Improving the personnel policy of the enterprise and organization. Thesis: Improving the personnel policy and its planning at the enterprise
Introduction
Personnel policy is an integral part of all management activities and production policy of the organization. It is no secret that the formation and development of market relations in Russia largely depends on the successful operation of enterprises today. In our time, an enterprise that is clearly organized, with competent, dedicated and disciplined personnel who can quickly rebuild and retrain, wins and succeeds. Therefore, every manager of any enterprise, regardless of the level of professional training and knowledge, academic degree and practical experience, must master the science of management, the ability to manage their personnel.
In domestic times, personnel problems have traditionally been given minimal attention. However, in recent years, not only scientists, but also managers of many Russian enterprises have begun to pay attention to the role of the "human" factor in Russian organizations. Many leaders have realized that the American, Japanese, German management experience is not suitable for a Russian person and the current state of the Russian economy. Of course, valuable foreign experience in personnel management can be used in Russian organizations, but in an adapted form. It is necessary to take into account national characteristics and the prevailing managerial mentality. The specifics of the commercial structure - the period of its existence and the position it occupies in the market, the number of personnel, the composition of personnel services, etc., has a special influence on the work with personnel.
Of particular interest are the development of personnel policy and corporate culture of the enterprise, since these issues are aimed at creating a team capable of creatively searching for the most correct effective solutions, perfect methods, and techniques in work. The problem of the subject of management is also interesting, because it is the manager who develops and sets the algorithm for all work with personnel, determines its strategy and tactics.
It is personnel policy that aims to create a cohesive, responsible, highly developed and highly productive workforce. Personnel policy should create not only favorable working conditions, but provide the opportunity for promotion and the necessary degree of confidence in the future. Therefore, the main task of the personnel policy of the enterprise is to ensure that the interests of all categories of employees and social groups of the workforce are taken into account in the daily personnel work. The success of any institution depends, first of all, on the well-coordinated and stable work of qualified personnel. Personnel policy in any organization should be given great attention. One of the directions of preparation and formation of effective personnel potential of SU-451 is cooperation with educational institutions on the issues of training and education of enterprise specialists, as well as attracting young specialists - university graduates.
Without a well-established personnel system, it is difficult to increase the capabilities of the enterprise, respond to changing technology and market requirements in the near future, create favorable working conditions, provide opportunities for promotion and the necessary degree of confidence in the future. Today, it is important for human resources departments to achieve more than just timely filling of vacancies in order to maintain production at the proper level. The personnel management system should be planned in such a way as to constantly seek to increase the number of people who have good knowledge in the workforce of the enterprise, and to ensure that there are more such workers. Scientific principles of production organization, optimal systems and procedures, of course, play an important role, but the realization of all the possibilities inherent in new management methods depends on specific people, on their knowledge, competence, qualifications, discipline, motivation, ability to solve problems and susceptibility to learning. Competence is required for a worker who develops new products or equipment, if only because the creation of new good equipment requires, at a minimum, knowledge of how old machines and equipment work. But for an enterprise that has decided today to succeed in the competition, it is necessary that each employee has a very extensive knowledge. The formation of the necessary competence among employees begins already during the selection of personnel and their hiring. People who come to the organization should strive to master the aspects of this activity as much as possible. It is often more a matter of the will of the workers themselves than of their prior work experience or basic education.
The purpose of the thesis is to improve the personnel policy of SU-451.
The objectives of the study of personnel policy and the formation of personnel in SU-451 are: determining the priority of personnel policy, the styles of personnel management of the enterprise and reviewing personnel information.
The object of the study is the Construction Department No. 451.
The subject of the research is the personnel policy in SU-451.
The priority issues of the thesis are the selection and involvement of SU-451 employees, their certification, the organization of vocational training, advanced training, reserve training and career planning. In addition, the thesis considers stimulating the personnel of the enterprise to the most efficient work through the formation of the corporate culture of the enterprise, planning an intra-corporate career and motivation to work, as the main success factor in the field of the enterprise.
