Stages of planning the need for personnel. Theoretical aspects of personnel requirements planning What type of personnel requirements planning is distinguished

The main purpose of planning the need for personnel is to determine the number and quality of personnel to ensure the fulfillment of the tasks of the enterprise.

A shortage of personnel jeopardizes the fulfillment of tasks, and an overabundance of it causes unnecessary costs and thus endangers the existence of the enterprise itself.

There are two main areas of planning the need for personnel:

quantitative;

Quality.

In turn, employees are grouped by type of activity in accordance with the functions of enterprise management. The need for workers is planned separately for the main and auxiliary production by profession, and then, based on the complexity of the work - by qualification.

When comparing the need for staff and the actual availability of staff, three options are possible:

1. The planned need for personnel and the availability of personnel are equal to each other. This means that in the period under review, the total number of personnel required to fulfill the goals of the enterprise fully corresponds to the projected number of personnel.

2. The need for staff is greater than the actual availability of staff. This means that the required number of staff is greater than the number expected for the future. In this case, the need for staff will be a positive value, which indicates a shortage of staff. So, the company needs to take measures to attract staff.

3. The need for staff is less than the availability of staff. This means that there are more staff available than is required to meet production targets. This situation is called overstaffing. The need for staff is in this case a negative value. To change this situation, it is necessary to take measures to reduce staff.

Determination of the qualitative need for personnel in relation to each workplace includes:

Analysis of requirements, identification and differentiation of those knowledge, abilities and behaviors of employees that are necessary for the implementation of the enterprise's program for the production and sale of goods and services;

Analysis of abilities, determination (based on the requirements determined by the content of the tasks assigned to the employee) of those abilities that employees must have in order to successfully complete these tasks.

Methods for calculating the number of personnel There are three main approaches to determining the number of personnel:

1) marginalist;

2) expert-statistical;

3) analytical and normative.

Marginalist approach is based on the analysis of the marginal productivity of production factors, i.e. a certain number of employees, which provides him with a maximum net income.

Expert-statistical approach is based on the establishment of statistical dependencies between the number of personnel and the factors influencing it. Reporting information by types of activity, industries, enterprises and their divisions is used as initial information.

Statistical dependencies are usually established by regression analysis methods. The obtained dependence is sometimes corrected on the basis of expert assessments of specialists.

Analytical-normative approach To determine the number of personnel involves the analysis of a specific labor process, the design of a rational organization of labor, the rationing of the labor intensity of work for each group of personnel and, on this basis, the establishment of headcount standards. Such an approach is possible both in the conditions of an operating enterprise and in the design of enterprises and their divisions. The calculation of the norms of the number can be carried out with a given variant of the division of labor and in the process of solving the general problem of optimizing the interaction and the number of employees.

Labor rationing allows you to determine the time spent on performing specific work in the organization and calculate the number of performers and the volume of tasks they perform.

In relation to employees, rationing consists in establishing a measure of labor costs to perform a given amount of work for a certain period. At the same time, the measure of labor costs can be expressed either directly in the time spent by an employee of the required qualification to perform a unit of a particular job assigned to him, or indirectly - through the number of employees that is necessary to perform a certain function.

Labor standards (rates of production, time, service, number) are established for employees in accordance with the achieved level of technology, technology, labor organization on the basis of normative materials on labor rationing.

Norm of time- this is the value of the cost of working time, established for the performance of a unit of work by an employee or a group of employees.

Production rate- this is the set amount of work that an employee or group of employees is required to perform in a unit of time.

Service rate- this is the number of objects (pieces of equipment, jobs, etc.) that an employee or a group of employees are required to service during a unit of working time.

A variation of the service norm is the manageability norm, which determines the number of employees who must be managed by one manager.

Norm (norm) of number- this is the established number of employees of a certain professional and qualification composition, necessary to perform specific functions or scope of work.

For time-paid workers, normalized tasks are established on the basis of the above types of labor standards.

Normalized task- this is the established amount of work that an employee or a group of employees must perform for a work shift, a working month (respectively, a shift or monthly task) or another unit of working time.

Uniform labor standards are developed for work performed using the same technology in similar conditions in one or a number of sectors of the national economy, and are mandatory for use in all organizations when rationing the work of workers in the corresponding types of work.

Standard labor standards are developed for work performed according to standard technology, taking into account rational organizational and technical conditions that already exist in most or part of organizations where such types of work exist, for example, intersectoral standard time standards for maintenance of personal electronic computers and organizational equipment and maintenance of software tools (approved by the Ministry of Labor of Russia dated July 23, 1998 No. 28). Model norms, in contrast to uniform norms, are advisory in nature. Model norms and standards can be included in the list of normative materials that are mandatory for use in the organization, then they become mandatory.

According to the scope of application, the rules are divided into intersectoral, sectoral (departmental) and local. Local regulatory materials are developed for certain types of work in cases where there are no relevant intersectoral or sectoral (departmental) regulatory materials, as well as when more advanced organizational and technical conditions are created in the organization compared to those taken into account when developing existing intersectoral and sectoral (departmental) regulatory materials for labor regulation. Labor standards are established for a separate operation (operational norm) and an interconnected group of operations, a complete set of works (enlarged, complex norm).

