The analytical structure of personnel is divided into. General staff structure

The structure of the organization's personnel- a set of individual groups of workers, united on any basis. It can be statistical and analytical.

Statistical structure of personnel reflects the distribution of personnel and its movement in the context of employment by type of activity, as well as in the context of categories and groups of positions. So, the personnel of the main and non-core activities are allocated.

Employees are divided into two groups: workers and employees. The following categories are distinguished in the group of employees: managers, specialists and other employees related to employees.

To workers include persons performing the functions of predominantly physical labor, directly involved in the process of creating material values, maintaining machines and mechanisms in working condition, industrial premises etc.

In MUE "Krasnogorsk GZhU" workers include the following positions:

· Cleaner from/premises;

· MOP cleaning worker;

UAZ driver;

· Driver;

· Master;

· plumber;

· Welder;

· An electrician;

· Street cleaner.

To leaders includes employees holding positions of heads of enterprises and their structural divisions(in particular, directors, managers, managers, chief specialists, etc.).

Leadership positions include:

· Director;

· Chief Accountant.

To specialists include workers engaged in engineering, economic and other work (administrators, accountants, engineers, standard setters, economists, legal advisers, etc.).

Specialists in MUE "Krasnogorsk GZhU" include those persons who hold the following positions:

· Legal consultant-specialist in human resources;

· Accountant;

· Engineer estimator;

· Accountant for payments.

To employees include employees involved in the preparation and execution of documentation, accounting and control, economic services (for example, agents, archivists, attendants, clerks, cashiers, secretaries-typists, statisticians, stenographers, accountants, draftsmen).

These are the positions:

· Cashier;

· Passportist;

· Dispatcher.

Data on the statistical structure of personnel are presented in table 3 below

Table 3 - Statistical structure of the organization's personnel

Indicators
Number of employees at the beginning of the year
including: number of managers
number of specialists
number of workers
including: number of managers
number of specialists
number of other employees classified as employees
number of workers

Based on the data given in Table 3, the following conclusion can be drawn that the number of personnel has decreased compared to 2008. During the period from 2008 to 2009, the number of employees, both employees and specialists, decreased. This indicates that the company is experiencing the same need to attract both employees and specialists. And the number of workers increased by 6.88%.

The provision of the organization with personnel by category is determined by comparing the actual number of employees belonging to individual categories with the planned need for employees of these categories. Table 4 provides information on the provision of the organization with personnel by category.

Table 4 - Staffing of the organization by category

Indicators
Number of employees at the beginning of the year
Number of employees of the main activity at the beginning of the year
including: number of managers
number of specialists
number of other employees classified as employees
number of workers
Number of employees of non-core activities at the beginning of the year
including: number of managers
number of specialists
number of other employees classified as employees
number of workers

The provision of the organization with personnel by category practically coincides with the plan, so the enterprise does not feel a great need to increase the number of personnel.

Analytical structure subdivided into general and particular. cutaway overall structure personnel are considered on such grounds as education, gender, age, work experience. This information is presented in the following table.

Table 5 - General structure personnel, considered on the grounds

Indicators
Leaders
Specialists
In the enterprise under consideration, the number of women and men is approximately the same.
Leaders
Specialists
Employees, including non-core employees
Personnel structure by length of service can be considered in two ways: by total length of service and length of service in a given organization. Since MUP "Krasnogorsk GZhU" was formed literally two years ago, therefore, we consider the enterprise by the total length of service. During the period under review, there were slight changes in the number of employees with experience from 1 to 5 years.
	Of Education
Leaders	Higher special
Specialized secondary
Special (vocational school)
Specialists	Higher special
Specialized secondary
Special (vocational school)
Employees, including non-core employees	Higher special
Specialized secondary
Special (vocational school)
	Higher special
Specialized secondary
Special (vocational school)
During the period under review, the number of employees with higher education increased by 1.7%, with secondary special education - increased by 3.6%, with special education - decreased by 5.3%. This is due to the fact that the requirements for the quality of work have increased. Consequently, the requirements for the quality of workers who perform this work have increased.
	According to the age
Leaders
Specialists
Employees, including non-core employees
During the period under review, the share of employees aged 40 to 50 increased by 4.7%. This means that the company is experiencing an aging workforce. To attract young people, the leadership needs to increase financial incentives for trainees from vocational schools and technical schools.

The structure of the OPF in 2008 and 2009 is shown in Tables 6 and 7.

Table 6 - Structure of the OPF, 2008

The name of indicators	Amount, thousand rubles	Specific weight, %
For the beginning of the year	At the end of the year	For the beginning of the year	At the end of the year
Buildings and constructions
cars and equipment
Vehicles
Other fixed assets

At the enterprise under consideration, the structure of the OPF in 2008 changed very slightly. There was a slight decrease in the proportion of buildings and structures (by 1.12%). At the same time, the share of machinery and equipment increased (by 0.56%), vehicles (by 0.17%) and other fixed assets (by 0.39%).

Table 7 - Structure of the OPF, 2009

The name of indicators	Amount, thousand rubles	Specific weight, %
For the beginning of the year	At the end of the year	For the beginning of the year	At the end of the year
Buildings and constructions
cars and equipment
Vehicles
Other fixed assets

At the enterprise under consideration, the structure of the OPF in 2009 practically did not change. There was a slight decrease in the share of buildings and structures (by 0.65%), vehicles (by 0.54%), while the share of other fixed assets increased (by 0.39%) and the share of machinery and equipment by 0.8% . This may indicate a very slight expansion of the enterprise.

In order to obtain more complete information about the composition and structure of the BPF of an enterprise, it is necessary to study the age structure of the industrial production means and, in particular, equipment, as well as technological structure fixed assets, which is characterized by the share various kinds fixed assets within a certain group.

The presence and movement of fixed assets at MUP "Krasnogorsk GZhU" in 2008 and 2009 are presented in tables 13 and 14.

Table 13 - Availability and movement of fixed assets in 2008, thousand rubles.

Based on the data given in Table 13, we can conclude that the value of fixed assets of the organization in 2008 increased by 8 thousand rubles, or 0.37%.

Table 14 - Availability and movement of fixed assets in 2009, thousand rubles.

The data in Table 14 indicate an increase total amount fixed assets in 2009 by 60 thousand rubles, or 2.8%. The increase in the amount of fixed assets in full was caused by an increase in industrial production assets, since there are no fixed non-production assets on the balance sheet of the enterprise.

Comparing the data of tables 13 and 14, we can conclude that there is a positive trend in the movement of fixed assets of MUE "Krasnogorsk GZhU". Fixed assets of enterprises are formed as a result of the creation of new, expansion, reconstruction and overhaul of existing fixed assets. Therefore, the amount of fixed assets at the end of the year depends on the volume of commissioning of fixed assets and their disposal.

The average amount of fixed assets owned by an enterprise during the year is characterized by their average annual value. When calculating the average annual cost of fixed assets, the terms of their commissioning and disposal are taken into account.

To establish the security of the enterprise with fixed assets, it is necessary to compare their actual availability with the need for them in a given planning period. At the same time, it is important to determine the change in comparison with the plan of the amount of fixed assets as a whole, including for individual groups at the end of the year, and their average annual value.

Information on the implementation of the fixed asset commissioning plan can be obtained from statistical reporting for capital construction. The data from these sources make it possible to assess the implementation of the plan for commissioning facilities, capacities and fixed assets, as well as to establish whether all the facilities outlined by the plan have been put into operation.

Level of technical development industrial enterprise largely determine the composition and structure of its fixed assets, as separate groups of fixed assets take a different part in the production process. Some (buildings and structures) provide the necessary conditions for production and constitute a passive part of the production means, others (machines, equipment, tools, vehicles, etc.) are directly involved in the production process and form an active part of them.

A number of factors influence the formation of the structure of fixed production assets: increasing the degree of concentration of production and the level of specialization, carrying out measures for the comprehensive mechanization and automation of production, improving technological processes and the more rational placement of production equipment associated with it, etc. Therefore, when analyzing the structure of industrial production facilities, it is important to establish the influence of these factors.

Of particular interest is the comparison of the structure of fixed assets of the analyzed enterprise with the structure of production assets of related enterprises on average for the industry. This makes it possible to reveal what effect the nature and characteristics of production and technology, the level of specialization and cooperation have on the structure.

When analyzing the movement of fixed assets, it is necessary to calculate the coefficients of receipt (input) of fixed assets, retirement, liquidation. These coefficients are determined by the formulas:

where Kvv - coefficient of receipt (input);

F in - the cost of newly received fixed assets;

Ф kg - the cost of fixed assets at the end of the period.

where K vyb - the coefficient of disposal of fixed assets;

Ф vyb - the cost of retired fixed assets;

Ф ng - the cost of fixed assets at the beginning of the period.

where K l - liquidation coefficient;

F l - the cost of liquidated fixed assets.