Thesis tasks:
To reveal the theoretical issues of personnel policy;
Describe the activities of the enterprise, its functions, goals, objectives, financial condition;
To characterize the number and categories of personnel of SU-451, the organization of the reception of personnel and the improvement of their qualifications;
Identify problems and propose measures to improve the personnel policy in SU-451.
1 The value and role of the personnel policy of the enterprise
The implementation of the goals and objectives of personnel management is carried out through personnel policy.
Personnel policy is the main direction in working with personnel, a set of fundamental principles that are implemented by the personnel department of an enterprise. Personnel policy as a management tool is an organizing activity aimed at merging the efforts of all employees of the enterprise to solve the set tasks. The personnel policy of an enterprise is a holistic personnel strategy that combines various forms of personnel work, the style of its implementation in the organization and plans for the use of labor.
Personnel policy should increase the capabilities of the enterprise, respond to changing market requirements in the near future.
The main characteristics of the personnel policy of the organization:
Communication with the development strategy of the organization;
Orientation to long-term planning;
The importance of the role of staff;
Philosophy of the company in relation to employees;
A system of interrelated functions and procedures for working with personnel.
The main object of the personnel policy of the enterprise is - personnel (personnel). The personnel of the enterprise is the main (regular) composition of its employees. Personnel is the main and decisive factor of production, the first productive force of society. The efficiency of production largely depends on the qualifications of workers, their professional training, and business qualities.
The formation of personnel policy is based on an analysis of the structure of personnel, the efficiency of using working time, and forecasts for the development of production and employment.
The tasks of the personnel strategy include:
Raising the prestige of the enterprise;
Study of the atmosphere inside the enterprise;
- analysis of the prospects for the development of labor force potentials;
Generalization and prevention of reasons for dismissal from work.
The day-to-day implementation of the personnel strategy, as well as at the same time assisting the management in carrying out the tasks of managing the enterprise, lie in the operational area of personnel management.
The personnel policy of the organization is designed to ensure:
High quality of work and its results, working conditions, as well as the workforce itself;
Structural adaptation of personnel to continuous organizational changes, social and cultural innovations - flexibility of personnel potential;
Rejection of the traditional, strict restriction between different types of work, as well as the widespread use of various flexible forms of organization of labor processes: full-time, part-time and temporary employment, etc.;
Organizational integration, when the top management of the organization and line managers accept the developed and well-coordinated personnel management strategy as “their own” and implement it in their operational activities;
A high level of responsibility of all employees of the organization, which implies both identification with the basic values of the organization, and persistent, proactive implementation of their goals in everyday practical work;
A new quality of the content of labor and a high level of satisfaction with it, through the use of new forms that enrich the content of labor.
In market conditions, personnel policy is a conscious purposeful activity to create a workforce that contributed to the combination of the goals and priorities of the enterprise and its employees.
When choosing a personnel policy, the following factors are taken into account:
Production requirements, enterprise development strategy;
The financial capabilities of the enterprise, the permissible level of costs for personnel management determined by it;
Quantitative and qualitative characteristics of the existing staff and the direction of their change in the future, etc.;
Situation on the labor market (quantitative and qualitative characteristics of the labor supply by profession of the enterprise, conditions of supply);
Demand for labor from competitors, emerging wage levels;
The influence of trade unions, rigidity in defending the interests of workers;
The requirements of labor legislation, the accepted culture of working with hired personnel, etc.
The content of the personnel policy is not limited to hiring, but concerns the fundamental positions of the enterprise in relation to the training, development of personnel, ensuring interaction between the employee and the organization. While the personnel policy is connected with the selection of targets designed for the future, the current personnel work is focused on the prompt solution of personnel issues. Between them there should, of course, be a relationship, which usually happens between strategy and tactics for achieving the goal.
The target task of personnel policy can be solved in different ways, and the choice of alternative options is quite wide:
1. Dismiss employees or retain; If you save, which way is better:
a) transfer to reduced forms of employment;
b) use at unusual works, at other objects;
c) send them to long-term retraining, etc.
