In many cases
visual analytics methods are the only instrument for developing an algorithmic
method for solving weakly formalized or low formalized tasks in the field of
data processing, analyzing numerical sequences, working with fuzzy sets and
linguistic variables. In the field of performance management processes, a
number of visual approaches are also emerging, focused primarily on the use of
modern visual analytics tools in order to conduct a comprehensive study in the
field of organizational development.
The article
presents a visual approach to solving the problems of decision-making in the
field of managing the processes of efficiency of activity and the development
of the personnel potential of an educational organization.
Attention is paid
to the development and application of visual methods based on the use of
software and information support tools for the activities of a modern
educational institution as a high-tech corporation that solves the problems of
change management, improving competitiveness, managing high-tech projects and
programs, developing and promoting promising products and services both in the
field of educational and research activities.
The technology of
forming maps of key performance indicators, the development of human resources
as one of the main tools for the development of the University is becoming
increasingly popular in the educational environment, which is increasingly
focused on digitalization and the realization of competitive advantages in
educational and research activities.
Using the software
tool package of applied business analytics programs KPI Monitor Analyzer, a set
of management decision - making tasks is solved and a set of interrelated
visual models is built that form a system picture of the functioning and
development of an educational organization based on key performance
indicators-a modern digital University focused on the transformation of the
scientific and educational agenda, striving to occupy a promising sector of the
economy.
The processes of performance
management in the organization are aimed at implementing a model of sustainable
development in accordance with the developed system of key strategic goals and
indicators. Procedures and methods of instrumental support of the
organization's activities and management decision-making are built
significantly on the basis of a set of visual models [1] that contribute to the
formation of the geometric appearance of the controlled object [2,3], the
display of its parameters and reflection of geometric characteristics that are significant
from the of management point of view [4]. Schematically, the process of
goal-based management, which implies the interaction of elements (stages) and
the impact on performance indicators that measure the degree of development
through the decomposition of goals, planning and implementation of measures is
presented in Figure 1.
Fig. 1. Visual system
model of the cyclical process of strategic management by goals
The process of
strategic target management consists of a set of related stages, including the
choice of development vectors, the positioning of strategic goals, the
decomposition of the compiled system of strategic goals into organizational
units, the development of measures aimed at achieving the set goals, the
implementation of control and the development of corrective measures. Within
the framework of the model of the cyclical process of strategic management by
goals, it is necessary to maintain the availability of software tools [5] that
synchronize the strategic goals of the organization, plans and monitoring of
their implementation, taking into consideration the formation of goals tree. It
is possible to visualize the distribution of responsibility for the
hierarchical relationship of indicators and to ensure the comparison and
decomposition of the created system of indicators on the maps of employees’ key
performance indicators [6], using a visual geometric interpretation of planning
processes.
As can be seen
from Figure 1, the fundamental stage is the definition of a system of
indicators aimed at achieving the strategic goals of the University's
development in the short and medium term.
As a rule, the
system of strategic indicators of an organization exists in the format of a
goal tree, in which goals and indicators are linked to each other in accordance
with the principle of decomposition. A visual model of the University's goals
tree is shown in Figure 2.
The expediency of
using the hierarchical principle of visual planning is aimed at identification
of priority areas that affect the development of the University. In this case,
the goal tree acts as a tool for correlating goals and key performance
indicators, forming a realistic picture of the economical content of the
University's activities, identifying areas and directions of development of an
educational organization, developing a list of performers responsible for
achieving the intended goals. In general, the visual model of the goal tree corresponds
to the structure of the University's management system, implementing a unified
logical model of the organization's formation based on systematical principles,
displaying relations between indicators, taking into consideration drivers and
indicators for the organization of monitoring activities.
Fig.
2. Geometric model of the University's goals tree, reflecting the principles of
decomposition of strategic performance indicators
Creating a unified
systematic model of the process of evaluating the effectiveness of activities
and human potential, it is necessary to provide the researcher with a
comprehensive analysis tool that can reveal the interrelationships of processes
and detect the characteristics of the object under study that are significant
from the management point of view.
Figure 3 describes a complex model of
the process of evaluating the effectiveness of activities and assessment of the
personnel potential of the organization's employees, implemented using the KPI
Monitor Analyzer software tool, displaying a list of stages included in the
integrated analysis of the university's activities.
Fig. 3.
Visual model of the process of evaluating the effectiveness of activities and
evaluating the personnel potential of employees
The
sequence of the stages shown in Figure 3 allows to provide comprehensive
in-depth instrumental analysis of the organizational development of the
University using visual models used by a researcher or a group of analysts.
