Methods for assessing the capabilities of personnel in the engineering field

Abstract

The present invention discloses a method for evaluating the capabilities of personnel in the engineering field. Based on the model of the human nine-square grid, the evaluation elements are first digitally quantified, and then the dimension of the project is added. The personnel nine-square grid score is revised through the evaluation data of the project dimension. Finally, the result output of the human nine-square grid integrating the project dimension is formed. Compared with the traditional human nine-square grid, the method of the present invention is more subdivided and more adaptable to the business needs of the construction industry. It solves the problems of insufficient correlation between human resource evaluation and the project itself and the single human resource evaluation standard, meets the needs of selecting and employing personnel in the engineering field, reduces labor costs, has good social and economic benefits, can be promoted and used in the national engineering field, and has good market prospects.

Description

Technical Field

[0001] The present invention relates to the field of human resource management, and in particular to a method for evaluating the capabilities of personnel in the engineering field. Background Art

[0002] During an enterprise's digital development process, personnel capabilities must be assessed not only through subjective evaluation but also through digital means. In the engineering field, employees work in multiple positions, including project management, design, production, safety, quality, business, and civil engineering. Selecting the right talent to assemble a team at the start of a new project is crucial to ensuring that the project is completed as planned. Traditionally, personnel evaluations have been based on either performance scores from the HR team (which have a coarser time granularity) or job competency scores from the construction team (which have different requirements for each project). These two evaluation methods are disconnected and cannot be integrated. However, when assembling a team for a new project, it is necessary to consider the individual's basic qualities, job competency, and project experience, integrating all three.

[0003] Therefore, the prior art has the following disadvantages:

[0004] (1) The correlation between human resource evaluation and the project itself is not sufficient. The output of the human resource evaluation model cannot be well applied in the project management process.

[0005] (2) The evaluation elements need to be combined with the subjective and objective factors. The evaluation of the project needs to consider the overall evaluation of the project and the individual evaluation factors within the project, and they need to be combined in a clever way;

[0006] (3) Traditional methods only focus on scoring, and it is necessary to add some dimensions to the portrait tags and add keyword descriptions. Summary of the Invention

[0007] In order to at least partially solve the problems existing in the above-mentioned prior art, the present invention provides a method for evaluating the capabilities of engineering personnel within construction enterprises through a digital information system, digitizing the human nine-square grid model, and at the same time increasing the dimensions of the project and the factors of label portraits, thereby improving its practicality in the engineering field.

[0008] To achieve the above object, the present invention provides the following technical solutions:

[0009] A method for evaluating the capabilities of engineering personnel comprises the following steps:

[0010] Design digital forms to collect personnel information, organizational structure, employee performance, project information, project evaluation information, project portraits, and personnel portraits; automatically assign a unique ID to each form for data integration and tracking;

[0011] The data collected by the form is stored in the main data center and stored in different database tables according to the different types of data sources. The database tables include employee information table, organizational structure table, employee performance table, project information table, project evaluation table, project profile table, and personnel profile table; people and projects are associated based on the unique ID preset in the form;

[0012] Extract employee information tables, organizational structure tables, and employee performance tables, automatically score employee performance based on a preset scoring mechanism, and rank employees according to their performance scores, categorizing them into three levels: high, medium, and low.

[0013] Extract employee performance forms, project information forms, and project evaluation forms, automatically score job competency based on a preset scoring mechanism, and rank employees based on their job competency scores, categorizing them into three levels: high, medium, and low.

[0014] Automatically generate a corresponding human resources grid for each employee based on their performance ratings and job competency scores;

[0015] Extract project evaluation forms, project profile forms, and employee profile forms, conduct project value assessments based on a preset assessment mechanism, and categorize projects into three levels: high, medium, and low. After each project is completed, generate a corresponding human resources grid for each employee. Based on a preset optimization mechanism, optimize and adjust the values of the human resources grid from the project dimension using the project value level.

[0016] The final human resources nine-square model is obtained by adding and subtracting the values of the human resources nine-square grid based on project value assessment and the human resources nine-square grid based on employee performance scores and job competency scores.

[0017] As a further solution of the present invention, the content of the employee performance score includes four dimensions: employee personal performance score, teamwork ability score, service ability score, and integrity and self-discipline score. A scoring mechanism is preset for each dimension to score separately, and then the weighted combination is used to obtain the total employee performance score.

[0018] As a further solution of the present invention, the human resources department and various business systems jointly formulate a scoring mechanism for job competency scores. The job competency scores are composed of three parts: project scores, business department scores, and job grading assessment scores. They are divided into three levels according to project managers, core management positions, and general positions. Each level is scored with different weights, and the weighted combination is then used to obtain the total job competency score.