The coefficients of movement of fixed assets characterize the degree of technical re-equipment of an existing enterprise. It is important to compare these indicators with the data for the previous period in order to calculate their dynamics.

Let us calculate the coefficient of receipt (input) of fixed industrial assets according to the formula (38):

In 2009, the coefficient of receipt (commissioning) of fixed industrial assets increased by 3.16% compared to 2008, which indicates a positive trend and may mean an expansion of the production base of the enterprise.

We calculate the retirement rate of fixed industrial assets using the formula (39):

The retirement rate of fixed industrial assets increased in 2009 compared to 2008 by 1.04%, which characterizes the activity of the enterprise negatively.

In our case, the fixed assets liquidation ratio will be equal to the industrial fixed assets retirement ratio, since fixed assets were retired in 2008 and 2009 only due to liquidation.

It is important to study the organization of repair of fixed assets and, in particular, production equipment. It should be established whether the system of preventive maintenance of equipment and vehicles at the enterprise is carried out in full, whether the planned schedule of repair work is observed, since timely repair of production facilities, and especially equipment, improves the technical condition of fixed assets. To ensure the quality implementation of the above measures on large enterprises a mechanical repair shop is formed. At small enterprises, they use the services of a repair team or third-party repair organizations.

The personnel structure is understood as the quantitative ratio between groups of workers, given by the technological and organizational structures of the enterprise. It is reflected in the staffing of the organization.

staffing- local legal act, which establishes the number of enterprises, the composition of positions and the amount of remuneration. The staffing table is used to formalize the structure of the staffing and staffing of the organization in accordance with its charter. It contains a list of structural units, job titles, information on the number of staff units, official salaries, allowances and monthly fund wages.

The staff structure can be statistical and analytical.

Statistical structure reflects its distribution and movement in the context of categories and groups of positions, this is the composition of the staff.

personnel of the main activities (engaged in the creation of products, services or maintenance of the production process);

personnel of non-core activities (transport, overhaul of buildings, trade, housing and communal services, healthcare facilities).

Distribution of personnel into categories by the nature of work functions carried out through of the All-Russian classifier professions of workers, positions of employees and tariff categories(OKPDTR).

Personnel are divided into two categories: workers and employees.

workers directly create material values or provide industrial services. Distinguish a group main and auxiliary workers. The first are busy technological processes that change the shape, structure and properties of the object of labor. The second ones are related to the maintenance of equipment and jobs (infrastructure of the enterprise).

Workers include junior service personnel (MOP), engaged mainly in the provision of services not related to the main activity (janitors, couriers, etc.).

Employees carry out the organization of the activities of employees, namely: production management, administrative and economic and other functions. They belong to the professional group of people engaged mainly in mental work, they are combined into several subgroups (managers, specialists, other employees).

To managers (category code 1) relate:

Chief specialists: chief accountant, engineer, head physician, power engineer and other functional managers;

Heads of administrations, directors, managers, heads and other line managers, they also include their deputies.

Specialists (category code 2)- employees performing qualified professional activities. These are the engineers , economists, accountants, teachers, legal advisers, etc., as well as their assistants. Specialists can be chief, leading or senior.

Other employees (category code 3)- these are employees who prepare and execute documentation, accounting, control, economic services (cashiers, commandants, controllers, secretaries, timekeepers, accountants).

The basis for assigning people to a particular category is the position they hold, that is, the staffing unit of the organization. The indicator of the number of employees, even by type of activity (employed in the main activity, employed in non-production divisions of the enterprise), by category of industrial and production personnel, is insufficient to fully characterize the labor potential, especially for the purposes of personnel management in conditions market economy. The same number of workers may differ in their total ability to work due to differences in preparedness, age, attitude to work, etc., and hence the unequal amount of labor (both abstract and concrete) that they can implement during the production process. In this case, one speaks of a different labor potential of groups of workers of the same size.

The labor potential of an enterprise means the total labor capacity of its team, resource opportunities in the field of labor of the payroll of the enterprise based on the age of employees, physical capabilities, existing knowledge and professional skills. To assess the labor potential, we study analytical framework personnel.

The parameters of labor potential are divided into two groups:

1) parameters characterizing the socio-demographic components of the labor potential of the enterprise team:
gender and age structure, level of education, family structure, state of health, etc.;

2) parameters of the production components of the labor potential:
professional qualification structure, professional development and renewal, creative activity.

Analytical staff structure determined on the basis of special studies and calculations. Personnel is evaluated on such grounds as work experience, education, profession, and its socio-demographic structure.

Analysis age structure personnel involves taking into account the average age of employees, taking into account the dynamics of the age structure by categories of employees, by individual divisions of the enterprise.

Fig.1.1. The structure of specialists and managers of the enterprise by age

Personnel structure analysis by level of education(general and special) involves the allocation of persons with higher education, incomplete higher (more than half of the term of study), secondary special, secondary general, incomplete secondary, primary.

An important indicator of the stability and dedication of the employees of the organization is indicator of duration of work in the company (experience). For seniority, the average makes more sense than for the age structure. The level of productivity of his work is directly related to the total length of service of an employee. The length of service in this organization characterizes the retention of personnel.

Rice. 12. Comparative characteristics specialists and managers by length of service by profession

Thus, the analysis of the age structure and structure of the personnel of the enterprise by length of service (Fig. 1.1, 1.2) gives grounds for the following assessments: human resources are optimally selected, since three-quarters of the personnel are at an active age, which can ensure stable and reliable operation of the enterprise. All age groups are well represented. A third of the staff are young employees under 30, which can be the basis, the basis for a possible “breakthrough”, and there are young specialists and managers. At the same time, there are also carriers of significant experience and qualifications in the team, that is, 50-year-old workers. One out of ten employees is a working pensioner, who is predominantly a specialist. The structure of respondents by length of service can also be assessed positively. Most of the managers are quite experienced, with work experience in the profession from 3 to 10 years. Adaptants with less than 3 years of work experience in the profession are included in the group of specialists. According to this set of objective characteristics, the labor potential of specialists and managers of the organization can be highly estimated.

The higher the labor potential of the enterprise, the potential of the hired labor force, the more complex tasks can be solved by the team (in relation to output, its quality, the speed of mastering new types of it, the efficiency of production and economic activities, etc.). The emergence of a labor force whose labor potential is too high for specific conditions production, will not meet its needs, be "redundant", will lead to the fact that this labor potential will not be fully used and the funds spent on labor will not pay off. For the employees themselves, this can cause dissatisfaction with their work. this enterprise followed by voluntary dismissal.

That is why personnel planning is the most important tool (tool, method) used in personnel management.

Questions for revision and discussion

1. What are the distinguishing features of the human resources of the organization?

2. Explain the differences between the payroll, standard and headcount.

3. List the main components of the organization's personnel management system.

5. List the factors influencing the formation of human capital.

Thus, personnel cost budgeting is an integral part of company-wide budgeting and requires taking into account the need to implement special functions personnel management.

1. Utkin E.A., Martyunyuk I.V. Controlling: Russian practice. M.: Finance and statistics, 1999, 272 p.

2. Controlling as a tool for enterprise management / Ed. E.A. Anankina, N.G. Da-nilochkina and others. M.: Audit, UNITI, 2001.279 p.

3. Organizational personnel management: Textbook / Ed. AND I. Kibanova. M.: UNITI-M, 1997. C. 57-59.

E.A. Kutlunin

OJSC "Omsk Motor-Building Design Bureau"

STAFF STRUCTURE OF THE ORGANIZATION AND METHODS OF ITS ANALYSIS

The terms "personnel", "staff", "workers" are frequently used in the theory and practice of management. Often the analogy is carried out between them but no distinctions.

In the theory and practice of management, the terms "staff", "cadres", "employees" are often used. Often an analogy is drawn between them and no differences are given.

Many authors define personnel as “a set of workers of certain categories and professions engaged in a single production activity aimed at making a profit or income and satisfying their material needs» . Head of the team of authors Yu.G. Odegov gives the following, more complete definition of personnel: “The personnel of an organization is a set of individuals who are with the organization as legal entity in relations regulated by the contract of employment, and having certain qualitative characteristics that make it possible to achieve the goals of the organization. In other words, the personnel of the organization are all the people who work in the organization.

An essential feature of the staff is the presence of labor relations with an employer. Another important feature- possession of certain qualitative characteristics: abilities (availability of specific knowledge and professional skills, work experience in a particular field of activity); motivation (a range of professional and personal interests, the desire to make a career, the need for professional and personal self-realization); properties (the presence of psychological, intellectual, physical qualities) ".

Personnel in the dictionary of concepts and definitions for personnel means “a socio-economic category that denotes a permanent, regular staff of workers, that is, able-bodied citizens who are in labor relations with state, cooperative, private, etc. enterprises, firms, organizations, institutions.

