify the reasons for the decline in sales, if any. Most often they are the approach of the product life cycle to the end, high competition in this market sector, market glut. Depending on the reason, the company must either launch a new product, or strengthen its strengths, or enter new market segments. A timely decision can save you from a further decline in sales.

note

The term "sales analysis" refers to a very wide range of tasks, including those that require the use of non-trivial techniques. However, in most cases, the analyst or sales manager is satisfied with the use of spreadsheets filled with ... information.

Useful advice

At the initial stage, the analysis of sales dynamics, sales structure and profitability of sales is carried out. At this stage, the trends that are emerging in relation to sales (growth, stability, decline) are determined, as well as the influence of individual groups and categories of products / services on these trends and the level of this influence.

Sources:

• Sales analysis and management decisions

To identify an uptrend or downtrend sales products of the enterprise must be carried out analysis. It allows you to determine the situation on the market and identify those products, the promotion of which requires some effort. As a result, a plan for future sales and the necessary measures to increase them.

Instruction

Make a report on dynamics and structure sales in general for the enterprise and for individual areas and product groups. Calculate the rate of revenue growth, which is equal to the ratio of profit from sales in the current and past period. Also determine the percentage of revenue from sales products sold on credit in the reporting period. The obtained indicators, calculated in dynamics, will allow assessing the need for lending to customers and development trends sales.

Calculate the coefficient of variation sales. It is equal to the sum of the squares of the difference in sales in a particular period and the average number sales, in relation to the average percentage sales per analysis period. Based on the obtained values, draw conclusions about the reasons that cause unevenness. sales. Develop interventions to address the identified causes and increase rhythm.

Calculate the level of marginal income, which is equal to the ratio of the difference between revenue and variable costs to revenue from sales. Determine the Critical Volume Index sales, which is equal to the ratio of fixed costs for production and sales of products to the level of marginal income. The resulting value allows you to determine the break-even point of volume sales. Based on the data obtained, determine the margin of safety of the enterprise.

Define profitability in dynamics sales, which is defined as the ratio of profit sales to revenue. The resulting indicator allows you to determine the profitability of the enterprise and evaluate the effectiveness of the functioning and current product policy.

Pro analysis check the obtained indicators sales and identify measures that need to be taken to increase profits. It can be production optimization, work with clients, development of new ones and much more.

Profitability is an indicator of the profitability of the enterprise. Also, it is profitability that implies the use of certain funds in which the organization can cover its own costs with income and make a profit.

Instruction

Spend analysis profitability companies according to its activities for the year, and then by quarters. Compare actual performance profitability(products, property, own funds) for the required period with calculated (planned) indicators and with values ​​for previous periods. At the same time, bring the values ​​for previous periods to a comparable form using the price index.

Examine the impact of internal and external factors of production on performance profitability. Then determine the reserves for the growth of indicators profitability. On the other hand, in order to increase profitability, the rate must be greater than the growth rate of the materials used or the results of activities, that is, income from the sale of goods.

Pro analysis check the stability of the enterprise, which is characterized by many different indicators that reflect the stability of the state of its finances, the optimal level. aim analysis and finance is an assessment of the state of the company in the previous period, an assessment of its state at the moment and an assessment of the future position of the company.

Analysis is more difficult than comparing quantitative indicators, but it allows you to assess the situation at a different level. Why can't it be ignored? Firstly, the sales market has boundaries, it is necessary to work with it constantly, seeking opportunities for the best use of the market situation. Secondly, external conditions that are beyond your control may change. For example, a competitor has a new product of the same price range as yours, but of better quality. Now for sales and a unit of goods will have to invest much more resources, for example, instead of 10 calls, you need to make 15. In a situation of intense competition, the advantage is given to a company whose specialists clearly formulate quality indicators and develop methods for monitoring them and working to improve these indicators.

Analyze the work of employees at different stages. This will allow you to identify at what stage a particular seller has difficulties. One finds himself and the company more difficult, the other finds it more difficult to work with objections. Thus, you will have before your eyes an individual profile of each employee. You will be able to work with the difficulties of each of them, improving the qualifications of an employee, forming skills that he does not possess at the time of the assessment.

How to conduct a personnel analysis in a company is a question that almost no one knows how to solve. Meanwhile, conducting a personnel analysis allows you to properly delegate authority to your employees.

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

Motivation/Competence Matrix

I learned this method in a training session by Michael Beng, who is a recognized master in training and motivating sales people. So let's go.

We constantly instruct employees to perform 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, and at the same time we 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 monitored him, as a result of which, his motivation decreased.

It is very important that your management style matches the motivation and competence of the person. We can use the Competence/Motivation Matrix to determine the position of an employee and determine the right actions in relation to him.

What do these two qualities depend on?

Competence - depends on the experience, education, training, intelligence of a person.

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

STEP 1. We need to perform a job analysis, take into account the motivation and competence of the 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, the tips are in the corresponding squares of the bottom figure.

Let's take a closer look at the types:

1 are experienced competent employees who are motivated to do their job well. As a rule, these are TOPs and stars of divisions. Such an employee needs confirmation of his qualities in the form of obtaining greater powers within the framework of the project.