Along with the standards established for work that is stable in terms of organizational and technical conditions, apply temporary and one-time norms. Temporary norms are established for the period of development of certain works in the absence of approved normative materials for labor rationing. The period of validity of temporary norms should not exceed three months. One-time norms are established for individual works that are of a single nature (unscheduled, emergency).

Normative materials on labor contain norms for various types of work, which take into account the features of the technology used (traditional or automated), quantitative and qualitative characteristics of the work and its results.

Time standards for individual work performed by employees can be established according to time standards, or experimentally and statistically. Accordingly, two methods of normalization are distinguished: calculation and research.

Time costs for the full technological cycle are determined using typical time standards, as well as by direct study of time costs using the following methods:

Timing measurements;

Photos and self-photos of the working day;

Instant observations;

Expert assessments.

The norm of time for the performance of a unit of normalized work is calculated according to

standard operating time and is determined by the formula:

Hvr \u003d N * K,

where Hvr - the time spent on the performance of a specific standardized type of work, h;

H - the standard of operational time for the performance of this work, established by

collection of norms, h;

K - coefficient taking into account the time spent on organizational and technical

maintenance of the workplace, rest and personal needs (assumed to be 1.1).

On the basis of normative materials on labor rationing, the calculation of the turnout

the number of employees. The basis for calculating the turnout number of employees are

information obtained during the survey of the technology of work, the quantitative content of these works in terms of the complexity of their implementation, in terms of volume, and other qualitative parameters.

When calculating the turnout number, the annual labor intensity of normalized work (Tn) is determined in hours, taking into account the volume of each type of work performed according to the formula:

where Hvr - the time spent on the performance of the normalized type of work, h;

Vi- the volume of a specific type of work performed per year.

The annual labor intensity of non-standardized work (Tn) in hours is determined by the method

expert assessments, taking into account the amount of work performed according to the formula:

Tnn = Tj*Vj,

where Tj is the annual labor intensity of non-standardized work of a particular type;

vj- annual volume of non-standard types of work.

The total annual labor intensity (To) of work is calculated by the formula:

That \u003d Tn + Tn.

The number of employees (H) is calculated by the formula:

H \u003d (Tn + Tn) / Fp= To/Fp,

where fp - useful fund of working time per employee per year, h.

When calculating the number of employees involved in office work, the total annual labor intensity is added to the time required to perform unusual types of work or operations (execution of management tasks, replacement of employees, courier work, etc.), which is taken at a rate of 5-10 percent of the total annual labor intensity.

In real conditions, when calculating the number of personnel by divisions and services of the organization, it is necessary to take into account differences in the number of attendance, payroll and average payroll employees.

turnout line-up personnel are all employees who come to work.

The list of personnel includes both employees who came to work, and employees who are on vacation, on a business trip, who did not appear due to illness, who are engaged in the performance of public duties, etc.

The payroll of the personnel exceeds the attendance by about 5 - 10 %.

The average number of employees for the year is the number that is calculated as the sum of the average monthly number for this period, divided by the corresponding number of months.

The payroll of the organization's personnel includes all those hired, related to both the main and non-main activities.

Staff - employees of an enterprise of certain categories and professions engaged in a single production activity aimed at making a profit or income and satisfying their material needs. In modern conditions, the need for personnel of the enterprise is determined taking into account the laws of supply and demand operating in the labor market.

There are various approaches to the classification of the personnel of the enterprise.

As a rule, the employees of the enterprise include: industrial and non-industrial personnel. Industrial and production personnel - these are workers, engineering and technical workers and employees, as well as students; this category is divided into administrative and managerial and production personnel. Non-industrial personnel - employees employed in the transport sector, housing and communal services, in the field of social security and other non-production units.

Another approach provides for the division of personnel, depending on the functions performed, into managers, specialists and performers.

Leaders(managers, managers) - persons who are officially entrusted with the functions of enterprise management, including managing resources, developing a strategy and tactics for its development, ensuring the implementation of strategic plans, current tasks and the main goal. Leaders are divided into: senior managers: chairman of the board of directors, president and vice president, members of the board of directors and other categories of managers who determine the general policy and development strategy of the enterprise; middle managers: directors, deputies and other heads of production departments and functional services of the enterprise; lower level managers: heads of shops, production sites, heads of departments, sectors and services in the functional management bodies of the enterprise.

Specialist - a person engaged in a professionally defined type of activity: employees of scientific, design, technological, economic and other services of the enterprise (engineers, technologists, economists, etc.). They do not make independent decisions, but provide managers and managers with the materials, calculations, recommendations and other production information necessary for making decisions.

Performers perform the main production tasks and decisions made by managers, etc. (main and auxiliary workers, accountants, sales agents, draftsmen, clerks, etc.).

Planning considers staff structure enterprises, i.e. correlation between individual categories of workers.

Personnel planning includes determining the number and structure of employees, calculating the current and additional needs of personnel, analyzing the use of personnel, assessing the balance of working time, etc.

The purpose of personnel planning is this is the determination of the rational need of the enterprise for personnel and ensuring its effective use in the planned period of time.

Planning for the need for personnel of the enterprise is:

• ? strategic - a strategy for the development of human resources is developed, the need for these resources for the long term is determined;
• ? tactical and operational - analyzes the company's need for personnel for a specific period, which depends on the indicators of staff turnover, retirements, maternity leave, reductions, etc.