Personnel usually means qualified workers who have undergone preliminary professional training and have special education, work skills and / or work experience in their chosen field of activity. It is not customary to refer to the personnel of temporary and seasonal workers, part-time workers, non-staff employees, as well as persons engaged in self-employment in the field of commercial trade.

The Encyclopedic Dictionary of Personnel Management defines labor force as “the physical and spiritual abilities of a person that are used by him in the labor process when creating goods and providing services.

The labor force represents the potential capacity for work, and labor itself is the functioning labor force.

We are closer to the point of view of A.P. Yegorshin, who refers to the personnel "all workers (labor collective) performing production or management operations, engaged in the processing of objects of labor using means of labor" .

The concepts of "cadres", "employees", "personnel" are identical, if we take this definition as a basis.

The staff is the most important part of the organization and has a complex interrelated structure. System analysis allows us to consider personnel as a relationship of structures identified according to various criteria.

First of all, you should pay attention to the structure of personnel by category. There are various approaches to the classification of personnel depending on the profession or position of the employee, the level of management, and the category of employees. The basic classification is by categories of workers (Fig. 1), proposed in the 1980s. State Committee for Labor of the USSR.

This classification provides for the allocation of two main parts of the personnel for participation in the production process: workers and employees.

Workers, or production personnel, carry out labor activities in material production with a predominant share of physical labor. They provide production, its exchange, marketing and service. Workers can be divided into two main categories:

The main personnel are workers employed in technological processes that change the shape, structure, properties, spatial position of the object of labor, as a result of which material products and services are created;

support staff- workers associated with the maintenance of equipment and jobs in auxiliary units: repair, transport, tool, storage.

Employees, or management personnel, carry out labor activities in the process of production management with a predominant share of mental, intellectual labor. Their main result labor activity is the study of management problems, the creation of new information, changing its content or form, preparing management decisions, choosing the most effective option, implementing and monitoring execution. Employees are grouped into several subgroups.

First of all, these are the leaders who carry out the functions general management. Conventionally, they are divided into three levels: the highest (of the organization as a whole), the middle (of the main structural divisions), and the grassroots (working with performers). The leaders also include their deputies and chief specialists. Together they form an administration, which also includes

tea individuals who are not related to management, but perform auxiliary management functions, for example, employees personnel services.

The other largest subgroup of employees are specialists in various fields. They are busy creating and introducing new knowledge into production, as well as developing options for solving individual production and managerial problems, the decision of which is within the competence of managers. These are economists, lawyers, engineers and technicians and their assistants.

The third subgroup is formed by other workers related to employees - technical performers. They carry out the preparation and execution of documents, accounting, control, economic services (for example, cashiers, clerks, archivists, commandants).

AT modern conditions, given the above classification, in enterprises, organizations and firms various forms property, it is customary to subdivide all workers into two groups: industrial and non-industrial personnel.

The composition of the industrial and production personnel (personnel of the main activities) includes persons working in the main and auxiliary, research and development departments, the management apparatus, engaged in the creation of products, services or servicing these processes.

In addition to workers and employees, which were mentioned above, industrial and production personnel include junior service personnel, students and fire and guard guards.

Junior service personnel include employees who ensure the maintenance of sanitary and hygienic conditions at the enterprise (employees of showers, dressing rooms, room cleaners).

Employees of the fire and watch guard ensure fire safety at the enterprise, monitor the condition and serviceability of fire fighting equipment and perform the functions of protecting industrial enterprises.

Non-industrial personnel (personnel of non-core activities) usually include workers who do not take part in the production of products. Their purpose is to provide and service the enterprise. These are workers employed in the transport sector, housing and communal services, social security and other non-production departments.

If the personnel is considered as the most important component of any organization and the main characteristic of the system, then its structure may look different (see Fig. 2):

Rice. 2. Personnel structure

Consider the organizational structure of personnel, which reflects the scope of rights and responsibilities, independence individual workers, divisions, as well as a system of subordination.

The functional structure reflects the division of management functions between management and individual units.

The role structure characterizes the team in terms of participation in the creative process in production, communication and behavioral roles.

The staffing structure determines the composition of units and the list of positions, the size of official salaries and the payroll.

The social structure characterizes the labor collective in terms of social indicators (sex, age, profession and qualifications, education, etc.). Different authors identify various features by which personnel can be classified. For example, A.P. Yegorshin believes that the social structure grouped according to 13 features is quite complete (see Fig. 3). It contains indicators such as gender, age, work experience, education, social origin, position in the organization, nationality, marital status, party membership, motivation, progressiveness, standard of living and attitude to property.

In our opinion, in studies it is most expedient to consider the professional qualification and socio-demographic structures, since they have the most significant impact on the achievement of the goals set, on the results of the enterprise and its development.

Among the indicators of the social structure highest value in personnel management have indicators such as gender, age, work experience and marital status. Let's consider them in more detail.

Firstly, the gender structure of personnel is based on the division of employees into men and women in the total number, as well as in various age and professional groups.

Secondly, the structure of personnel by age is characterized by the proportion of persons of the corresponding ages in its total number. When studying the age composition, the following groups are used: 16, 17, 18, 19, 20-24, 25-29, 30-34, 35-39, 40-44, 45-49, 50-54, 55-59, 60- 64, 65 and older. It is also advisable to distinguish the following age groups of personnel:

Young employees, whose age does not exceed 30 years;

Middle-aged staff (31-45 years old);

Senior staff (46-55 years old);

Personnel of pre-retirement and retirement age over 55 years old.

Thirdly, the structure of personnel by length of service can be considered in two ways: in terms of total length of service and length of service in a given organization. The level of labor productivity is directly related to the general experience. The total experience is grouped into the following periods: up to 16 years, 16-20, 21-25, 26-30, 31, 32, 33, 34, 35, 36, 37, 38, 39, 40 years and more.

The length of service in the organization characterizes the retention of personnel. Statistics distinguishes the following periods for calculating this indicator: up to 1 year, 1-4, 5-9, 10-14, 15-19, 20-24, 25-29, 30 years and more.

Fourth, according to marital status, all workers can be classified into the following groups: single (unmarried), married (married), divorced, widowers (widows).

Consideration of the professional and qualification structure of personnel is especially important in personnel management, since this criterion combines the characteristics of personnel as an economic resource of the organization (distribution by profession and skill level), and individual personal characteristics that ensure the effectiveness and efficiency of labor.

Firstly, the structure of personnel by level of education involves the allocation of persons with higher education, incomplete higher education, secondary vocational, secondary general, incomplete secondary, primary.

Secondly, it is necessary to pay attention to the correspondence of the received specialty and the work performed, as well as to dwell on the reasons why people agree to perform other labor functions that do not correspond to the profile of the education received.

Thirdly, the most important direction in the analysis of the professional qualification structure is the study of the correspondence of the level and volume of knowledge to the requirements of the workplace. This issue must be considered together with the issues of training employees and improving their skills.

Considering staff as single system, then its main characteristic will be the structure of personnel.

Personnel structure - a set of stable relationships between the characteristics of the personnel, ensuring the preservation of the basic properties of the personnel during various external and internal changes.

Rice. 3. Social structure of staff

To manage the activities of the organization, the administration must master the methods of personnel management and, if necessary, methods of changing the structure of personnel.

L.G. Gaposhina identifies several methods for predicting the organization's need for personnel. Some of them may be applicable to changing the structure of the staff. These methods include the following:

Extrapolation method, frequently used and simple. Its advantage is its general availability, low cost. Its essence is to transfer the patterns and trends of the past period to the future. The disadvantage of the method is that it is not always possible to take into account changes in the external environment and in the development of the organization. This method good for a short-term enterprise development strategy, for enterprises with a stable structure operating in a stable environment;

relationship method. The essence of this method is to calculate the relationship between the causal factor and the quantity and quality of personnel. For example, the ratio of production workers (number, profession, category) to the annual production plan, as well as the ratio of the number of engineering and technical workers to the number of production workers. When using the method of relations, the stability of the factors that determine changes in the quantitative and qualitative needs is assumed. It is necessary to accurately know or predict the volume and range of goods and services provided. But, as a rule, none of the ratios can remain unchanged in the future. Therefore, there is a need to adjust for factors that are expected to change in the future. Technological and administrative changes can have a significant impact on the change in the structure of personnel;

Method expert assessments. This method is based on the use of expert opinion to change the quantitative and quality characteristics personnel. Usually, chief specialists and heads of departments of the enterprise are involved in the examination. Using their knowledge and experience allows us to give a reasonable assessment of the staff and make a development forecast. The procedure for conducting an examination is influenced by the size of the enterprise and the number of heads of departments.

The considered methods of personnel structure analysis have their disadvantages and advantages. In order to reduce the percentage of error in determining the personnel structure, it is advisable to use an integrated method that would generalize all the above methods. By correlating the results of these methods, we will get a more accurate result for decision making.