[0019] As a further solution of the present invention, in the step of project value assessment, when the same employee participates in multiple projects, the values of multiple human nine-square grids obtained from multiple projects are weighted averaged to obtain a weighted average human nine-square grid.

[0020] The present invention adopts the above technical solution, which has the following beneficial effects:

[0021] Based on the human resources nine-square grid model, the present invention first quantifies the evaluation factors, then adds the project dimension, and revises the personnel nine-square grid score based on the evaluation data of the project dimension. Finally, the result output of the human resources nine-square grid that integrates the project dimension is formed. Compared with the traditional human resources nine-square grid, the method of the present invention is more detailed and more adapted to the business needs of the construction industry. It solves the problems of insufficient correlation between human resources evaluation and the project itself and the single human resources evaluation standard, meets the needs of personnel selection and employment in the engineering field, reduces labor costs, has good social and economic benefits, can be promoted and used in the national engineering field, and has good market prospects. BRIEF DESCRIPTION OF THE DRAWINGS

[0022] In order to more clearly illustrate the technical solutions in the embodiments of the present invention, the following briefly introduces the drawings required for use in the description of the embodiments. Obviously, the drawings described below are only some embodiments of the present invention. For ordinary technicians in this field, other drawings can be obtained based on these drawings without creative work.

[0023] Figure 1 This is a general flow chart of a method for assessing the capabilities of engineering personnel according to an embodiment of the present invention.

[0024] Figure 2 for Figure 1 Enlarged schematic diagram of the middle frame (a).

[0025] Figure 3 for Figure 1 Enlarged schematic diagram of the middle frame (b).

[0026] Figure 4 for Figure 1 Enlarged schematic diagram of the middle frame (b).

[0027] Figure 5 This is a diagram of a human nine-square grid model according to an embodiment of the present invention. DETAILED DESCRIPTION

[0028] The following will be combined with the accompanying drawings in the embodiments of the present invention to clearly and completely describe the technical solutions in the embodiments of the present invention. The embodiments described below with reference to the accompanying drawings are exemplary and are only used to explain the present invention, and should not be understood as limiting the present invention.

[0029] This invention uses a digital information system to publish forms for filling out, aggregates data from various systems through a master data center, and integrates the data from each system in a backend data table. Employee scores are calculated based on individual performance and job competency dimensions, and the data is transposed into a nine-square matrix. To this foundation, a project-dimensional data matrix is added, forming a three-dimensional human resources nine-square matrix model that integrates the project dimension.

[0030] See Figures 1 to 4 , as a basic implementation scheme of the method for evaluating the ability of engineering personnel of the present invention, comprises the following steps:

[0031] S1. Design digital forms to collect personnel information, organizational structure, employee performance, project information, project evaluation information, project profiles, and personnel profiles; automatically assign a unique ID to each form for data integration and tracking;

[0032] like Figure 2 As shown, forms are published in the systems of human resources, projects, and other related units. These forms include, but are not limited to, personnel information, organizational structure, employee performance, project information, project evaluation information, project profiles, and personnel profiles. Each employee corresponds to a form, and a unique ID is automatically assigned to each form for data integration and tracking.

[0033] Among them, personnel information refers to basic personnel information such as name and age. Organizational structure refers to how work tasks are divided, grouped, and coordinated. Employee performance refers to the efforts and benefits contributed by employees within the organization. Project information refers to various information related to project implementation, such as reports, data, plans, arrangements, technical documents, and meetings. Project evaluation information refers to the assessment and evaluation after the implementation of the project, which is divided into intermediate assessment and final assessment. Project portrait Project portrait is to label the project. Personnel portrait (also called "talent portrait") is based on job requirements to define and depict the prototype of talents who are qualified for a certain position, including skills, knowledge, values, self-image, personal traits, motivation and other aspects.

[0034] S2. The data collected by the form is stored in the main data center and stored in different database tables according to the different types of data sources. The database tables include employee information table, organizational structure table, employee performance table, project information table, project evaluation table, project profile table, and personnel profile table; people and projects are associated according to the unique ID preset in the form;

[0035] like Figure 2As shown, through the master data management program (which can be implemented through independent programming), the data is stored in the main data center. Corresponding to the form content, the main data center has corresponding database tables deployed, including but not limited to: employee information table, organizational structure table, employee performance table, project information table, project evaluation table, project portrait table, and personnel portrait table, which are used to store the corresponding data in the form. Data can be picked up from the form into the corresponding database table through keyword picking or association dialog box, and the personnel information and project information of the same person can be associated according to the unique ID preset in the form, which facilitates the integration and tracking of data information.