Staffing needs may be quality(need for number by categories, professions, specialties and levels of qualification requirements) and quantitative(the need for personnel without taking into account the qualification requirements and characteristics of the enterprise).

Main stages of developing a plan for labor and personnel. analysis of the implementation of the labor plan for the previous period (an analysis is made of the provision of the enterprise with personnel and an assessment of the effectiveness of its use); calculation of planned indicators of labor productivity; planning the labor intensity of the production program; determination of the planned balance of working time; calculation of the planned need for personnel, including its structure and movement; personnel development planning (training).

Three main groups are known staffing planning methods.

• 1. The total need, planned in terms of sales per employee, profit before taxes, value added (used in production).
• 2. Need by category, planned in terms of execution time and scope of work (in terms of labor intensity), service standards, number of jobs, staffing.
• 3. Additional need, planned in connection with the expansion of production, the need to compensate retired workers.

In the planning process, it is customary to distinguish between the payroll and the actual number of employees.

turnout line-up determine when planning the number of workers, i.e. this composition includes workers who must come to work daily to ensure the normal course of production.

To the payroll includes all employees who are in the group of industrial and production personnel of the enterprise, including those on vacation, absent due to illness, on a business trip, etc.

The payroll is constantly changing, so it is customary to determine average number of employees is the arithmetic mean.

You can correlate the attendance and payroll numbers using a special coefficient that characterizes the ratio of the attendance and average payroll number in the reporting period or the ratio of the nominal working time fund to the useful one in the planning period.

Methods for calculating the number of workers depend on the performance of standardized or non-standardized work. In practice, two complementary methods are used: according to labor intensity standards and equipment maintenance standards. Payment the number of main workers on the payroll(P) by labor intensity standards is determined by formula (12.1):

where: N(- production program in physical terms;

Ф d - the actual fund of time in the year;

Tr is the labor intensity of the volume of production;

t is the planned labor intensity of a unit of production;

T - the number of jobs performed by a group of workers.

The number of production workers-pieceworkers(P) for each type of work (machining, stamping, welding, assembly, etc.) is determined by the formula (12.2):

where: t- the complexity of the production program for this type of work (in standard hours);

TO - coefficient of compliance with the norms (1.05 - 1.15);

Ф pr - useful fund of time of one worker per year.

The useful fund can be determined by the formula (12.3):

where: D - the number of working days in a year;

T cm - the number of working hours per shift;

/ C c n - the coefficient of loss of working time for all-day

absenteeism (vacation, illness, childbirth, etc.). Usually _K cn \u003d 0.1 - 0.15;

K p- loss ratio for intra-shift downtime.

Number of time workers and auxiliary workers is established according to staffing tables, which shows the attendance, which is determined by the number of jobs in accordance with the production technology, service standards and shift work.

Number of support workers is determined by the standards of service or the availability of jobs (for example, as the ratio of the labor intensity of service to the useful working time fund of one worker).

Number of RSS (leaders, specialists, employees) is carried out in accordance with the approved management structure of the enterprise and the developed staffing table.

When planning the needs of other categories of industrial and production personnel of the enterprise, only their payroll is determined. It is not customary to single out an attendance staff, since employees of these categories can perform the functions of absent specialists. When calculating their numbers, aggregated or simplified methods are still used.

Also, the planning of the number of different categories of personnel can be carried out enlarged methods or economic and mathematical dependencies. On the basis of the developed models and formulas, the needs of managerial personnel are calculated for all functions performed in production by specialists of various categories.

The planning of the need for personnel ends with the determination of the additional need and the sources of its provision. Additional need in employees of various categories, it consists of an increase in the required number in connection with the expansion of production volumes, as well as compensation for the departure or loss of employees of the enterprise under the influence of natural and social factors. At the enterprise, the additional need for personnel of one category or another (N additional) can be most simply represented by the difference between the planned (current) and actual number. This takes into account the normal loss of workers (retirement, conscription, etc.) (formula (12.4):

where: Nf - the actual number of personnel at the beginning of the planned year; H cn - payroll number of personnel;

H*® - the planned percentage of staff attrition per year.

Sources for covering additional needs can be both external (filling vacancies from outside) and internal (filling vacancies by employees of the enterprise itself: promotion - vertical movement of personnel; rotation - horizontal movement of personnel).

The most important task of personnel planning is to ensure the full and effective employment of all categories of workers in each enterprise. Full employment means achieving a balance between the number of jobs and the number of labor resources for all categories of workers Development of a market mechanism for personnel management at a regional enterprise // Proceedings of the republican scientific and practical conference. / Under. ed. M. Bukhalkova. - Samara: SamGTU, 1995. - S. 94 ..