Each
selected stage corresponds to a specially developed visual analytics model that
allows researcher to provide both qualitative and quantitative interpretation
of the results obtained in the process of analyzing the effectiveness of
activities.
During
development of strategic performance indicators system, a visual model is used
in the format of an oriented graph, at the vertices of which strategic areas of
activity related to functional zones and functional divisions responsible for
their implementation are located.
The
relationship between the set of strategic performance indicators and functional
areas of activity at the University is shown in Figure 4. The influence of the
functional area of activity on the strategic performance indicator is indicated
using a system of pointers that visually displays the contribution to the
indicator. For example, as shown in Figure 4, the functional direction of mass
communications affects the development of the academic reputation of the
University, the reputation of the university among employers, the share of
foreign students in the total number of students.
Fig. 4.
Visual model of the influence of functional directions on the system of
strategic indicators of the University
The KPI Monitor
Analyzer analytical system is a business analytics application [5,13,14,16], implementing
the functions of modeling and managing a balanced scorecard system that
supports targeted management, implementing the processes of personnel
evaluation and motivation, having powerful software visualization tools and
displaying a dynamic system of University development indicators.
The functionality
of the software product includes data collection and processing, providing
flexible means of integration with the organization's information systems,
consolidation of classifiers and reference books, multidimensional and
multilevel analysis, processing of large amounts of information, reporting in a
corporate style using a built-in graphical library, parametric adjustment of
indicators.
Visual data
analysis provided by KPI Monitor Analyzer includes a system of visual user
desktops with indicators assigned to responsible performers, providing the availability
of visual monitoring of the achieved level of the value of each indicator,
taking into consideration historical retrospectives. Figure 3 shows the
functional tools implemented using the KPI Monitor Analyzer system, involved in
the research provided at the NRNU MEPhI University.
Figure 5 represents
the general scheme of adaptation and justification of the KPI Monitor Analyzer
software tool, implemented as part of project-oriented solutions for
implementing the process of performance management and personnel potential
assessment in the University context.
Fig. 5. Visual model of
parametric configuration and adaptation of the KPI Monitor Analyzer software
product at the University
The formation of a
visual model of management and decision-making using a geometric representation
of the system of strategic indicators in an educational organization is
implemented using a set of objects displayed in the format of a related
oriented graph representing the dependencies between indicators. At the nodes
of the graph of the indicator system, there is a display of the achieved level
of the value of performance indicators, as well as a color indication that
initiates attracting additional attention to the indicator highlighted in red
or yellow.
Fig.6. Visual model of
the roadmap for the development of the university in the format of an oriented
graph, in the vertices of which there are performance indicators
In the format of a
visual model, a complex action can be presented, focused on achieving the
values of indicators pre-given in the controlled period. Figure 7. represents a
visual model of a comprehensive university development program over an annual
period of time.
Fig 7. A visual model of
a comprehensive development project in the university in format of an oriented
graph with an indication of the values of indicators
Modeling
of the dynamics of changes in the selected efficiency indicator can be
performed using the KPI Monitor Analyzer tool software. Figure 8 represents an
analytical visual representation of the dynamics of changes in the indicator
reflecting the number of security documents in the field of intellectual
property received by the services and research scientific units of the
University.
Fig 8. Visual
model of the dynamics of changes in the indicator included in the developed
system
Revealing
the process of evaluating of the activities effectiveness, it is possible to
proceed to the formation of a key performance indicators (KPIs) map of managers
' productivity. General strategic indicators from the goals tree are
transferred to the performance indicator map of the manager responsible for
achieving the set indicator value, thus forming a strategic block of indicators
with a total weight of 20%. The KPI map model also contains blocks of the
functional direction of activity and the results of the employee's assessment
by the direct supervisor. Functional performance indicators in the KPI map have
a group weight of 60%, and the manager's assessment acquires a weight of 20%.
Fig 9. Visual
model of the map of key performance indicators of the University' manager
Figure 10 represents a
visual model of the manager's KPI map, implemented using the KPI Monitor
Analyzer tool in the user's desktop format.
Fig 10. A visual model of the manager's KPI map, implemented using
the KPI Monitor Analyzer software tool
The
assessment of the horizontal interaction level between departments and
divisional units is carried out by providing an online survey system based on
the application of the university's corporate portal or a specialized software
tool. The purpose of implementing a system for assessing the level of
horizontal interaction is to reduce the share of inefficiently working
departments. Figure 11 shows a visual representation of the process of
implementing a system for assessing the level of horizontal interaction between
departments.
Fig 11. Visual representation of the process of implementing a
system for assessing the level of horizontal interaction of departments
The
questionnaire developed in the KPI Monitor Analyzer system for providing a
study of the level of horizontal interaction between departments is represented
in Figure 12.
