Also, the organizations in question need to develop a regulation. Regulations on the structural unit

Bureau (sector, group) layoffs

Bureau (sector, group) of accounting

Bureau (sector, group) for work with workers and employees

3. The distribution of duties between the employees of the bureau (sectors, groups) is carried out by the head of the personnel department.

4. Chief specialists (heads) of the bureau (sectors, groups, etc.) as part of the personnel department, other employees of the department are appointed to positions and dismissed from positions by order of the director of the enterprise on the proposal of the head of the personnel department.

5. Employees of the department in their activities are guided by job descriptions.

III. Tasks

1. Selection, placement and education of personnel.

2. The study of the business and moral qualities of workers in their practical activities.

3. Personnel accounting.

4. Ensuring the rights, benefits and guarantees of the employees of the enterprise.

5. Condition monitoring labor discipline at the enterprise.

IV. Functions

1. Development of personnel policy and enterprise strategy.

2. Development of forecasts, determination of the current need for personnel and sources of its satisfaction based on the study of the labor market.

3. Staffing the enterprise with workers, employees and specialists of the required professions, specialties and qualifications in accordance with the goals, strategy and profile of the enterprise, changing external and internal conditions of its activities.

3. Formation and maintenance of a data bank on the quantitative and qualitative composition of personnel.

4. Selection and selection of employees together with the heads of interested departments and making appropriate proposals for their appointment to the specified positions, execution of orders for employment and other necessary documentation for this.

5. Development of proposals for employment on a competitive basis in accordance with the procedure established by law, preparation and organization of the work of the competitive commission.

6. Informing employees within the enterprise about available vacancies, using funds mass media for posting job advertisements.

7. Establishing direct links with educational institutions and employment services.

8 Registration of admission, transfer and dismissal of employees in accordance with labor legislation, regulations, instructions and orders of the head of the enterprise.

9. Accounting for personnel.

10. Issuance of certificates on the current and past labor activity of employees.

11. Reception, filling, storage and issuance of work books.

12. Maintaining the established personnel documentation.

13. Preparation of materials for the presentation of personnel for incentives.

14. Preparation of materials to bring employees to material and disciplinary liability.

15. Placement of personnel based on an assessment of their qualifications, personal and business qualities.

16. Control over the correct placement of employees and the use of their labor in the structural divisions of the enterprise.

17. The study of professional, business and moral qualities of employees in the course of their work.

18. Organization of certification of employees of the enterprise, its methodological and information support, participation in the analysis of the results of certification, the implementation of constant monitoring of the implementation of decisions of the certification commission.

19. Preparation of the necessary materials for consideration by the seniority commission.

20. Preparation of relevant documents on pension insurance and their submission to the social security authorities.

21. Issuance of certificates of work at the enterprise, the position held and the amount of wages.

22. Ensuring social guarantees for workers in the field of employment, compliance with the procedure for employment and retraining of redundant workers, providing them with established benefits and compensations.

23. Drawing up vacation schedules, accounting for the use of vacations by employees, registration of regular vacations in accordance with approved schedules and additional vacations.

24. Registration and accounting of business trips.

25. Timesheet.

26. Monitoring the state of labor discipline in the divisions of the enterprise and compliance with internal regulations by employees.

27. Analysis of staff turnover.

28. Development of measures to strengthen labor discipline, reduce staff turnover, loss of working time, control over their implementation.

29. Consideration of complaints and statements of employees on issues of admission, relocation and dismissal, violations of labor laws.

30. Taking measures to identify and eliminate the causes that give rise to employee complaints.

The structural unit of an organization is certain part an enterprise that is focused on performing individual tasks in accordance with job descriptions, the charter and other local regulations. About what a structural unit of an organization is, why they are needed and how they are provided legal regulation, should be known to every employer and specialist.