Assessment of the organization's need for personnel can be quantitative and qualitative. A quantitative assessment of the need for personnel, designed to answer the question “how much?”, Is based on an analysis of the proposed organizational structure (management levels, number of divisions, distribution of responsibilities), production technology requirements (a form of organization of joint activities of performers), a marketing plan (commissioning plan enterprises, the phased deployment of production), as well as the forecast of changes in the quantitative characteristics of personnel (taking into account, for example, changes in technology). At the same time, information on the number of filled vacancies is certainly important. A qualitative assessment of the need for personnel is an attempt to answer the question "who?". This is a more complex type of forecast, since, following an analysis similar to that for the purposes of quantitative assessment, value orientations, the level of culture and education, professional skills and abilities of the personnel that the organization needs should be taken into account. Of particular difficulty is the assessment of the need for managerial personnel. In this case, it is necessary to take into account, at a minimum, the capabilities of the personnel "to determine rational operational and strategic goals for the functioning of the enterprise and to carry out the formation of optimal management decisions that ensure the achievement of these goals." An important point in personnel assessment is the development of organizational and financial staffing plans, including:

• development of a program of measures to attract personnel;
• development or adaptation of methods for assessing candidates;
• calculation of financial costs for recruitment and evaluation of personnel;
• implementation of evaluation activities;
• development of staff development programs;
• · Estimation of costs for the implementation of personnel development programs Personnel management. / Ed. Bazarova T., Eremina B. - M .: Banks and exchanges, UNITI, 1998. - P. 110. .

The current need of the enterprise for the main workers is determined by the norms of labor intensity of products. In general terms, the annual need for workers can be calculated as the ratio of the labor intensity of the annual production program of the relevant work to the effective time fund of one worker according to the following formula:

PP \u003d Tg / Fe (1).

Where PP is the need for workers, man; Tg - total (annual) labor intensity of work, hours; Fe - annual effective working time fund, man-hours.

In the process of planning the need for production workers, their attendance and payroll are determined. The attendant staff includes those workers who must come to work daily to ensure the normal course of production. The list includes all workers who are in the group of industrial and production personnel of the enterprise, including those who are on vacation, absent due to illness, etc. The list of workers changes during the year due to staff turnover. That is why it is necessary to distinguish between the average number of workers of the enterprise, which is their arithmetic average annual number.

The quantitative ratio between secret and scheduled workers or their structure can be represented as the ratio of the effective fund of working hours to the nominal, the corresponding values ​​of which are approximately equal to 225 and 250 working days. From this ratio (225:250 = 0.9) it follows that the number of workers on the payroll is approximately 10% more than the turnout, as can be seen from the formula for the number of workers on the payroll:

Psp \u003d 1.1 Rya (2).

Where Psp is the payroll number of employees, Rya is the undisclosed number of employees.

The planning of the number of different categories of personnel at domestic enterprises is carried out, as a rule, using integrated methods or economic and mathematical dependencies. Based on the developed models and formulas, it is possible to calculate the need for managerial personnel for all functions performed in production by specialists of various categories:

In the course of headcount planning, it is important to establish an additional need for employees of various categories, which consists of an increase in the required number due to the expansion of production volumes, as well as compensation for the departure or loss of employees of the enterprise under the influence of natural and social factors. At the enterprise, the additional need for personnel of a particular category can be most simply represented by the difference between the planned (current) and actual number:

Рd = Рpl - Рf (4).

Where Rd - additional need for personnel; Рpl - the planned need for personnel; Rf - the actual number of personnel.

In a market economy, the task of planning the long-term need for personnel necessary for the implementation of the strategic goals of the enterprise is more difficult Bukhalkov, M. Personnel Management. /M. Bukhalkov. - M.: INFRA-M, 2008. - S.229, 232..

Introduction

Features of personnel requirements planning

1 The concept and essence of personnel requirements planning

2 Types and factors of personnel planning

3 Types of staffing needs

4 Stages of staffing requirements planning

Personnel planning methods

Conclusion

List of sources used

Introduction

An integral part of the entire management and production policy of the enterprise, aimed at achieving the goals and objectives, is the personnel policy. It is within the framework of personnel policy that the basic principles, methods, means and forms of influencing the interests, behavior and activities of employees are formed in order to maximize the use of their intellectual, physical and creative potential in the performance of their labor functions at each specific enterprise.

At the same time, the third most important place after the organization's development strategy (1) and the formation of the organization's personnel policy (2) in the personnel management system is occupied by personnel planning. The initial step in the workforce planning process is staffing requirements planning. Personnel planning is a whole system of activities that are carried out with a specific goal: to have specialists in the right place and at the right time with the necessary qualifications to perform a specific job. The main tasks of such planning can be called:

providing the company with human resources on time (preferably by minimizing all costs);

organization of effective work on recruitment and training of personnel.

The theoretical foundations that have developed in the conceptual approaches to personnel management, including personnel planning, are considered in the works of T.Yu. Bazarova, B.L. M.I. Bukhalkov, Eremina, A.Ya. Kibanova, E.B. Morgunova, V.I. Starodubova and others.

The purpose of this work: to study the features of planning the need for personnel in the organization.

In this case, it is necessary to solve the following tasks:

to study the features of planning the need for personnel;

explore methods of planning the need for personnel.

The work consists of an introduction, two chapters of the main part, a conclusion and a list of references.

1. Features of planning the need for personnel

1 The concept and essence of personnel requirements planning

Personnel planning is one of the most important areas of personnel planning and is defined as the process of providing an enterprise with the necessary number of qualified personnel for a certain period. As can be seen from the definition, there are qualitative and quantitative needs for personnel. These types of needs in the practice of headcount planning are calculated in unity and interconnection.

The main task of personnel planning is to provide the organization with the required level of personnel at the right time in the right quantity.