2. Train workers yourself or look for those who already have the necessary training.
3. Recruit from outside or retrain workers to be released from the enterprise.
4. Recruit additional workers or get by with the existing number, provided that it is used more rationally, etc.
Personnel policy is both general in nature when it concerns the personnel of an enterprise as a whole, and private, selective, when it focuses on solving particular problems (within individual structural units, functional or professional groups of employees, categories of personnel). This takes into account:
Requirements for the labor force at the stage of its employment (to education, gender, age, length of service, level of special training, etc.);
Attitude towards "investment" in the labor force, to the purposeful influence on the development of certain aspects of the employed labor force;
Attitude to the stabilization of the team (of all or a certain part of it);
Attitude to the nature of the training of new workers at the enterprise, as well as to the retraining of personnel;
Attitude towards intra-company movement of personnel, etc.
The personnel policy of an enterprise is a holistic personnel strategy that combines various forms of personnel work, the style of its implementation in the organization and plans for the use of labor.
For a complete analysis of the personnel policy of any enterprise, it is necessary to highlight the evaluation criteria:
Quantitative and qualitative composition of personnel;
Staff turnover rate;
Policy flexibility;
The degree of consideration of the interests of the employee / production, etc.
For convenience of analysis, the quantitative composition of the organization is usually divided into three categories: senior managers, middle managers and service personnel with differentiation into men and women, pensioners and persons under the age of 18, working and on vacation (for example, to care for a child, without maintenance, etc.), as well as for those working in the parent company or branches, etc. The qualitative composition of personnel is usually divided into employees with higher, secondary specialized, secondary and primary vocational education, taking into account work experience, staff development and other factors.
The level of staff turnover is one of the most revealing criteria for the personnel policy of an enterprise. Of course, staff turnover can be seen as both a positive and a negative phenomenon. First, the worker's capabilities are expanded, and his ability to adapt increases. Secondly, the staff of the enterprise is “refreshing”, there is an influx of new people, and, consequently, new ideas.
The flexibility of personnel policy is assessed based on its characteristics: stability or dynamism. Personnel policy should be dynamically rebuilt under the influence of changing conditions and circumstances.
The degree of consideration of the interests of the employee is considered in comparison with the degree of consideration of the interests of production. Examines the presence or absence of an individual approach to the employees of the enterprise.
1.2 Goals and principles of personnel policy
In modern conditions, personnel policy should be focused on the priority of social values, social policy, since the ultimate goal of the ongoing reforms is not the market as such, but the well-being of each person.
The main goal of personnel policy is to create a personnel management system based mainly not on administrative methods, but on economic incentives and social guarantees focused on bringing the interests of the employee and the organization closer together, achieving high labor productivity, increasing production efficiency, and obtaining the best economic results for the organization.
The main goal is specified in the following tasks:
1. Ensuring the conditions for the implementation of the rights and obligations of citizens provided for by the Constitution of the Russian Federation, labor legislation.
2. Compliance by all organizations and individual citizens with the provisions on trade unions, model internal regulations and other documents adopted in the framework of the state personnel policy.
3. Ensuring an optimal balance in the processes of updating and maintaining the numerical and qualitative composition of personnel, its development in accordance with the needs of the organization itself and the state of the labor market.
4. Subordination of all work with personnel to the tasks of uninterrupted and high-quality provision of the main economic activity with the required number of employees of the necessary professional qualified composition.
5. Rational use of human resources available to the organization.
6. Formation and maintenance of effective work of labor collectives, development of intra-industrial democracy.
7. Development of principles for organizing the labor process.
8. Development of criteria and methodology for the selection, training and advanced training of employees; staff remuneration.
9. Development of principles for determining the social economic effect of activities included in the personnel management system.
All goals of personnel policy can be divided into economic and social.