What is a structural unit of an organization - legal regulation

The concept of a structural unit of an enterprise defines it as individual unit, which unites certain jobs and the employees who occupy them, which has a certain independence within the organization. The division into structural units allows for effective delegation of labor, simplifies the management of personnel and the entire enterprise as a whole. That is why, without division into structural units, effective conduct of activities is possible only in organizations related to small businesses.

Legislation, in turn, does not regulate the activities of individual structural units in any way, does not highlight their features and does not provide any legal mechanisms associated with this aspect of labor relations. Therefore, employers have the right to independently organize the separation of various teams and structures within the enterprise, without unnecessary restrictions on regulatory and procedural issues.

Branches and affiliated companies are not considered structural units of the organization. Key Features structural divisions lies precisely in the fact that they are allocated strictly within the company, are not independent and cannot exist in isolation from the business entity as a whole.

Accordingly, the structural divisions of the organization cannot have the characteristics of an independent business entity. That is, certain principles must be observed in relation to them:

• The employer must not notify the regulatory authorities or trade unions about the creation or disbandment of structural units, their reformatting, until changes are made in the actual workplaces.
• Structural divisions are not registered in tax authorities and insurance funds.
• Separate financial statements in relation to the structural divisions of the enterprise are not kept. Also, they are not assigned separate statistical codes. The activity of structural divisions is reflected in the general balance sheet of the enterprise.

The legislation does not provide for and does not allow the possibility of opening separate bank accounts for individual structural divisions of the company.

Types of structural divisions of the organization

Since the concept of structural divisions of an organization is not enshrined in legislation, the questions of the name, as well as the specific goals and objectives facing these divisions, may have different answers. But in most cases in personnel office work established main names are used, which can greatly simplify the creation of an effective system for the distribution of duties and personnel management in the enterprise. So, examples of the names of the structural divisions of the organization, along with their main tasks and functions, may look like this:

In addition, other types of structural units within the enterprise can also be distinguished. So, for production, there is often a division into separate workshops. There is also a division into sectors, sections and groups - these structural units determine specific work and areas of work, as well as the areas of responsibility of employees.

The division into structural divisions in the enterprise suggests that many employees can simultaneously be included in various divisions and at the same time be members of several of them. So, for example, a builder-repairer may belong to the department overhaul, which, in turn, will be included in the economic department of the enterprise. At the same time, a colleague of this builder, in a similar position, can work at the first service site with one team, and the builder himself can work at another site with other responsible persons.

How to create a structural unit - procedure

The employer, as mentioned earlier, independently decides on the introduction of various structural units and on the regulation of their activities. At the same time, the main document on the basis of which the this system personnel management is a regulation on a structural unit or another internal document similar in meaning. Content this provision not regulated, but traditionally includes:

• General information about the enterprise and the planned actions, the purpose of creating organizational structures.
• Specific information on the number of employees - both for the enterprise as a whole and for the planned divisions.
• Tasks and functions of the created structural divisions.
• Direct appointment of leadership in them or the creation of mechanisms for appointing leadership.
• The order in which the relationship between different units is carried out.
• Determination of the collective responsibility and responsibility of the heads of departments within the organization.
• The procedure for liquidation, merger and other actions that change structural divisions.

The regulation on a structural subdivision can be created either one-time, when introducing this system, or supplemented later or adopted anew when additional subdivisions are created. The most convenient way will be when the main document contains only the main principles of the system of structural divisions, and each individual division is put into operation and regulated within the enterprise by separate ones.

The main task of the employer when creating structural units at the enterprise is the most accurate and clear indication of the functions of this structure. So, when specifying functions, you should pay attention to the following nuances:

To avoid the most common mistakes, it would not be superfluous to pay the attention of employers to the main requirements for structural divisions:

• Each unit must have a clearly marked hierarchical structure providing subordination in the enterprise.
• The legal basis for the activities of the unit should provide this unit with the opportunity to act flexibly and not be fixed in a rigid framework - otherwise there will be no point in the division of labor.
• The size of the units should correspond to the capabilities of the leader. At the same time, it is necessary to understand that the optimal size in most cases is the size of structural units from 5 to 20 people, but no more, and no less.