The objectives of planning for the organization's personnel requirements are:

attract employees of the right quality and in the right quantity to the company;

effectively use the staff of the organization's employees;

anticipating or minimizing the consequences of problems caused by an excess or shortage of the required personnel.

Planning of the need for personnel should be carried out at all stages of intra-company planning, since, firstly, the need for personnel directly depends on the strategic plans of the enterprise, and, secondly, the personnel situation affects the formation of enterprise plans.

The main tasks of personnel planning include:

) creation of a healthy and efficient labor collective capable of fulfilling the goals outlined by the strategic development plan;

) formation of the optimal gender, age and qualification structure of the labor collective;

) maintaining the level of personnel qualification at the appropriate strategic goals;

) increase in productivity and quality of labor;

) optimization of funds for the maintenance of personnel, etc.

Figure 1 clearly shows the role and place of the personnel planning system in the internal planning system.

Figure 1 - The role of staffing requirements planning in the system

internal planning

Requirements for personnel planning - the number and quality of personnel must be calculated in such a way as to ensure the long-term fulfillment of the tasks of the enterprise.

1.2 Types and factors of personnel planning

There are the following types of planning (Figure 1).

Table 1 - Types of staffing requirements planning

strategic	Planning for a period of 3-10 years. It is based on the long-term strategy of the enterprise and is an element of the organization's personnel management strategy. Focuses on taking into account the influence of various factors (external and internal)
tactical	Planning for a period of 1 to 3 years. It involves the identification of problems that impede the implementation of the strategy for personnel management and the organization of various actions to solve these problems. Focuses on setting specific goals and planning specific activities aimed at achieving goals
Operational	Planning for up to 1 year (month, quarter). Focused on achieving individual operational goals (selection, training, adaptation, certification, etc.). It involves a detailed action plan for HRMS employees (weekly, daily), coordination of the amount of required resources, etc.

Factors to consider when planning personnel:

) Staffing:

number of staff units;

vacancies by department;

employee data: additional skills, career plans, etc.

) Personnel policy in relation to personnel:

focus on attracting specialists or training their own;

focus on retaining or attracting staff, etc.

) HR strategy:

staffing needs in departments;

sources of meeting staffing needs;

ways to meet staffing needs, etc.

) Percentage of staff turnover in all divisions (average for each division). Causes of turnover: factors of personnel demotivation; behavior of leaders; compliance with the position (level of competence);

) The amount of remuneration of personnel and other material components:

competitiveness of the compensation package in the labor market;

motivating factors.

1.3 Types of staffing needs

Staffing needs are usually determined by the characteristics of:

qualitative need is the need for the number of personnel by categories, professions, specialties and levels of qualification requirements. It is determined on the basis of the system of goals of the enterprise; organizational structure; professional and qualification division of works recorded in the production and technical documentation for the work process; requirements for positions enshrined in job descriptions; staffing list, where the composition of posts is fixed; various organizational and managerial processes are regulated with the allocation of requirements for the professional and qualification composition of performers. The calculation of the qualitative need for professions, specialties, etc. is accompanied by a simultaneous calculation of the number of personnel for each criterion of the qualitative need. The total need for personnel is found by summing up the quantitative need for individual qualitative criteria.

For example, in order to sell more units of a product, it is not always necessary to increase the number of sellers. In addition, we must remember that with the expansion of sales, the load increases not only on the commercial division;

At the same time, the general and additional need for personnel is determined:

total need - the entire number of personnel that the enterprise needs to perform the planned scope of work;

additional need - the number of employees required in the planning period in addition to the existing number of the base year, due to the current needs of the enterprise.

1.4 Stages of staffing requirements planning

The personnel planning process is subordinated to the task of implementing the overall strategy by the enterprise. Conventionally, the following main stages of planning can be distinguished (Table 2).

Table 2 - Stages of staffing requirements planning

Definition of strategic goals	Based on the strategic plans of the organization, specific quantitative goals of the enterprise as a whole and all departments in particular are determined.
Statement of the personnel problem	Various parameters of requirements for the personnel structure of enterprises are determined, taking into account their planned reorganization and optimization. The composition of the personnel of enterprises involves quantitative and qualitative parameterization of the composition of departments
Assessment of the organization's human resources	There is an assessment of human resources: - assessment of the state of available resources (quantity, quality, labor productivity, turnover, merit, competence, workload, etc.); - assessment of external sources (employees of other enterprises, graduates of educational institutions, students); — assessing the suitability of requirements and resources (currently and in the future); - assessment of resources required for various options for solving personnel problems
Develop action plans to achieve desired results	Determination of various options for solving personnel problems, taking into account available resources (training, selection, use of external or internal sources of personnel, etc.); - assessment of the complexity and resource intensity of each option; - selection of the optimal solution to the personnel problem; - development of an action plan to solve the personnel problem

Each of them requires information that the personnel manager receives from the heads of departments that need new employees. By combining all the data and understanding the overall picture of the need for staff, the manager can go directly to planning.

So, the first stage of personnel planning involves the implementation of strategic planning of the entire enterprise. In the process of strategic management, much attention should be paid to the problems of analyzing the external and internal environment at the enterprise.

Table 3 shows the main factors influencing the need for personnel in an organization. Well-organized statistics are important here:

the structure and dynamics of the workforce of the organization by categories of employees (production, non-production, administrative personnel);

age and educational structure of personnel;

staff turnover;

labor costs;

personnel qualification and vocational training statistics.