Thus, we can conclude that the personnel structure is a set of separate groups of employees united according to some criterion, for example: professional affiliation(professional structure), skill level (qualification structure), age, gender and education (structures by level of education and sex and age), etc.

In order to start such a complex management process as the reorganization of the personnel structure, it is necessary to have a good command (in addition to those considered) of methods for changing the personnel structure, which should be preceded by a deep and detailed analysis of the personnel structure.

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For any organization, enterprise, people management is of paramount importance. Without carefully selected, deployed and professionally trained specialist workers, no organization can achieve its goals. Until recently, the very concept of "personnel management" in the domestic management literature was either absent, or it was discussed in passing, in the context of considering other management problems. Naturally, the issue of anti-crisis personnel management as an integral part of the concept of anti-crisis management has not been developed evenly enough.

To improve management efficiency, it is necessary to find out which categories of employees belong to management personnel. On this issue, researchers, employees of personnel services have no unity of views yet. Some believe that the management personnel include all employees of the organization's management apparatus. Others believe that the basis for resolving the issue of classifying an employee as a management personnel should be based on a functional principle: namely, the content of the basic management functions performed by an employee.

Guided by this criterion, management personnel should include employees who are fully or partially engaged in management activities (managers, their deputies, specialists and technical staff).

However, in the organization's management apparatus there are groups of workers who are not directly involved in managerial work (security personnel, health-improving institutions, drivers of company cars, employees of accounting and settlement services, etc.). This category of workers is the service personnel of the organization.

Without belittling the role of other groups of the administrative apparatus, one should emphasize the decisive influence on the entire management system of the organization of the head of the management body.

In the content of the concept of "head" (manager), in our opinion, the following categories of management workers can be included. First, managers, fully exercise leadership of the organization. Secondly, the concept of a manager corresponds to different categories of heads of departments, services, sections, workshops, in which the full management cycle is also carried out, but on a smaller scale. Thirdly, the category of deputy heads can also be attributed to managers, to a certain extent they are understudies of heads. The deputy head in most cases has the authority of the head, and not only legally, but also in fact.

The leader is the central figure of the management system. He directs the activities of the entire team to achieve the goals set, is personally responsible for the timely adoption and implementation of strategic, operational and other decisions on all vital issues of the functioning and development of the organization. To do this, the leader achieves the necessary coherence of the entire management staff.

The group of specialists is the second most important link in the administrative apparatus. It includes most of the management personnel: economists, technologists, lawyers, sociologists, psychologists, referents, consultants, etc. Distinctive feature This group is that not all, but only part of the signs of managerial work are applicable in its activities. The professional-analytical side is put forward in the first place in their work. Such an essential feature as managerial competence, in relation to the work of a specialist, has a functional specific meaning.

The specialist is not associated with all operations, stages of the management cycle. It does not unify or direct the management process as a whole. For specialists, this is not a characteristic sign of leadership, at least formal. But one should not underestimate the managerial potential of this link of management personnel. The effectiveness of the entire management system is often determined and ensured by the active, creative activity of specialists. A leader (manager), relying on the professional knowledge of specialists, their experience, as a rule, succeeds in achieving the set goals with less material, financial and human resources.

The third major detachment of managerial personnel is the technical personnel of the administrative apparatus. Some essential features of managerial work also apply to this group. Technical staff, on behalf of managers, specialists and under their control, performs certain tasks related to management activities. In addition, the employees of this group provide the general rhythm of the management cycle. With the right guidance, they largely free line managers, management staff specialists from routine, technical operations and enable them to focus on solving the most complex management problems.

The clear flow of information in various areas, bringing the solution to the executors, a lot of small organizational issues. Of course, the division of management personnel into these groups cannot be absolute, since the functions of the three listed categories of the management apparatus are inextricably linked and intertwined. For example, a line manager is called upon, in some cases, to be a specialist, in principle, to know the specific aspects of the activities of the managed organization. We can only talk here about the predominant orientation of the activities of the employees of the administrative apparatus. But such a division is essential in carrying out operations and procedures for the selection, placement of personnel in the management apparatus.

Conducted sociological studies show that the effectiveness of management in public and business structures decreases. This was stated by 71% of respondents in Russia. This is approximately the situation we have in Ukraine. Among the reasons for the decline in management efficiency were named: poor professional training of managers - 48% of respondents, an imperfect system of selection and placement of management personnel - 52% of respondents. Of course, the data of sociological surveys should not be absolutized and extended to all organizations, but they should not be ignored either. It is likely that not everything is going well in our country with the problem of selection, placement and training of management personnel, which cannot but affect the effectiveness of management in general and crisis management in particular.

abstract

Course work contains 46 pages, 8 tables, 2 figures, 39 used sources.

HR, PERSONNEL, ORGANIZATION, LABOR, COMPOSITION, PERSONNEL POLICY, RECRUITMENT, MANAGEMENT, LABOR PRODUCTIVITY, STAFF EVALUATION, MOTIVATION.

The object of research is the Society with limited liability"Combine building products».

The purpose of the course work is to study theoretical aspects formation of personnel, study of the number, composition and structure of personnel in LLC "Building Products Plant" and development of proposals for optimizing the composition and structure of the enterprise's personnel.

During the work we used comparative analysis, factor analysis, monographic.

The degree of implementation is partial.

Scope - in the practice of the personnel service of LLC "Building Products Plant".

Introduction
	Theoretical basis personnel formation at the enterprise
		Enterprise personnel: composition, structure and main categories
		Factors determining the number, composition and structure of personnel
		Indicators of the number and movement of personnel
	Analysis of the number, structure and composition of the personnel of the enterprise LLC "Building Products Plant"
		General characteristics of the enterprise
		Assessment of the number and movement of personnel
		Analysis of the composition and structure of the enterprise's personnel
Conclusion
List of sources used

Introduction

The increased interest in the human factor in the 1960s and 1980s led to the development of the theory and practice of social planning at the enterprise and management of the workforce. An enterprise (organization, firm), being a holistic production - economic system, however, can be represented as a set of its constituent elements (subsystems), naturally interconnected (interacting) with each other. The number of such subsystems can be different and depends on the concept laid down during the decomposition.

In the system of measures to implement the economic reform, special importance is attached to raising the level of work with personnel, putting this work on a solid scientific foundation, using the domestic and foreign experience.

One of the most important problems at the present stage of development of the economy of most countries of the world is the problem in the field of work with personnel. With all the variety of existing approaches to this problem in various industrialized countries, the main most general trends are the following:

Formalization of methods and procedures for personnel selection;

Development of scientific criteria for their evaluation;

Scientific approach to the analysis of needs in management personnel;

Promotion of young and promising employees;

Increasing the validity of personnel decisions and expanding their publicity;

System linking economic and government decisions with the main elements of personnel policy.

The main potential of the enterprise lies in the personnel. What great ideas the latest technology, the most favorable external conditions did not exist, it is impossible to achieve high activity without well-trained personnel. It is the people who do the work, provide the ideas, and allow the enterprise to exist. Without people, there can be no organization; without qualified personnel, no organization can achieve its goals. Personnel management is associated with people and their relationships within the enterprise (organization). It is applicable not only to the spheres of material production, but also to all types of employment.

Today, the main factors of competitiveness are the availability of labor force, the degree of its motivation, organizational structures and forms of work that determine the effectiveness of the use of personnel.

In the 21st century, the success of any business organization in more depends on its employees. A reflection of this in the field of science and education is the rapid development and wide dissemination of knowledge in the field of personnel management.

The relevance of the topic of the course work increases with the increasing role of personnel in modern production, fundamental changes in the content of labor caused by the use new technology, technologies and methods production activities. The functions of ensuring the continuity of the system of units, maintenance and adjustment of equipment have come to the fore.

To increase the role of personnel in modern production, as well as to effectively manage it, it is necessary to change the technologies of labor organization at the enterprise. These changes include, first of all, the wider use of collective forms of labor organization both on the scale of the entire organization - at the macro level, and in all individual departments - at the micro level.

Research in the field of personnel management for a long time was carried out fragmented, within the framework of various sciences: economics, psychology, sociology and others.

This problem is studied in the works of V.P. Pugacheva, A.Ya. Kibanov and D.K. Zakharov, and other authors. In the works of these researchers, an attempt is made to integrate the developed knowledge in the field of personnel management, a set of rules, principles and technologies that can be used by managers in effective management staff.

The purpose of this work is to study the personnel in LLC "Building Products Plant" and develop recommendations for its improvement.

Achieving this goal involves solving a number of tasks:

Study of the theoretical and methodological foundations of personnel management in the enterprise;

Analysis of the state, movement and development of personnel in the Construction Products Plant LLC;

Development of proposals for optimizing the composition and structure of the enterprise's personnel.