In large and medium-sized organizations, management functions are performed by independent units, sometimes territorially isolated and having economic and administrative independence. In order to effectively coordinate their activities, their activities should be regulated by the regulation on the unit, approved by the head of the organization. For small enterprises, where officials implement the functions and tasks of management, it is enough to develop job descriptions.

The regulation on the structural unit is the main regulatory document that regulates the purpose and place of the unit in the enterprise, its structure, the main functions and tasks of management, the rights, responsibilities and forms of incentives for employees of the unit. The regulation on the subdivision is developed and signed by the head of the subdivision, agreed with the competent officials, communicated to the employees against receipt indicating the date of familiarization and approved by the head of the organization indicating the date and sealed.

The initial data for the development of the Regulations on the subdivision are: organizational structure, functional structure, staffing of the organization, classifier of management functions, managerial labor standards, standard provisions on subdivisions, workflow schemes.

The regulation on the structural unit consists of five sections:

1. General part.

2. Functions and tasks.

3. The rights of divisions.

4. Responsibility of departments.

5. Encouragement of units.

APPROVE

CEO

V.V. Klochay

Regulations on the Directorate for the personnel of the enterprise1

General provisions

1.1. This provision is an internal company document of JSC "Zavolzhsky Motor Plant" (hereinafter referred to as the Enterprise), which defines the functions of personnel management. The HR Directorate is an independent structural subdivision of the enterprise.

1.2. The purpose of the Human Resources Directorate is: “To meet the needs of the enterprise in qualified personnel capable of efficiently and effectively solving the assigned tasks; creation of necessary conditions for motivated and productive work.

1.3. The main tasks of the HR Directorate are:

1.3.1. Development and implementation of a personnel management strategy and personnel policy.

1.3.2. Meeting the needs of the enterprise in qualified personnel (selection, evaluation, placement).

1.3.3. Development of human resources, personnel (adaptation, training).

1.3.4. Ensuring effective organization of work.

1.3.5. Ensuring the motivation and needs of staff.

1.3.6. Management of social development of the enterprise team.

1.3.7. Social protection of employees.

1.4. The Directorate is headed by the HR Director, who is appointed to the position by order of the General Director of the enterprise based on the decision of the Board of Directors on a contract basis. The Human Resources Director is a member of the Executive Directorate and belongs to the top managers.

1.5. A person with a higher professional (engineering, economic or legal) education and at least 5 years of experience in managerial positions is appointed to the position of HR Director. The HR Director reports directly to the General Director and replaces him for the period of absence by order in accordance with the rank of the senior manager.

1.6. The Human Resources Department includes:

personnel department,

management of the organization and remuneration,

department of social and labor relations,

staff development and training center.

The diagram of the organizational structure of the directorate is shown in fig. 2.3.2.

Note: Total number - 175 staff units, including: managers - 42 units, specialists - 107 units, employees - 3 units, workers - 23 units.

Rice. 2.3.2. Scheme organizational structure Directorate for Personnel of OAO Zavolzhsky Motor Plant (2003)

1.7. The Human Resources Department in its work is guided by:

The current legislation of the Russian Federation (Civil Code of the Russian Federation, Labor Code Russian Federation, the Tax Code of the Russian Federation, etc.).

Charter of the Company, orders, orders and instructions CEO and enterprises.

1.7.3. security standards environment and labor safety.

1.7.4. The philosophy of the enterprise, the collective agreement, the internal labor regulations and other local regulations of the enterprise.

Methodological, regulatory and other guidance materials regulating the activities of the HR Directorate.

Requirements international standards ISO 9000-9002, ISO 14001 and internal standards quality.

The present position.

1.8. The reorganization of the personnel directorate is carried out by order of the general director of the enterprise on the basis of:

decisions of the board of directors;

administrative document of the executive directorate;

changes in the nature and volume of production and economic activities;

Deciding on the need to optimize the number of personnel or improve the organizational structure of management.