Table 3 - The main factors affecting the need for staff

Intraorganizational factors	External factors
1. Goals (strategic objectives, business plans): - release of new products; - development of new markets; - liquidation of separate segments of the market.	1. The state of the economy as a whole: - the rate of economic growth; - inflation rate; - unemployment rate; - situation in the labor market.
2. Movement of personnel: - dismissals of their own free will; - retirements; - maternity leave; - temporary disability; -death.	2. Political changes: - changes in the Labor Code; - tax regime; - social insurance system.
3. Financial condition, traditions.	1. Development of engineering and technology.
	4. Competition and market dynamics

At this stage, it is imperative to constantly compare external and internal factors and understand that what is a strength today, tomorrow can become a weakness of the enterprise and vice versa. In addition, any organization that wants to succeed in its activities must constantly "keep abreast" of everything new and promising, i.e. it is necessary to constantly monitor the technical, social and economic components of scientific and technological progress and identify those factors that can have a positive impact on the life of the organization in the future.

Looking into the future, the enterprise will be able to create a system today that will allow it to work most efficiently now to achieve long-term goals.

The second stage is connected with the determination of the internal labor potential of the company. An analysis of the specific needs of the organization is carried out (when, how much, what qualifications of employees will be required for the planned period). The basis is a detailed long-term plan for the development of the organization. It is at this stage that the qualitative and quantitative composition of personnel is predicted for a certain perspective.

At the third stage, the company determines the need for additional personnel, the required level of qualification, as well as the need to develop its human resources potential through training and advanced training. An analysis is made of the possibilities of meeting the specific needs of the organization at the expense of existing staff. Knowing its trends and development prospects and, in connection with this, an additional need for personnel, the enterprise proceeds to an important stage: planning measures to meet the need for personnel.

At the fourth stage, a decision is made on the need to attract additional resources, meet the future needs of the organization at the expense of existing staff, or on a partial reduction in staff.

The personnel planning process can be represented as the following diagram (Figure 2).

Figure 2 - Stages of planning the need for personnel

However, not all enterprises implement this planning mechanism. Quite often, enterprises have a situation where some of the stages are skipped, or their role in the planning process is formal. This leads to the fact that the results of planning cannot guarantee the satisfaction of the real need for personnel, and hence the success of the enterprise in the long term.

Thus, personnel planning in an enterprise is the alignment of the need for personnel and its availability (quantitative and qualitative) through hiring, training or dismissal.

2. Methods of planning the need for personnel

Methods for calculating the need for personnel - methods for determining the planned number of personnel of an organization or its unit. When determining the overall need for personnel, modern organizations use various methods, from very simple to extremely complex, the choice of which depends on the availability of the necessary resources in the enterprise (financial, temporary, information), the specifics of the company's activities, as well as the skill level of the planning specialist.

Consider the methods used to calculate the need for personnel.

Labor intensity method (photo of the workplace). The HR manager makes a task list of the employee's actions, and then records the time for their completion. A labor rationing specialist records the time for solving production problems (or ongoing actions, procedures, operations, etc.). A list of tasks and operations should be developed in advance. The result is the average time to complete any work. It is assumed that as a result of such an analysis, labor costs for solving production problems will be obtained, operations performed will be optimized, and it will be calculated how many employees and what qualifications are required to perform certain tasks. The result of such a study is the determination of the feasibility of certain operations, as well as their significance. You may have to abandon some of them in favor of more important ones, or even go down the path of staff reduction, combining the duties of several employees and shifting them to one staff unit.

Service rate calculation method. This method is partially similar to the labor input method. Service standards are fixed in various GOSTs, SNiPs and SanPiNs (relevant for each industry). This method allows the HR manager, knowing the production standards and planned production volumes, to easily calculate the number of required personnel. For example, in the sewing industry, where jackets are made, seamstresses of three qualification categories work. You need to take photos of the working day of the seamstresses of each qualification and derive the average value of the required number of employees. Given the data on the production volume (600 jackets per month; tailoring time for one item is 20 hours) and an 8-hour working day with a five-day working week, the personnel manager can calculate the number of seamstresses required in production:

(20 hours x 600 jackets): (8 hours x 22 working days) = 68 seamstresses.

Both of the methods described above are effective in calculating the need for production and maintenance personnel.

Method of expert assessments. The source of data on labor costs for the performance of certain professional tasks is the opinion of experts, usually managers. The method is based on the intuition of these people and their professional experience. This method is subject to subjective factors.

The Delphi method is quite popular among professional employees of personnel services and departments, which consists in a written exchange of views between them and experts based on a specially designed questionnaire. Includes expert and group methods. First, a set of experts who are independent of each other are interviewed, and then the results of the survey are analyzed in group discussions and appropriate decisions are made.

extrapolation method. When using this method, the current situation in the company is transferred to the planned period, taking into account the specifics of the market, changes in the financial situation, etc. This method is good for short term and stable companies. For example, a company engaged in the wholesale sale of food products had 5 commercial agents with a sales volume of 5,000 thousand dollars. Next year, the company intends to reach a sales volume of 7,000 thousand dollars. Therefore, she will need 7 commercial agents (sales volume per 1 agent is 100 thousand dollars). planning need staff

Adjusted extrapolation. The method is used when all external factors that determine the need for personnel are taken into account, such as rising prices, the popularity of the industry, government policy, a possible change in the financial situation, labor productivity, changes in the local labor market, etc.