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

Type 3 is very dangerous. These are employees who have experience and competence, but are underestimated in the truest sense of the word or in their own opinion. Perhaps this employee was not promoted somewhere in time, or he is underpaid, perhaps you controlled him too much when he was in square 1. These are often presumptuous sales stars who were brought down from heaven to earth during the rotation in the department or the transformation of the sales department.

How to work with such employees?

Well, first of all, don't bring it up. Type 3 employees are the fault of their immediate supervisor. Here, either the employee was promised “mountains of gold” when applying for a job, which are not in this company. Or they did not catch the moment when the employee changed his motivation, and continued to motivate him incorrectly.

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

If an employee became like this as a result of cheating in hiring and, as a result, inflated expectations, then it is best to say goodbye to him. If you cannot give him the powers or money he needs, he will leave anyway or work half-heartedly.

Advice for this paragraph: never hire an employee for a position if it does not provide for payment of the money that is interesting to him!

4 - this may be a new employee who was brought to the wrong place by fate or an old employee who has not developed competencies in himself, plus everything has lost motivation. This is the most difficult type of employee and needs to be transferred to other sectors as quickly as possible, but it is easier to replace them with type 2.

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

Summary

We have discussed with you how to analyze the personnel in the organization and 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 them correctly.

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The analysis of articles when writing their own scientific papers is incorrectly carried out not only by graduate students and students, but also by reputable scientists, often infuriating editors and forcing the latter to expand the submitted papers. For this reason, it is worth analyzing separately how the analysis of scientific literature is carried out correctly.

Selection of literature for analysis: how to find a suitable topic and save the collected material?

Any scientific article is written on the basis of an analysis of sources, problems and opinions. However, in most cases, the entire analysis is carried out as follows:

• The author gets acquainted with the selected scientific literature;
• Makes comparisons with own point of view;
• If the opinions agree, the material is added to the lists of references; if they disagree, a mental argument is held with the author of the work, and the text is sent to a distant box as useless;
• Writes a scientific article.

The main mistake in such a situation is the third point, since it is in this point that more than half of all important and useful information is lost, without which it is impossible to give reasoned counterexamples. For this reason, in order to avoid a devastating review of their own article, many authors analyze the scientific literature according to a different scheme:

• Carefully get acquainted with all points of view that differ from their personal opinions. Constant hard work in one direction can lead to a "blurring" of the mind and eyes, because of which you can miss really important information. As an option, you can refer in the article to other opinions and views regarding the chosen problem, and justify the advantage of personal decisions and conclusions;
• Issues that are touched upon in the literature in passing require no less close study: often the author does not cover them due to lack of time, opportunities, and the need for additional research. You can always explore such nuances when writing a scientific article;
• All information is checked for uniqueness. If the analyzed literature is based on data 20-30 years ago, then it can be refreshed and a new study published on its basis;
• Unfamiliar terms, parts of the text are not skipped, but carefully studied - a work not fully understood can adversely affect the evidence base and destroy the entire logic of a scientific article;
• Most of the works, the analysis of which is required to be carried out, do not end with full-fledged conclusions, but with new questions.

A careful analysis of the scientific literature used will not only increase the volume of a scientific article, but also improve its quality.

Making a short summary of what you have read

After collecting the material, it is reduced and “dismembered”: the main theses are highlighted, the biography and bibliography of the author are analyzed. This is done as follows:

• After reading the work, it is desirable for the author to retell its main concept and thought. If this fails, the literature is studied again;
• The methods and results of the study, the goals set are written out separately. At the same time, you can comment on all the fragments - such changes will help to find the main theses of the work on which the scientific article will be built and the analysis will be carried out;
• An abstract of the article is being compiled. To do this, it is desirable to carry out an analysis of the bibliography of the author and his biography. This makes it possible to assess the objectivity of the author and the restrictions imposed on him during the period of work;
• The purpose of scientific work is clearly, clearly and understandably formed. Evidence is also highlighted, a characteristic is given of how well the author coped with the task.

Putting information into work

• It is desirable for the author to determine in advance the scope of his work. Review articles, reports, term papers, and candidate papers are strikingly different in the number of pages, so the text must be compiled in accordance with the requirements;
• The readership is defined. When writing a popular science article, it is advisable not to use special terminology, but to make all calculations as clear as possible;
• A well-written abstract to a scientific article not only attracts attention, but also allows the reader to understand whether he should study the article. For this reason, it should not contain facts, quotations and figures that are well covered and without a scientific article proposed for consideration;
• The introduction indicates all materials that are related to other authors. In the main body of the article, such information is not indicated (with rare exceptions - if the work is devoted to a specific text, or if this becomes necessary due to the conditions of the research method used.

After completing the analysis of scientific literature, you should not finish the work - the resulting calculations can be re-read, checked for errors and shortcomings, put off for a couple of days and sit down again for them - the likelihood of obtaining new information will increase if you look for them with a fresh mind.

Anastasia Roshalina, Yekaterinburg

This is not the first time I have used the proofreading and correction of the text from the "Open Resource". And now I'll post more, thanks!

Irina Kovylina, St. Petersburg

Thank you for helping to properly adapt the article for the American Medical Journal. Really, I wouldn't have done it myself.