1 Theoretical foundations of personnel formation at the enterprise

1.1 Personnel of the enterprise: composition, structure and main categories

Personnel refers to the entire staff of employees. That part of it, which is in the staff of the organization, is called personnel. From the point of view of statistics, personnel (cadres) are characterized by the structure, number, both in general and in individual groups.

From the socio-production point of view, in other words, according to the role that employees play in the organization and in the process of achieving its goals, the same terms refer to completely different concepts.

Personnel is a set of employees of various professional and qualification groups employed at the enterprise and included in its payroll.

Personnel (labor resources) can be called people - "cogs", people - uncomplaining performers, who, in fact, are not much different from machine tools. They just need to be kept “in good condition” (for this it is enough to pay the minimum wages, provide tolerable working conditions and it is not at all necessary to treat them as individuals).

When we talk about personnel, we assume that employees are already treated as people, but people in general, devoid of individual differences, that is, a homogeneous, faceless mass.

But just like personnel, it is no longer possible to manage personnel, one has to take into account that employees need to create comfortable physical, social and psychological working conditions.

Therefore, within the framework of personnel management, in contrast to personnel management, all these issues are given very considerable attention (a favorable moral and psychological climate is being formed, social partnership, conflicts “walk around”, etc.).

Today, personnel is a strategic factor that determines the future of the organization, which turns it into human resources - a set of individuals, each of which has a special personality, intelligence, ability for self-development, creativity. Moreover, if before the activity of workers was determined by the consumption of other resources (primarily machines), today the situation has become diametrically opposite: the effectiveness of their use depends entirely on people.

Transition from personnel management to management by human resourses means movement:

From narrow specialization and limited liability to broad professional and job profiles;

From planned career path to a flexible choice of the trajectory of professional development;

From the control of personnel to the creation of opportunities for its development;

From closed to open selection specialists.

It is the need to take into account the personal factor that leads to the gradual transformation of personnel management into human resource management and serves as the boundary between these concepts.

American experts talk about the cost of acquiring human resources (hiring, training, adaptation, advanced training), replacement cost (retraining, advanced training).

Considering personnel as human resources means:

First, an individual approach to all employees within the common interests of them and the company.

Secondly, awareness of the problem of the shortage of highly qualified personnel, the struggle to attract them.

Thirdly, the rejection of ideas about the staff as a gift that does not require costs from the employer.

Fourthly, analysis and regulation of group and personal relations, personnel potential, conflict management, ensuring the requirements of psychophysiology, ergonomics, and so on.

Finally, workers can be viewed from an economic point of view, namely participation in the creation of the end result, wealth.

The transformation of workers into the main source of the company's wealth has changed their position. They have become elements of human capital - its main asset and the conditions for victory in the competitive struggle.

The list of employees for each calendar day includes both those who actually work and those who are absent for any reason. Part-time workers, employees for one-time and special works recruited on the basis of special contracts, sent to study off-duty and receiving scholarships at the expense of the enterprise, and some others.

The payroll for a certain calendar date includes all employees, including those hired from this date, and excludes all those laid off, starting from it. It consists of three categories of persons:

Permanent - admitted to the organization indefinitely or for a period of more than 1 year under a contract;

Temporary - issued for up to 2 months, and to replace a temporarily absent employee - up to 4;

Seasonal - hired to work that is regularly recurring in nature (for up to 6 months).

Under the personnel structure ( social structure organization) refers to the quantitative ratio between groups of workers, given by the technological and organizational structures of the enterprise. It finds its expression in the staff list, which reflects its normative state.

The personnel structure can be statistical and analytical.

The statistical structure reflects its distribution and movement in the context of categories and groups of positions.

Allocate:

Personnel of the main activities (persons working in the main and auxiliary, research and development departments, management apparatus, engaged in the creation of products, services or servicing these processes);

Personnel of non-core activities (employees of repair, housing and communal services of social sphere divisions).

All of them in their divisions occupy the positions of managers, specialists, workers, and basic information about them is contained in the current reporting.

The analytical structure is determined on the basis of special studies and calculations and is divided into general and particular.

In the context of the general structure, personnel is considered according to such criteria as work experience, education, and profession. The private structure reflects the ratio certain categories workers, for example, "those engaged in hard work with and without the simplest devices", "performing work by hand, not with machines", "performing manual work maintenance of machines and mechanisms”, “employed at machining centers”, etc.

The criterion for the optimal structure of personnel is the correspondence of the number of employees of various job and professional groups to the volume of work performed by them, expressed in the cost of working time. This allows you to minimize labor costs for the performance of relevant functions and increase the reliability of the device.

According to the nature of the labor functions, the personnel is divided into workers and employees.

Workers directly create material values ​​or provide production services. It is customary to distinguish between main and auxiliary workers. The former are engaged in technological processes that change the shape, structure, properties, spatial position of the object of labor. The second ones are related to the maintenance of equipment and jobs in auxiliary units - repair, tool, transport, storage.

The workers also include junior service personnel, who are mainly engaged in the provision of services not related to the main activity (janitors, couriers, cleaners of non-production premises, drivers of personal cars of management and buses transporting employees).

Employees carry out the organization of people's activities, production management, administrative, financial, accounting, supply, legal, research and other functions. Thus, one can speak of managerial and non-managerial employees who do not supervise others.

Employees belong to the professional group of people engaged mainly in mental (mainly intellectual) work. They are combined into several subgroups:

1. Managers, which also include their deputies and chief specialists (for example, chief accountant, chief economist), state inspectors. Together, they form an administration that also includes individuals outside the management who perform support management functions, such as personnel officers.

2. Specialists - employees performing qualified types of professional activities (development of options for solving individual production, technical and managerial problems, the choice and adoption of which is within the competence of managers). These are economists, lawyers, engineers.

Depending on the level of training, specialists of the highest and middle qualifications are distinguished. The first carry out the management of production, technical and creative processes, the second are the responsible performers of the work.

Specialists can be chief, leading or senior and have a category characterized by a number.

A senior specialist, along with the performance of his usual duties as a specialist, can lead a group of colleagues - ordinary performers, not allocated to an independent unit. This guidance is not of an administrative nature, but mainly of coordination and advice. He can also be the sole responsible executor of some work, having no subordinates.

The leading specialist performs the same duties as the senior specialist, but provides additional methodological guidance, and the chief coordinates the work of leading and senior specialists.

3. Other employees related to employees carry out the preparation and execution of documents, accounting, control, economic services (for example, cashiers, clerks, archivists, commandants).

In the West, the following categories of employees are distinguished:

top management;

middle management;

love management;

Engineering and technical personnel and corporate employees;

Workers engaged in physical labor;

Social infrastructure workers.

Occupation of a position requires the possession of an appropriate profession and qualifications.

A profession is understood as a set of special theoretical knowledge, practical skills and experience acquired by a person as a result of special training and work in this area, allowing to carry out the relevant type of activity, as well as occupation.

In Russia, the professions of workers are included in the General Classifier of Professions of Workers, Positions of Employees and Wage Grades (OKPDTR) in accordance with the Unified Tariff and Qualification Handbook of Works and Professions of Workers, and positions management personnel- in accordance with the Unified nomenclature of positions of employees and Qualification guide positions of managers, specialists and employees. The tariff and qualification reference books for each section contain a job description, skill requirements, and, if necessary, examples of work.

Within each profession, specialties are distinguished - types of activities associated with the performance of more limited functions.

Experience and practice link skills, knowledge and skills together, forming qualifications, i.e. degree vocational training necessary to perform these labor functions.

Distinguish between job qualifications and employee qualifications. The first is represented by a set of requirements for those who must fulfill it; the second - a set of professional qualities acquired by a person, which, in particular, are due to:

The level of general and special knowledge and organizational skills (for managers);

Work experience in this or a similar position, necessary for mastering the profession.

Qualification is assigned by a special commission on the basis of a comprehensive examination of the knowledge and experience of a given person and is legally fixed in documents - diplomas, certificates, etc.

According to the degree of qualification, workers are usually divided into the following groups:

Highly qualified - graduated from professional and secondary specialized educational institutions with a training period of 2-4 years;

Qualified - graduated from secondary vocational or technical schools, passed industrial training at enterprises within 6-24 months;

Low-skilled - past industrial training within 2-5 months;

Unskilled - those who have received practical training or on-the-job training for several weeks.

In the West, skilled, semi-skilled and unskilled workers are distinguished.

The higher the qualification of an employee, the less his work lends itself to regulation, control and stimulation.

Highly skilled workers need more social protection, independence, creating conditions for creativity, but at the same time they are ready to bear increased responsibility.

The totality of knowledge and skills, the specific abilities of employees required in a particular labor process, is called professional competence. The following types are distinguished:

Functional (the presence of special knowledge and the ability to implement them);

Intellectual (ability for analytical thinking);

Situational (the ability to act in accordance with the prevailing circumstances);

Social (the presence of communication and integration abilities, the ability to maintain relationships, influence, achieve one's own, correctly perceive and interpret other people's thoughts, express their attitude towards them, conduct conversations, etc.).