Fig 12. Visual adjustment of the questionnaire for evaluating the
effectiveness of horizontal interaction
The
form of visual representation of the results of the study of evaluating the
effectiveness of horizontal interaction is represented in Figure 13.
Fig 13. The
results of the visual distribution of divisions into efficiency groups for the
purpose of further making optimization decisions
The
assessment and analysis of the parameters of the organization employees’
engagement is carried out with the help of a specialized investigation, which
is usually implemented using specialized information tools for providing the
surveys [9].
The
concept of engagement contains a number of factors that determine the
psycho-emotional state of employees, analyzing the balance of work, study and
personal life, Figure 14 presents a visual model of the parameters of engagement
[9, 10].
Fig 14. Visual
model of the parameters of analysis and measurement of the indicator of engagement
of students and research and teaching staff of the University
During
the questionnaire constructing taking into consideration the above mentioned
parameters, each selected factor presented in Figure 14 corresponds to one main
question, the answer to which allows researchers to determine the degree of
satisfaction with a separate factor [8,9]. During the survey, employees and
students express their agreement or disagreement with the proposed statements
using a six-point rating scale (strongly disagree, disagree, rather disagree,
rather agree, agree, completely agree.). Depending on the answers to the
proposed statements, a student or a research and teaching staff (professors) is
considered either engaged or unengaged. The level of engagement of students and
research and teaching staff at the university is the percentage of engaged who
have passed through the investigation in the total amount of respondents finalized
the questionnaire, which is measured in the range from 0% to 100%.
The
visual characteristics of the sample of the study conducted at the NRNU MEPhI
are represented in Figure 15.
Fig 15. Visual
representation of the results of the study of the engagement of students and
research and teaching staff of the University
The
results of the University engagement investigation for different categories of
respondents, as well as a comparison of measurements with well-known benchmarks
performed on the example of enterprises included in the contour of the State
Atomic Energy Corporation Rosatom, are presented in Figure 16.
As it
is shown in the figure, some parameters need additional comprehensive analysis
in order to provide corrective measures to maintain more stable values and
achieve higher results. Thus, the improving impacts should be focused on the
following parameters: remuneration and recognition, infrastructure, career
opportunities, training and development. The achieved high values of the
parameters must be maintained within the framework of the content of the activity
and independence.
Fig.16. Visual
model of the factors of engagement research at the University
The
study of engagement allows researcher to identify key areas of growth and
development at the University and develop further steps to improve
competitiveness based on the opinion of respondents expressing attitudes to a
number of parameters and factors of the organization of a joint communication
environment, the conditions for the functioning of information services, team
interactions.
So-called
360-degree assessment allows researcher to comprehensively characterize the
evaluated employee from various points or focuses of view, including the direct
supervisor, subordinates, colleagues, partners, as well as other potential
stakeholders.
Within
the framework of the 360-degree assessment technology, a set of questionnaire
surveys is implemented for an employee of the organization performing
managerial functions, the purpose of which is to find out the opinion of the
stakeholders about the evaluated parameters. The stakeholders of the assessment
are colleagues, the environment-contractors with whom the employee interacts,
subordinates, the employee's manager, as well as the self-assessment of their
qualities is carried out by the evaluated person himself. The visual model of
the 360-degree assessment is built on the principle of a petal diagram, along
the axes of which the level of detected development is postponed in accordance
with a scale from 0 to 4 units. The accepted conditional target level is the
value 3.5 with which the obtained evaluation results are visually compared.
The represented
visual profile of the survey is used in the future to build a development model
and form an individual employee plan [7,8].
The
list of 360 degree assessment questions includes the following: 1. Do you agree
that the evaluated person gives useful feedback and is open to criticism from
others? 2. Do you agree that the evaluated person motivates others and is
always a good example for them? 3. How much in-depth analysis do you need to
make decisions? 4. How easy is it for you to make independent decisions? 5. Are
you always ready to take responsibility for your decisions?
Fig. 16. A
visual model in the format of a petal diagram that reflects the results of an
employee's assessment by colleagues, the environment, performers interacting
with him or external contractors, the manager, subordinates
The
final employee's potential assessment is formed on the basis of the provided
complex of engagement studies, 360-degree assessment, assessment of the employee
by competencies, taking into account the achieved level of horizontal
interaction of the department, based on the results of the evaluation of
performance indicators.
The
potential assessment [7,11] allows managers to distribute employees according
to the levels of the achieved results and then form steps for further
development of the necessary set of competencies in the organization. Usually,
employee's competencies assessments, as well as on the achieved value of the
indicator of key performance indicators map, are used as evaluation indicators.