Method of group assessments. In this case, groups are formed that jointly determine the problems or tasks to be solved, and jointly propose solutions. When determining the planned headcount, this method is a good opportunity to take into account many factors that affect the solution of personnel tasks, and to involve line managers in personnel management processes.

Computer model of personnel planning. Creation of a mathematical model of the movement of personnel in the organization and taking into account key factors (variables). The model allows you to understand how to act in various situations, and to predict these situations. The use of computer models allows the simultaneous use of various forecasting methods, which significantly increases the accuracy of forecasts.

When planning the need for personnel, it is necessary to take into account staff turnover. In order to more accurately determine its norms, one must keep in mind all the features of the business, as well as the number of people who may not pass certification, the natural departure of employees from the company (for example, to retire or on maternity leave), seasonality (the number of layoffs may depend on the season) . Different departments of the same enterprise may have their own turnover rate. For example, for a sales representative, the average term of work in the organization is 1.5-2 years. For production workers and managers, the period of effectiveness can last for years, so their turnover rate is less than 5-10%. According to some sources, turnover in the manufacturing sector is on average 10%. If the company is actively developing and there is a mass hiring of personnel, then this figure increases to 20%. In retail and insurers, a staff turnover rate of 30% is considered natural. And in the hotel and restaurant business, even 80% is the norm.

If the company's management expresses dissatisfaction with the qualifications of subordinates, then, most likely, in the coming year, employees will have such a procedure as assessment or certification. Accordingly, when planning the need for personnel, it is necessary to take into account not only the level of turnover (based on the data of the past year), but also the likelihood of leaving a certain number of employees. For example, the number of employees of the company according to the staffing table is 100 people. As of December 1, there were 90 employees, 10 vacancies, staff turnover - 20%, i.e. 20 people. Suppose that another 10% - 10 employees "disappear"*. It turns out that even to maintain the existing number, you need to recruit 40 people (10 + 20 + 10). If a 20% increase in sales is expected (and an increase in the number of employees by 10-30%), then at least 10 more people are needed. Consequently, in the planned year it is necessary to hire 50 employees, which is 50% of their current number in accordance with the staffing table.

Based on the planned need for personnel, the ways and sources of its coverage are selected. Most often, companies take an active approach, ie. methods of hiring employees in which the organization:

recruits workers directly in educational institutions;

submits applications for vacancies to local and interregional employment centers (labor exchanges);

uses the services of personnel consultants and specialized intermediary recruitment firms;

recruits newcomers through its employees.

Sources of covering the need for personnel can be:

external - educational institutions, commercial training centers, intermediary recruitment firms, employment centers, professional associations and associations, the free labor market;

internal - own sources.

Conclusion

Personnel planning, as one of the most important functions of personnel management, consists in the quantitative, qualitative, temporal and spatial determination of the need for personnel, which is necessary to achieve the goals of the organization. The purpose of determining the need for personnel is to determine the number of personnel necessary for the reliable performance of official and professional duties by employees.

Personnel planning can be current and prospective. In both cases, the plan for the need for personnel is formed in three main directions: the need for the planned volume of production or services (under the conditions of a given or changing technology), taking into account the existing number of employees; coverage of the expected (planned) departure of personnel; coverage of unscheduled staff departures.

In strategic (long-term) planning, a program is drawn up to identify the potential of specialists needed by the enterprise in the future. A strategy for the development of human resources is being developed and the need for them in the future is determined. In tactical (situational) planning, the company's need for personnel for a specific period (month, quarter) is analyzed. It depends on current employee turnover rates, the number of retirements, maternity leave, layoffs, etc. At the same time, among other things, it is necessary to take into account the dynamics of the market and competition in the industry, the level of remuneration, the internal culture of the organization, the stage of development of the company, etc.

Determining the need for staff comes down to choosing a method for calculating the number of employees, establishing the initial data for the calculation and directly calculating the required number for a certain time period. Various methods are used to determine the need for personnel.

List of sources used

Antropov V.A. Planning the need for personnel in the enterprise. Teaching aid / V.A. Antropov, A.P. Makaridin, K.A. Zavyalova. - Ekaterinburg: UNUPS, 2010. - 84 p.

Vesnin V.R. Management / V.R. Vesnin. - M.: Finance and statistics, 2010. - 504 p.

Durakova I.B. Personnel Management. Textbook / I.B. Durakova. - M.: Infra-M, 2009. - 569 p.

Ivankina L.I. Personnel management: textbook / L.I. Ivankin. - Tomsk: TPU, 2012. - 190 p.

Ilyin A.I. Planning at the enterprise: Textbook / A.I. Ilyin. - Minsk: New knowledge, 2010. - 700 p.

Miroshnichenko A.N. Human resource management of an organization: Personnel needs planning / A.N. Miroshnichenko. - M.: MIEP, 2012. - 129 p.

Organization personnel management. Textbook / Ed. AND I. Kibanova. - M.: Infra-M, 2012. - 638 p.

Shkatulla V.I. Handbook of the personnel manager / V.I. Shkatulla. - M.: NORMA, 2001 - 560 p.