1.2 Factors determining the number, composition and structure of personnel

The composition and number of personnel are determined by the list of positions established by the administration to meet the needs of production, depending on its functional, technological and organizational structure. Its qualitative parameters are determined by the requirements for the level of qualification of workers, and its quantitative parameters are determined by the volume of output, labor intensity, complexity of products, the degree of automation and computerization of technological processes.

Usually, personnel is formed purposefully, which allows optimizing its number, professional and qualification structure, ensuring the rational distribution of labor functions and the workload of workers, their composition with functionally different content of labor. The ultimate goal of personnel formation is the creation of a workable workforce.

The number of personnel is determined by the content, scale, complexity, labor intensity production processes, the degree of their mechanization, automation, computerization.

When calculating the number of personnel based on statistical methods and expert assessments, the following are used:

The amount of time required to complete the work;

Number norms;

Coefficient of conversion of the turnout number into the payroll;

The amount of useful time fund;

Service standards, etc.

These factors set its normative (planned) value, which in practice is almost never achieved. Therefore, the staff is more objectively characterized by the payroll (actual) number, i.e., the number of employees who officially work in the organization at the moment.

Almost any organization is constantly in need of staff, which puts on the agenda the task of attracting and selecting people with the right qualities. At the same time, it is impossible to recruit new employees unnecessarily, i.e. according to the principle “if there was a person, there would be work”.

The starting point for attracting personnel is the emergence of vacancies for certain positions and jobs. They are formed as a result of dismissal, the opening of a new direction of work, overload current employees movement, etc.

The decision to hire a new employee or choose from an existing one is influenced by:

Complexity, uniqueness of the work;

Availability personnel reserve and staff development programs;

The financial capabilities of the company;

Features of personnel policy.

The recruitment process is costly, and appointment errors make it even more expensive. At the same time, the selection of successful employees increases the profitability of the work and the prestige of the company, reduces turnover.

The quality of the recruitment, i.e., an approximate assessment of the level of hired workers, is characterized by the following indicators:

Percentage of employees (out of those recruited) who are promoted;

Percentage of workers remaining at work after one year.

There are several recruitment models:

1. Reliance on own personnel, internal promotion of interested employees focused on the values ​​of the organization and devoted to it. Replenishment of personnel is carried out only at the expense of intelligent young specialists. This ensures high stability of the team, low satisfaction of people with their position.

2. Recruitment of personnel at all levels outside the organization. This provides a high intellectual potential, but a commitment to the profession, not to the organization. Such a model, called a "sports team", is typical for firms with an aggressive strategy (for example, investment companies). The main motivating factor here is the reward for individual performance.

3. The combination of a core of permanent and temporary workers is typical for organizations with seasonal and uneven workload or operating on project principles.

4. Constant attraction of young specialists for all positions, payment for long-term results and qualifications. This model is characteristic of firms operating in the field of high technologies at the forefront of scientific and technological progress.

In Japanese companies, special booklets are compiled annually, indicating all vacancies and a person has the right to choose a position of interest to him. The leader then decides if relocation is possible and what is required. In this case, a “domino” situation may arise, and the number of relocations for internal hiring will exceed the number of vacancies by several times.

Methods of attracting personnel can be active and passive. Active ones are usually resorted to when the demand for labor, especially skilled labor, exceeds its supply in the labor market and it is necessary, as they say, to intercept the worker. In the West, they seek to attract as many applicants as possible to the organization, but at the same time tighten the requirements for the selection, "screening" of candidates.

There are the following types of such methods:

First, direct targeted recruitment based on the establishment of contacts by the organization with those who are of interest to it as social workers to generate interest in a new job.

Recruitment is done:

1. In educational institutions (the advantage here is that the candidates are "unspoiled" and they do not need to be "broken", but it is enough to create favorable conditions for growth).

The Hewlett-Packard firm, for example, has contacts with a hundred colleges and universities, where special teams of recruiters (1-3 people) are sent, in total about 1000 people.

2. Competitors: hiring consultants - "bounty hunters" - find candidates based on personal contacts, databases, etc., and establish contact with them.

3. In state employment centers (they provide people of mass professions with medium or low qualifications).

4. In private recruitment agencies (which, however, is very expensive), workers are predominantly with highly qualified specialists. Most often, such agencies are of two types:

Personnel (looking for work for individuals);

Recruiting (looking for employees for organizations).

5. With the help of personal contacts of working employees (this is relatively cheap, provides additional guarantees of quality and compatibility, but does not allow reaching a large number of candidates).

6. According to notes, calls "from above" or from those to whom they are obliged, with whom they do not want to spoil relations ("behind the scenes" attraction).

7. On special Internet sites or on the company's own websites, personal internet- pages. Employers can also send job listings via email.

Secondly, the organization of presentations. They are usually attended by passers-by or people living nearby, usually from among those who are looking for additional income.

Thirdly, participation in job fairs. The latter are usually organized by local authorities mainly for the employment of people of mass professions who want to find or change jobs.

Fourth, holding holidays and festivals. The latter are designed to attract the attention of highly qualified workers who are interested in this particular organization.

Passive methods of attracting personnel are resorted to with a high supply of labor. These include placing ads in external (including foreign) media. Goals advertisement: to attract suitable candidates, to interest them in the organization and the proposed work, to facilitate contact with the firm, to obtain desired result at minimal cost.

1.3 Headcount and movement indicators

A whole system of indicators is used to influence the labor potential of an enterprise on financial results. The quantitative characteristic of the personnel is measured, first of all, by such indicators as the payroll, attendance and average payroll number of employees.

The headcount is the number of employees on the payroll on a certain date, taking into account the employees hired and retired on that day.

The turnout number includes only workers who came to work.

To determine the number of employees for a certain period, the average headcount indicator is used.

The average number of employees per month is determined as the quotient of dividing the sum of all list data for each day by the calendar number of days in the month. At the same time, on weekends and holidays, the list number of employees for the previous date is shown. The average number of employees for the quarter (year) is determined by summing the average monthly number of employees for all months of the enterprise in the quarter (year) and dividing the amount received by 3 (12) .

The movement of employees at the enterprise (turnover) is characterized by the following indicators:

The hiring turnover ratio is the ratio of the number of all hired employees for a given period to the average number of employees for the same period;

The retirement turnover ratio is the ratio of all retired employees to the average number of employees on the payroll;

The staff turnover rate is the ratio of those who left the enterprise by disrespectful reasons(at the initiative of the employee, due to absenteeism, etc.) to the average headcount (determined for a certain period).

The calculation of the number of employees is the most important task of determining the reasonable need for personnel to ensure an uninterrupted production process at the enterprise.

Scheduled calculations for each category of workers are carried out using various methods for determining the required number of workers.

The estimated number of industrial and production personnel for the planning period is determined based on the base number (Nb), the planned index of change in production volume (Jq) and relative savings the number obtained as a result of factorial calculations of the growth of labor productivity (EP):

Chpp = Chb Jq EP, (1.1)

The number of main workers employed in non-standardized work, as well as auxiliary workers, is calculated according to service rates, taking into account shift work.

When compiling the balance of working time, the number of days or hours that each worker should work during the planned period, the number of days of absence from work, the average working day of one average worker are determined.

In the balance of working time, three categories of time fund are distinguished: calendar, nominal and effective. The calendar fund is equal to the number calendar days planning period, and the nominal - subject to continuous production- calendar, taking into account the deduction of days off and public holidays. The nominal fund, minus absences due to illness, vacations and the performance of public and state duties, is efficient fund working time.

The number of managers, specialists and employees is calculated for each function by the method of direct normalization or the method of correlation dependence. The heads of enterprises, when determining the number of managerial personnel, can be guided by standard staffing tables developed by research institutes.

The number of non-industrial personnel does not depend on the number of industrial and production personnel and is determined separately for each type of activity, taking into account the specifics (children's institutions, housing and communal services, utility Agriculture etc.).

2 Analysis of the number, structure and composition of the personnel of the enterprise LLC "Building Products Plant"

2.1 General characteristics of the enterprise

Construction Products Plant Limited Liability Company, established on the basis of a decision of the Board of Directors of OJSC Design and Construction Holding Company Saranskstroyzakazchik (Minutes No. 33 dated December 23, 2002), registered by the Interdistrict Inspectorate of the Ministry of Taxation of Russia No. 1 for the Republic of Moldova on December 30, 2002 behind the main state registration number 1021301069107 (certificate ser.13 No. 000110773).