[0036] S3. Extract employee information tables, organizational structure tables, and employee performance tables, automatically score employee performance based on a preset scoring mechanism, and rank employees according to their performance scores, categorizing them into three levels: high, medium, and low.

[0037] like Figure 3 As shown, employee performance ratings encompass four dimensions: individual performance, teamwork, service, and integrity. Each dimension is scored individually using a pre-defined scoring mechanism, and a weighted combination is used to create an overall employee performance score. Employees are ranked based on their performance scores and categorized into SABCD levels, with SA representing advanced (e.g., 80-100 points), BC representing intermediate (e.g., 60-80 points), and D representing low (e.g., 0-60 points). Employee performance ratings can also be divided into annual and quarterly performance scores. The scoring method is the same, using programming to pre-write a program on a digital system (such as a computer) based on experience and project standards. For example, the individual performance score, teamwork ability score, service ability score, and integrity and self-discipline score each weigh 25 points out of a total score of 100, meaning the maximum score for each dimension is 25 points. A standard value for individual performance is set (score 25 * 60% = 15). When an employee's individual performance score exceeds the standard value, the excess is proportionally increased based on the standard value. Conversely, when an employee's individual performance score falls below the standard value, the underperformance is proportionally reduced based on the standard value. This process continues in this way, resulting in the scores for all scoring items. These score calculation rules can be pre-set within the system through programming. Once the upper-level data is obtained, the system automatically calculates the final score. The sum of the scores for all scoring items is the final employee performance score.

[0038] S4. Extract employee performance tables, project information tables, and project evaluation tables, automatically score job competency based on a pre-set scoring mechanism, and rank employees based on their job competency scores, categorizing them into three levels: high, medium, and low.

[0039] like Figure 3As shown, the human resources department and each business system jointly formulate a scoring mechanism for job competency scoring. The job competency score consists of three parts: project score, business department score, and job grade assessment score. It is divided into three grades according to project manager, core management position, and general position. Each grade is scored with different weights, and then the weighted combination is used to obtain the total job competency score. According to the scores of the job competency evaluation, they are ranked and classified into SABCD grades, with SA being senior, BC being intermediate, and D being low. The specific scoring method is similar to the above-mentioned employee performance scoring method, except that the data types and scoring standards are different. Both can be easily achieved through system programming. The specific programming method is a conventional means and is not the focus of protection of this invention, so it is not repeated here.

[0040] S5. Based on employee performance scores and job competency scores, a corresponding human resources grid is automatically generated for each employee.

[0041] The Human Resources Grid (or "Nine-Square Grid") identifies high-quality talent by distributing them into nine zones based on their potential and performance. Many companies use the grid or similar models for talent inventory. The Grid categorizes talent into nine zones based on performance and potential, placing them in corresponding zones. Talent in each zone should be managed and utilized differently.

[0042] like Figure 4 As shown, the human resources grid of this embodiment is a nine-grid coordinate system with job competency as the horizontal axis and individual performance as the vertical axis. The horizontal axis is divided into three regions according to the high, medium, and low job competency scores obtained in step S4 above. The vertical axis is divided into three regions according to the high, medium, and low employee performance scores obtained in step S3 above. The dividing lines extending along the horizontal and vertical axes of each region divide the entire area into nine regions. The grid closest to the origin of the coordinate system has the lowest job competency score and individual performance score (0-60 points), while the grid farthest from the origin has the highest job competency score and individual performance score (80-100 points). The middle grids represent different job competency scores and individual performance scores according to the rules. This makes it easy to understand each employee's potential and performance.

[0043] S6. Extract the project evaluation form, project profile form, and employee profile form, and conduct project value assessment based on the preset assessment mechanism. Classify projects into three levels: high, medium, and low. After each project is completed, generate a corresponding human resources grid for each employee. Based on the preset optimization mechanism, optimize and adjust the values of the human resources grid from the project dimension using the project value level.

[0044] like Figure 3As shown, projects are divided into three levels: A, B, and C, based on factors such as project type, scale, and region. After completing each project, employees generate a corresponding human resources grid, which is then optimized from the project perspective using project value levels. For the same human resources grid, the higher the project level value, the better the employee, and vice versa. The project owner's tags reflect the project team's evaluation. In practice, programmatically pre-set scores for different project levels in the system, such as adding 1 point to an A-level project, adding 0 points to a B-level project, and subtracting 1 point from a C-level project. After obtaining an employee's human resources grid, the values in the grid are added or subtracted based on the project level to create the final human resources grid.