Economic goals are derived from the priority production principles of maintaining the competitiveness of the organization and maximizing profits. Achieving the optimal ratio between costs and results is an important achievement of the personnel policy. In the current economic conditions, personnel decisions are rarely aimed at an absolute reduction in personnel costs, more often they are designed to optimize the ratio between these costs, on the one hand, and labor productivity, on the other.
Social goals are to improve the material and non-material situation of the employees of the enterprise. This applies especially to wages, social spending, reduction of working hours, as well as the equipment of workplaces, demands for greater freedom of action and the right to participate in decision-making.
Own goals of the personnel policy are determined taking into account the main provisions of all the components of the development of the organization:
1. Goals related to the external conditions of the enterprise (labor market, relationships with state and local authorities).
2. Goals determined by internal conditions, the implementation of which is aimed at improving the relationship of the enterprise with its employees (their participation in the management of the enterprise, deepening professional knowledge, etc.).
Table 1.1 discusses the fundamental principles of the formation of personnel policy.
Table 1.1 - Fundamental principles for the formation of personnel policy
| Name of the principle | Principle characteristic |
| Scientific | use of all modern scientific developments in this field, which could provide the maximum economic and social effect |
| Complexity | coverage of all areas of personnel activity and all categories of employees |
| Consistency | taking into account the interdependence and interconnection of the individual components of this work; the need to take into account the economic and social effect (both positive and negative), the impact of a particular event on the final result |
| Efficiency | any costs for activities in this area should be repaid through the results of economic activity |
| methodical | qualitative analysis of the selected solutions, especially in cases where there are a number of mutually exclusive methods |
Of the several options for the proposed principles in relation to the conditions of a given organization, one must be chosen. Such materials include the development of provisions on job descriptions, the methodology for hiring and the placement of newly hired workers, etc.
1.3 General requirements for personnel policy
The general requirements for personnel policy in modern conditions are as follows:
1. Personnel policy should be closely linked to the development strategy of the enterprise. In this respect, it represents the staffing of the implementation of this strategy.
2. Personnel policy should be flexible enough. This means that it must be, on the one hand, stable, since certain employee expectations are associated with stability, and on the other hand, dynamic, i.e. be adjusted in accordance with the change in the tactics of the enterprise, the production and economic situation. Stable should be those parties that are focused on the interest of the staff and are related to the organizational culture of the enterprise.
3. Since the formation of a qualified workforce is associated with certain costs for the enterprise, the personnel policy should be economically justified, i.e. based on his real financial capabilities.
4. Personnel policy should provide an individual approach to its employees.
5. Personnel policy should create not only favorable working conditions, but provide the possibility of promotion and the necessary degree of confidence in the future.
Thus, the personnel policy is aimed at creating such a system of work with personnel, which is focused on obtaining not only economic, but also social benefits, subject to compliance with current legislation.
1.4 Certification of personnel and its procedure
The business assessment of an employee most often takes place in the form of certification. Organizationally, its implementation is formalized by an appropriate order for the enterprise, which gives it an official status and gives the right to use its results to make organizational decisions in relation to a particular employee. Thus, attestation should be considered as some completed, documented result of an employee's assessment.
Certification is a widespread form of work with personnel, actively used by enterprises, institutions and organizations. The object of certification are employees of certain categories who are in labor relations with this enterprise. Its implementation is regulated by a number of official documents and appropriate methodological support.
At the same time, the enterprise has the right to develop its own provisions for the certification, based on the goals set. However, it should be borne in mind that there are certain formal requirements for the procedure for its implementation, and compliance with these procedures is of particular importance, since their violation may serve as a basis for an employee who is dissatisfied with the decision made against him to challenge this decision.
The certification methodology developed in the country and its procedure are typical for enterprises with a public form of ownership of the means of production. Responsibility for the timeliness of its implementation lies with the director, and the direct executor is the personnel service (personnel department) with the active participation of the heads of departments of the enterprise and the trade union organization.