The founder of the company is OJSC Design and construction holding company "Saranskstroyzakazchik", registered by the Decree of the Administration of Saransk No. 861 dated June 27, 1994 and the Inspectorate of the Ministry of Taxation of Russia for the Leninsky District of Saransk RM on September 02, 2002 under the main state registration number 1021300973286 (certificate series 13 No. 000730719), TIN 1325019366, postal address: 430000, RM, Saransk, Sovetskaya st., 52. The founder has a 100% share in the authorized capital of the Company.

The Society was established to meet the needs of the market for building materials, as well as to make a profit in the interests of the Founder.

The Company is a subsidiary of OJSC Design and construction holding company Saranskstroyzakazchik.

The subject of the Company's activities is the production and sale of building materials.

The Company, in accordance with the procedure established by law, carries out the following main activities:

Production of building materials, structures and products;

Execution of construction and installation works;

Execution of work on overhaul buildings and structures;

Performance of work on the reconstruction of buildings and structures;

Performance of repair and construction works;

Performance finishing works;

Trading activity.

The authorized capital of the Company is determined in the amount equal to the amount authorized capital Woodworking Plant LLC and KSI LLC before joining Woodworking Plant LLC and amounts to 150,000 (one hundred and fifty thousand) rubles.

The mission of the enterprise is to meet the needs of the population of the city of Saransk and other settlements Republic in quality products.

The main goal of the plant is the creation of a profitable enterprise for the production of competitive products (products) of a high quality level and the provision of various kinds of services to consumers on the basis of a constant increase in personal interest, including material, direct participants in production, its employees. Achieving this goal is impossible without comprehensive consideration of the growing demands of consumers, suppliers, the state and all those whose interests are close to the manufacturer. By acting fairly, honestly and reasonably with all those with whom a manufacturer deals, the interests of participants, employees and the long-term profitability of the enterprise can be best protected.

If you act according to this scheme, the enterprise can successfully and effectively solve a whole system of interrelated goals, namely:

Provide consumers with a variety of construction products and services High Quality;

Drive sales and profit growth, achieve sustainable financial position enterprises and the steady increase in capital income;

Maintain competitiveness by improving the quality of products, reducing production costs, improving pricing policy, constantly comparing the results achieved with market realities;

Continuously improve management practices, both in terms of setting goals and measuring results achieved;

To create and maintain at the enterprise such a business atmosphere and such relationships that will contribute to the achievement of a high level of satisfaction with the results of their own work by each, individually and by all employees of the enterprise, a sense of pride in being involved in it.

Goals are always achieved under certain restrictions, which can be set by the enterprise itself and act from the outside. Therefore, the next step is to analyze external environment enterprises. The main purpose of the analysis is to study the demand for products and form a portfolio of orders. depends on the portfolio of orders productive capacity enterprise and the degree of its use in the process of further activities. If the demand for products falls for any reason, then the portfolio of orders decreases accordingly, there is a decline in production, the cost of production increases, losses and the enterprise may become bankrupt. Therefore, the analysis of demand for the profile products of the enterprise is of great importance. This is one of the most important and responsible stages of market research.

The study of demand is closely related to the assessment of the risk of unclaimed products, which arises from the refusal of consumers to buy it. It is determined by the amount of possible material and moral damage to the enterprise. Each enterprise must know the amount of losses if some part of the product is not sold. To avoid the consequences of the risk of unclaimed products, it is necessary to study the factors of its occurrence in order to find ways to prevent or minimize losses.

The organizational structure of the enterprise is shown in Figure 2.1.

Figure 2.1 - Organizational structure of the enterprise

Based on the organizational structure of the enterprise, a staffing plant. By type, the management structure is linear.

The director of the plant carries out general management of the personnel of the enterprise.

The functions of the director include:

Timely provision of the organization with the necessary number of workers, managers, specialists and employees of the required specialties and qualifications;

Improving the quality of the workforce, managers, specialists and employees;

Accounting and analysis of the movement of personnel;

Organization of work with a reserve leadership;

Preparation and certification of managers, specialists and employees;

Strengthening labor discipline and reducing staff turnover;

Keeping records of personnel, registration and storage of personnel documentation.

The main structural subdivision of Construction Products Plant LLC is a workshop.

2.2 Evaluation of the number and movement of personnel

The volume of work with personnel depends on the number of personnel, as the analysis of the data in Table 2.1 shows, the number of personnel in the enterprise is increasing every year. As of 01.01.2010, the number of personnel amounted to 293 people, it should be noted that the number of personnel increased by 74.4% compared to 2005. Growth occurred in all categories of personnel.

Table 2.1 - Average number of employees

Figure 2.2 clearly demonstrates the dynamics of the number of personnel by years.

Figure 2.2 - Dynamics of the number of personnel of LLC "Building Products Plant"

The analysis of the payroll number of personnel for hiring-dismissal, turnover, showed that the dismissal does not exceed the number for hiring employees. As a result of the constant hiring and dismissal of employees, the composition of the enterprise's personnel and turnover are constantly changing (table 2.2).

Table 2.2 - Movement of personnel

The hiring turnover ratio in 2009 is 18%, and the exit turnover ratio is 9%, from which we can conclude that the number of both hired and retired decreased compared to 2008. However, the increase in the acceptance rate is much greater than the increase in the turnover rate on disposal. This means that the average number of employees has increased by 28 people. It is also clearly seen that the turnover ratio for admission and the turnover ratio for retirement are gradually decreasing, which indicates the constancy of staff.

Staff turnover is a necessary channel for the movement of labor. It becomes a problem if it becomes excessive (10 - 25% or more per year). As of January 1, 2010, the staff turnover rate was 8.87%, which indicates a relatively stable situation in the workforce of the plant. However, it should be noted that in 2009 the staff turnover was lower than in 2006-2008.

Analysis of data for the period 2006 - 2009 on hiring and dismissal showed that the main reason for the dismissal of employees is own wish-72.25%, the next reason is dismissal for absenteeism (Table 2.3)

Table 2.3 - Data on the reasons for dismissal for 2006 - 2009

The main reasons for the dismissal of the main workers are dissatisfaction with the conditions and regime of work, wages.

2.3 Analysis of the composition and structure of the personnel of the enterprise

In the structure of the number of personnel, the share of workers as of 01.01 is predominant. 2010 - 78.81%. AT last years there has been a trend towards a decrease in the share of the number of workers from 83.93% in 2005 to 78.11% in 2009 (Table 2.4).

Table 2.4 - The structure of the personnel of LLC "Building Products Plant"

The main professions at the plant and the number of workers by category are presented in Table 2.5. The most demanded profession is the lumber stacker.

Table 2.5 - Main professions of workers

An analysis was made of the payroll number of employees by length of service and age.

By experience:

Less than 1 year of all employees of LLC "Combine of construction products" work - 11.4%.

The proportion of employees who have worked in the analyzed units from 1 to 3 years is 56%.

The maximum share is the age group of workers from 40 to 50 years old - 34.6%.

The proportion of workers under the age of 20 is 1.5%, over 60 years is 2.3%.

Among the employees of the analyzed units, the proportion of people aged 20 to 50 years is 77.5% (Table 2.6).

Table 2.6 - The share of young people in the total number of employees

The composition of the engineering and technical staff includes 64.3% - managers; 33.6% - specialists; 2.1% - employees. The share of engineering and technical personnel working in LLC "Building Products Plant" for up to 1 year is not large, it is 2.6% of the total number of employees analyzed. Employees, aged 40 to 50 years, make up the main backbone of engineering and technical personnel in LLC "Building Products Plant". The proportion of young people under the age of 30 is 15.1% of the total number of analyzed workers. The share of specialists over the age of 60 is not large (3.3%).

Table 2.7 - Qualification level of personnel

Table 2.8 - Level of staff education

The majority of engineers working in departments have higher (87.8%) education and secondary special education (24.3%).

One of the directions for improving the formation personnel enterprises is to improve the selection of candidates. Selection of candidates for vacant position must be made from among the applicants by evaluation business qualities candidates. At the same time, it is advisable to use a special methodology that takes into account the system of business and personal characteristics, covering the following groups of qualities: 1) social and civic maturity; 2) attitude to work; 3) level of knowledge and work experience; 4) organizational skills; 5) ability to work with people; 6) ability to work with documents and information; 7) the ability to make and implement decisions in a timely manner; 8) moral and ethical character traits.

The first group includes the following qualities: the ability to subordinate personal interests to the public; the ability to listen to criticism, be self-critical; actively participate in social activities; have high level political literacy.

The second group covers the following qualities: a sense of personal responsibility for the task assigned; sensitive and attentive attitude towards people; diligence; personal discipline and exactingness to observe discipline by others; level of aesthetics.

The third group includes such qualities as qualifications corresponding to the position held; knowledge of the objective foundations of production management; knowledge of advanced management practices; work experience in this organization (including in a managerial position).