[0045] Furthermore, in the step of project value assessment, when the same employee participates in multiple projects, the values of multiple human resources grids obtained from multiple projects are weighted averaged to obtain a weighted average human resources grid. Figure 3 As shown in the lower right corner, after obtaining the human resources grid of an employee in three different levels of projects: high, medium, and low, the data in the grids at the same position are averaged to obtain the final human resources grid of the employee.

[0046] S7. Add and subtract the values of the human resources grid based on project value assessment and the human resources grid based on employee performance rating and job competency score to obtain the final human resources grid model, such as Figure 5 shown.

[0047] Through the above process, the project dimension is combined with the human resources grid to form an overall evaluation of the employee.

[0048] The technical background of the present invention is derived from the classic human nine-square model, which divides personnel into nine-squares by grading their performance and job competency, mainly for the evaluation of people. In addition, drawing on the project evaluation method, the importance of the project and the project job label are abstracted to form a label for the project. Then, through the digital weighted operation of the data model, people and projects are integrated, the results of the human nine-square are revised, and label portraits are added. The evaluation process uses a digital information system to collect, process and handle information and output digital results. Compared with the traditional human nine-square, our method is digital, more segmented and more adaptable to the future business digitalization needs of the construction industry.

[0049] The method of the present invention can intuitively trace the impact of the project on people, making the evaluation of people more realistic. At the same time, it combines the project's ability requirements for people to make the selection process more intuitive. It has been applied to the construction of the personnel portrait module in our main database system.

[0050] Although an embodiment of the present invention has been shown and described, this specific embodiment is merely an explanation of the present invention and is not a limitation of the invention. The specific features, structures, materials or characteristics described may be combined in an appropriate manner in any one or more embodiments or examples. After reading this specification, those skilled in the art may make modifications, substitutions and variations to the embodiment without creative contribution as needed without departing from the principles and purpose of the present invention. However, as long as they are within the scope of the claims of the present invention, they are protected by patent law.

Claims

1. A method for assessing the capabilities of personnel in the engineering field, characterized in that: The following steps are involved: Design digital forms to collect personnel information, organizational structure, employee performance, project information, project evaluation information, project portraits, and personnel portraits; Automatically assign a unique ID to each form for data integration and tracking; The data collected by the form is stored in the main data center and stored in different database tables according to the different types of data sources. The database tables include employee information table, organizational structure table, employee performance table, project information table, project evaluation table, project portrait table, and personnel portrait table; Associate people and projects based on the unique ID preset in the form; Extract employee information tables, organizational structure tables, and employee performance tables, automatically score employee performance based on a preset scoring mechanism, and rank employees according to their performance scores, categorizing them into three levels: high, medium, and low. Extract employee performance forms, project information forms, and project evaluation forms, automatically score job competency based on a preset scoring mechanism, and rank employees based on their job competency scores, categorizing them into three levels: high, medium, and low. Automatically generate a corresponding human resources grid for each employee based on their performance ratings and job competency scores; Extract project evaluation forms, project profile forms, and employee profile forms, conduct project value assessments based on a preset assessment mechanism, and categorize projects into three levels: high, medium, and low. After each project is completed, generate a corresponding human resources grid for each employee. Based on a preset optimization mechanism, optimize and adjust the values of the human resources grid from the project dimension using the project value level. The final human resources nine-square model is obtained by adding and subtracting the values of the human resources nine-square grid based on project value assessment and the human resources nine-square grid based on employee performance scores and job competency scores.

2. The method for assessing the ability of engineering personnel according to claim 1, wherein: The employee performance rating includes four dimensions: employee personal performance rating, teamwork ability rating, service ability rating, and integrity and self-discipline rating. A scoring mechanism is preset for each dimension to score separately, and then the weighted combination is used to obtain the total employee performance rating.

3. The method for assessing the ability of engineering personnel according to claim 1, wherein: The human resources department and various business systems jointly formulate a scoring mechanism for job competency scores. The job competency score consists of three parts: project score, business department score, and job grading assessment score. It is divided into three levels according to project manager, core management position, and general position. Each level is scored with different weights, and the weighted combination is then used to obtain the total job competency score.

4. The method for assessing the ability of engineering personnel according to claim 1, wherein: In the step of project value assessment, when the same employee participates in multiple projects, the values of multiple human resources nine-square grids obtained from multiple projects are weighted averaged to obtain a weighted average human resources nine-square grid.

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