Personnel requirements planning is the initial stage of the personnel planning process and is based on data on available and planned jobs, a plan for carrying out organizational and technical measures, a staffing table and a plan for filling vacant positions. The results of planning the need for personnel find their expression in a set of specific measures to maintain the balance of the workforce, while releasing workers and ensuring the hiring of the necessary specialists.

Personnel planning is part of the overall planning process in an organization. The personnel of the enterprise and its changes have certain quantitative, qualitative and structural characteristics that can be measured and reflected by the following absolute and relative indicators:

list and attendance number of employees of the enterprise and its internal divisions, certain categories and groups on a certain date;

the average number of employees of the enterprise and its internal divisions for a certain period;

the share of employees of individual divisions (groups, categories) in the total number of employees of the enterprise;

the rate of growth (increase) in the number of employees of the enterprise for a certain period;

average category of workers of the enterprise;

the share of employees with higher or secondary specialized education in the total number of employees and (or) employees of the enterprise;

average work experience in the specialty of managers and specialists of the enterprise;

staff turnover;

capital-labor ratio of workers at the enterprise, etc.

The combination of these and a number of other indicators can give an idea of ​​the quantitative, qualitative and structural state of the enterprise's personnel and trends in its change for the purposes of personnel management, including planning, analysis and development of measures to improve the efficiency of the use of labor resources.

Assessment of the organization's need for personnel can be quantitative and qualitative.

Quantification is based on an analysis of the proposed organizational structure, production technology requirements, marketing plan, as well as a forecast of changes in the quantitative characteristics of personnel. The quantitative characteristic of labor resources is primarily measured by such indicators as the payroll attendance and the average payroll number of employees.

The list number of employees of the enterprise is the number of employees on the payroll for a certain date or date, taking into account the employees accepted and retired on that day.

The turnout number is the number of employees on the payroll who came to work.

To determine the number of employees for a certain period, the average headcount indicator is used. It is used to calculate labor productivity, average wages, turnover ratios, staff turnover and a number of other indicators. The average number of employees per month is determined by summing the number of employees on the payroll for each calendar day of the month, including holidays and weekends, and dividing the amount received by the number of calendar days of the month. To correctly determine the average number of employees, it is necessary to keep a daily record of employees on the payroll, taking into account orders for the admission, transfer of employees to another job and termination of the employment contract.

A qualitative assessment is a more complex type of forecast, since it follows the analysis. Similarly, for the purposes of quantitative assessment, value orientations, the level of culture and education, professional skills and abilities of the personnel that the organization needs should be taken into account. Of particular difficulty is the assessment of the need for managerial personnel.

The calculation of the need for the number of personnel of the company is carried out in two important areas:

1) determination of the general need;

2) determination of additional need for personnel.

When determining the total (full) need for personnel, three mutually complementary methods are used:

1) the staffing-nomenclature method, the essence of which is to compare the staffing of the company's employees with the staffing of another company that produces the same amount of work in the same field of activity, but with a smaller number of staff;

2) a settlement and balance method based on the implementation of the principles of equality between the resource and distribution parts of labor balances;

3) analytical research method, which consists in the study and analysis of the work performed, either when conducting observations or accurately measuring the amount of information.

The following three factors influence the additional need for specialists:

a) the development of the company;

b) the need to replace practitioners;

c) the possible departure of employees who held the positions of specialists and managers.

Based on these data, a staffing table is compiled. It contains the number of positions by departments and groups of specialties, determined by the standards of service, time, labor intensity, etc. .

When determining the need for personnel in each case, the participation of the heads of the relevant departments is recommended.

The staffing planning scheme is given in Appendix B.

A specific definition of the need for personnel is a calculation of the required number of employees by their number, qualifications, time, employment and placement in accordance with the current and future development tasks of the enterprise. The calculation is based on a comparison of the estimated need for labor force and the actual state of security on a certain date and is an information basis for making managerial decisions in the field of personnel recruitment, training and retraining.

A set of measures related to the training of young workers and advanced training of full-time employees is subject to separate development. The initial data for determining the required number, their professional and qualification composition are: the production program, production standards, the planned increase in labor productivity, the structure of work. All of the above information is collected as a result of personnel records.

Personnel accounting is a system of methods for observing quantitative measurements and recording the status and use of all categories of employees in an organization.

Usually the need for personnel is determined at the stage of preparation and development of a business plan. At the preparatory stage, the prospects for the organizational, economic and production development of the company are coordinated; collection of applications from managers for the formation of their divisions. At the stage of developing a business plan, its sections are linked to each other and balancing in terms of deadlines, performers, resources and sources of their receipt. Based on the assessment of the state of factors affecting the company's need for personnel, the company's personnel policy is developed for the planned period: upcoming reductions, recruitment, including key specialists; relocation, advanced training, changes in the system of motivation and evaluation of results, increasing the level of labor safety, etc. To determine the required number of managers, there are average standards of manageability.

When developing a business plan, special attention should be paid to key specialists and their level of professional preparedness. At the same time, a list of areas and areas of activity of the enterprise is first compiled and the names of specialists providing activities in these areas are indicated. For specialists in open, vacant areas, a list of areas of knowledge that the applicant must master is compiled, and then the optimal applicant is determined from the available ones.