The
final assessment of the employee's potential is formed on the basis of the provided
complex of engagement studies, 360-degree assessment, assessment of the
employee by competencies, taking into consideration the achieved level of
horizontal interaction between the organizational units, based on the results
of the evaluation of performance indicators.
To
determine the levels, a visual model of the employee's potential assessment
matrix is used, which is applied to correlate the level of competence
development and the achieved values of the key performance indicators reflected
in the employee's KPI map. A visual model of the potential assessment matrix
and the ratio of numerical evaluation results are presented in Figure 17.
Fig 17. Potential
evaluation matrix and evaluation criteria based on the normal distribution
function
As
part of the integrated capacity assessment procedures, it should be taken into consideration
that the number of ratings received by employees is distributed in accordance
with the law of normal distribution, the largest number of ratings belongs to
the range with a rating of C, the numerical assessment of this group is 68% of
the total number of organization employees and is the largest group, while the
number of the highest ratings with A level is only 2%, as well as the number of
the worst ratings of E.
As a
result of the assessment of the employee's potential, the next career step is
planned. Figure 18 represents a visual three-level model of the University's
personnel reserve, taking into consideration the characteristics and parameters
of the transitions between levels.
Fig. 18.
Visual model of the University's personnel reserve [6]
During
the transition between the levels, the formation of an individual development
plan is implemented, focused on the development of the necessary set of
competencies, knowledge, skills and abilities used by the employee in their
daily work [6,7,8,11].
Figure
19 shows a geometric model of the structure of the individual development plan
of the University staff, reflecting a set of activities and forms of work for
further career growth and identification of areas of improvement.
Fig. 19.
Visual model of the structure of an individual employee development plan
The
presented set of visual models and a tool for supporting the visualization of
the indicator system as a business analytics platform allows researchers to
systematically display the processes of performance management, as well as the
formation and development of the University's human resources potential.
The application
of visual analytics methods is a key means and method of informed management
decision-making in the field of control of performance management processes, as
well as the development of the personnel potential of an educational
organization [5].
The
set of visual models proposed, developed and used by the authors in practice,
is based on the application of the experience of high-tech companies and
enterprises of knowledge-intensive sectors of the economy. The development of a
system of visual models for evaluating the effectiveness of activities and
personnel potential was carried out using the methods of implementing research
in the field of personnel management used in Rosatom State Corporation. In the
field of engagement management and visualization of research parameters, the
approach used by the international company Kincentric is applied [9, 10].
In the
University environment, software tools are used to automate and visualize the processes
of performance management
In the
University environment, in order to automate and visualize the processes of
performance management, the KPI Monitor Analyzer software tool is used
[13,14,15], which allows to create an integrated information model that effectively
applies the visual analytics tools to display the main decision-making
processes and reflect the dynamics of changes in the formed system of
indicators of development and increasing the competitiveness of the University.
The
formation of a tree of strategic goals allows investigators to display the
planned development vectors in the form of a visual model and present the
future state of the University in the format of displaying a system of
indicators, defining a list of responsible performers, correlating performance
indicators with the existing organizational structure of the University,
formulating development perspectives and entering new markets for educational
services and promising scientific research [11].
The
system of visual models of indicators serves as the basis for the
implementation of a set of changes in the organization, contributing to the
increase of competitiveness and the development of the personnel potential of
the organization as an integral tool for supporting implemented initiatives and
activities in selected areas and spheres of development.
The
set of activities carried out by the authors in the sphere of information and
analytical tools creation in the field of automation of performance management
processes [5,16], the development of human resources and the formation of a
complex of visual models can be used in various organizations of the
educational sphere of activity on the basis of a single methodological
approach.
The
portability of the proposed solutions lies in the possibility of developing
models of key indicators in accordance with the necessity of the educational
organization, setting up mechanisms for visualizing performance indicators,
setting up an information base and reference data, through integration of
corporate storage and flexible methods for configuring a software application
[5,16].
According
to the authors opinion, the main task in constructing a system of visual models
based on specialized information tools [3,4] is to develop a well-thought-out
methodology for forming a system of performance indicators based on the tree of
goals of an educational organization, experience in operational and financial
activities, activities in the field of personnel management [6,7].
The
effect associated with the introduction of a system of visual models is aimed
at reducing the time of decision-making on the formation of a complex of
educational services, the development or improvement of the research agenda in
the face of continuous changes and new challenges, allowing to increase the
competitiveness of the University, moving towards digitalization and the
creation of information services, organizing a modern comfortable innovative
environment, a new human-centered corporate culture [12, 13, 14], turning the
University into an educational corporation that assesses and analyzes the
future trends of its development at each stage.
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