The fourth group includes the following qualities: the ability to organize a management system; the ability to organize your work; possession of advanced management methods; ability to conduct business meetings; the ability to self-evaluate their capabilities and their work; the ability to assess the capabilities and work of others.

The fifth group includes the following qualities: the ability to work with subordinates; ability to work with leaders of different organizations; the ability to create a cohesive team; the ability to select, arrange and fix frames.

The sixth group includes such qualities as the ability to briefly and clearly formulate goals; the ability to write business letters, orders, instructions; the ability to clearly formulate instructions, issue tasks; knowledge of the capabilities of modern management technology and the ability to use it in their work; ability to read documents.

The seventh group is represented by the following qualities: the ability to make decisions in a timely manner; the ability to ensure control over the execution of decisions; the ability to quickly navigate in a difficult environment; ability to resolve conflict situations; the ability to observe mental hygiene, the ability to control oneself; self confidence.

The eighth group combines such qualities as the ability to see the new; the ability to recognize and support innovators, enthusiasts and innovators; the ability to recognize and neutralize skeptics, conservatives, retrogrades and adventurers; initiative; courage and determination in maintaining and implementing innovations; courage and ability to take reasonable risks.

The ninth group includes: honesty, conscientiousness, decency, adherence to principles; balance, restraint, politeness; persistence; sociability, charm; modesty, simplicity; neatness and neatness appearance; good health.

In each specific case, those positions that are most important for a particular position and organization are selected from this list (with the help of experts), and specific qualities are added to them that an applicant for this position should possess. specific position. When selecting the most important qualities to determine the requirements for candidates for a particular position, one should distinguish between the qualities that are necessary when applying for a job, and the qualities that can be acquired quickly enough, having become accustomed to the work after being appointed to a position.

After that, the experts work to determine the presence of qualities in candidates for a vacant position and the degree of possession of them by each candidate for each quality. The candidate who best possesses all the qualities necessary for a vacant position, occupies this position.

In order to correctly determine the selection criteria, it is necessary to clearly formulate the qualities of an employee necessary for the corresponding type of activity. Criteria should be formed in such a way that they comprehensively characterize the employee: experience, health and personal characteristics. “Reference” levels of requirements for each criterion are developed based on the characteristics of employees already working in the organization who are doing their jobs well.

To improve the current system of selection, placement, training and advanced training of personnel, improve the style of work of personnel services and ensure control over the implementation of planned activities, personnel planning should be carried out at the enterprise. The annual plan of work with personnel is developed taking into account production tasks organizations, the introduction of effective forms of management, organization and stimulation of labor, etc. The draft plan provides for specific activities; persons responsible for execution and deadlines. The approved annual plan is communicated to the heads of their departments, organizations, which, on its basis, draw up a plan for working with the personnel of the department.

The annual plan includes the following main areas of work with personnel:

Recruitment, staffing, training and advanced training of workers;

Work with management, engineering and scientific personnel;

Consolidation of personnel and strengthening of labor discipline;

Organizational events.

The structure of the annual plan of work with personnel of LLC "Building Products Plant" (2010):

1) Recruitment, staffing, advanced training of workers:

Take part in the work of the qualification commission for the assignment of categories, classes, and categories;

Draw up and approve the nomenclature list of positions of LLC "Building Products Plant" in accordance with the tariff and qualification requirements;

Carry out certification of employees who have received an assessment with recertification in a year.

2) Work with managerial, engineering and scientific personnel:

Summing up the results of the certification of management personnel and specialists;

Continue work on staffing with qualified personnel in accordance with the nomenclature list of positions;

Conduct an analysis of the qualitative composition of management personnel and specialists in terms of education, length of service and age (improvement of the qualitative composition);

Continue the work of the commission on going abroad for study and internship;

Continue work to improve the skills of managers and specialists;

Organize training for managers and specialists in connection with the introduction of new equipment and technical processes.

3) Consolidation of personnel and strengthening of labor discipline:

Conduct an analysis of the state of labor discipline and staff turnover in LLC "Building Products Plant";

Continue work on the submission of materials on the appointment of pensions to employees of LLC "Building Products Plant" for old age, in connection with disability, for the loss of a breadwinner, etc.;

Maintain constant control over the provision and observance of the vacation schedule for 2010.

4. Organizational measures:

Provide methodological and legal assistance for questions personnel work and record keeping;

Listen to heads of departments on HR issues.

In LLC “Building Products Plant”, in order to increase the efficiency of personnel management, it is advisable to take measures to improve the system of selection, placement, training, retraining and advanced training of personnel.

Planning for the need for personnel and staffing with qualified personnel is carried out on the basis of the nomenclature list of positions of LLC “Building Products Plant”, as well as based on: the tasks of the organization related to its reconstruction; replacement of retired workers, replacement of practitioners with graduates.

Relations to job responsibilities- the most important indicator of the efficiency of the entire enterprise as a whole. Conscientious labor is, first of all, productive labor. Non-execution, weak return during working hours is a problem of any work collective. In market conditions, much depends only on the labor efforts of a particular person.

The main tasks of educating employees with respect for work are:

1) Carrying out explanatory work and bringing to each employee the essence of the ongoing socio-economic policy of the management of LLC “Building Products Plant”, all changes and events. One of the methods of this work is the system of information and economic education on various topical issues.

2) Formation by all methods of ideological influence and material incentives among workers of the vital need for highly productive work, performance and labor discipline, production of quality products, and maximum profit.

As a result, the following goals are achieved:

a) each employee is aware of his place in the complex mechanism of the giant enterprise;

b) the priority goals of the native enterprise;

c) their role in a market economy;

G) performance discipline- the key to success, weak labor returns - the way to the labor exchange.

Compliance with labor discipline is one of the important elements in educating workers to respect work.

The role of labor discipline is increasing every year due to the complexity of all production processes, therefore the Internal Labor Regulations are the law for every employee of Construction Products Plant LLC.

Labor discipline is a guarantee of highly productive work and successful implementation of the plan. Purposeful work is carried out in all departments to strengthen labor discipline. One of the areas of this work is a constant analysis of the state of growth-decrease in violations of labor discipline in labor collectives. The Human Resources Department is in close contact with the Human Resources Deputies on this issue.

The discipline management system and the education of employees of a respectful attitude to work is based not only on the registration of violations and punishments, but also on the development of a set of measures aimed at reducing them.

A set of measures aimed at reducing cases of violations of labor discipline:

Conversation with employees who violated the rules of internal labor regulations; the work of commissions for work with violators of labor discipline, carried out in structural divisions;

Conducting scheduled production meetings, where discipline issues are one of the priorities;

Hearing of the heads of structural divisions, deputies for work with personnel on issues of strengthening labor discipline;

Material and moral incentives for conscientious and high-quality work to an employee who does not have violations of labor and production discipline.

Labor discipline is one of the main components of the well-being of Construction Products Plant LLC, therefore, work to strengthen it should be carried out in all areas, from the plant director to the middle manager: foreman, foreman. Only then will there be a return. And for this it is necessary to bring to personal responsibility the direct supervisors of violators of labor and production discipline. This will help to strengthen discipline in labor collectives.

Conclusion

The staff of an enterprise (firm) is a set of individuals who are with the firm as a legal entity in relations regulated by an employment contract. It is a team of workers with a certain structure corresponding to the scientific and technical level of production, the conditions for providing production with a labor force and established regulatory and legal requirements.

Construction Products Plant LLC was established to meet the needs of the market for building materials, as well as to make a profit in the interests of the Founder. The founder of the Company is OAO Design and construction holding company "Saranskstroyzakazchik".

The amount of work with personnel depends on the number of employees. The number of personnel as of 01.01.2010 amounted to 293 people, it should be noted that the number of personnel increased by 74.4% compared to 2005. Growth occurred in all categories of personnel.

In the structure of the number of personnel, the share of workers as of 01.01 is predominant. 2010 - 78.81%. In recent years, there has been a tendency to reduce the share of the number of workers from 83.93% in 2005 to 78.81% in 2009. Staff turnover is a necessary channel for the movement of labor. It becomes a problem if it becomes excessive (10-25% or more per year). As of January 1, 2010, the staff turnover rate was 8.87%, which indicates a relatively stable situation in the personnel of the plant. However, it should be noted that in 2009 the staff turnover was lower than in 2006-2008.

One of the ways to improve the formation of the personnel of the enterprise is to improve the work on the selection of candidates. The selection of candidates for a vacant position should be made from among the applicants by assessing the business qualities of the candidates. At the same time, it is advisable to use a special methodology that takes into account the system of business and personal characteristics, covering the following groups of qualities: 1) social and civic maturity; 2) attitude to work; 3) level of knowledge and work experience; 4) organizational skills; 5) ability to work with people; 6) ability to work with documents and information; 7) the ability to make and implement decisions in a timely manner; 8) moral and ethical character traits.

AT term paper developed a methodology for assessing the business and personal qualities of managers.

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