Certification of employees, in its essence and organizationally, cannot but differ at enterprises of various forms of ownership. At the same time, the certification functions do not depend on the form of ownership of the enterprise. These are control, stimulation, improvement of the selection and placement of personnel. The essence of the control function is to periodically check the business and personal qualities of employees for their compliance with the position held. The incentive function is aimed at increasing the employee's interest in the continuous development of their business and personal qualities, improving labor results as a condition for successful certification.
Certification should be carried out systematically. There are the following types:
Regular main, deployed (every 3-5 years);
Regular intermediate, simplified, focused on assessing the results of current work (for managers and specialists once a year, and for some categories 2 times a year and more often);
Irregular, caused by extraordinary circumstances (unexpected vacancy, unplanned opportunity to go to school), with the introduction of new wage conditions.
Certification includes several stages:
Preparatory;
Preparation of a package of necessary documents for attested employees;
Carrying out the certification itself;
Use of certification results.
At the preparatory stage, a decision is made to conduct certification, the timing of its implementation is determined, lists of employees subject to certification are compiled, and the quantitative composition of the certification commissions is determined. All these documents are given legal force: an order is issued for the enterprise on the certification of employees, indicating the timing, composition of the certification commissions and their work schedule. The appendix to the order contains a provision on attestation.
Managers and specialists who have worked in this position for less than a year, pregnant women, women with a child under one year old, etc. are exempt from certification. The subject of assessment is a person, a group of persons, a body that has the right to conduct an assessment of employees. Most often, the attestation commission acts as the subject of evaluation.
The attestation commission is headed by a chairman, it consists of members of the commission and a secretary. Executives, leading specialists of the enterprise, representatives of the public (trade union), experts - highly qualified specialists authorized to conduct the assessment are involved as members of the commission. Employees of the given enterprise, who know the certified persons well, can also act as experts. The composition of the attestation commission is no more than 5 - 6 people.
Explanatory work is carried out among the employees of the enterprise about the tasks of certification, familiarization with the methodology for its implementation, the procedure for preparing the necessary documents.
The certification schedule is communicated to employees at least one month before the certification, and materials must be submitted to the commission at least two weeks before the certification. This is most often a certification sheet and a review is a characteristic. The attestation sheet contains objective information about the employee: education, work experience in the specialty, at the enterprise, in the position, etc. This information is prepared by employees of the personnel service. Review - the characteristic reflects the generalized results of the assessment of the employee's performance, a questionnaire survey about the behavior of the employee in the team, the assessment of the employee by the manager. The head of the enterprise is responsible for recording and evaluating the activities of the employee. Feedback - the characteristic is discussed at a team meeting. The employee must be familiarized with it at least a week before certification against signature. Feedback - the characteristic is transferred to the personnel service or directly to the certification commission.
The attestation commission considers the documents submitted to it, hears a message about the employee, about the successes and shortcomings achieved, the results of current assessments, and on the basis of this, taking into account the discussion in the absence of the certified by an open vote, gives one of the following final grades:
Corresponds to the position held;
Corresponds to the position held, subject to improvement of work and implementation of the recommendations of the certification committee with re-certification in a year;
Doesn't fit the position.
The employee is introduced to the decision of the commission, pointing out the strengths and weaknesses of his work. The Commission may make recommendations regarding his promotion (professional growth) or the need for advanced training. The meeting of the attestation commission is recorded. It is important that the appraisal of employees takes place in a friendly environment, so that the commission is aware of its responsibility in ensuring the objectivity of the assessment. The effectiveness of certification increases if certain legal consequences are associated with it: promotion, transfer to a higher position, dismissal, etc. Therefore, following the results of the certification, an order is issued that approves its results, decisions on changes in the placement of personnel, on official salaries, enrollment of promising employees in the reserve for promotion, positively certified employees are encouraged, etc.
The results of the certification are discussed at production meetings, meetings together with the trade union organization, the results of the certification, compliance with the procedure and conditions for its implementation are analyzed, decisions are made to eliminate the identified shortcomings.
1.5 Staff formation methods
A workforce plan is developed to calculate the number of employees that an organization will need and the professional structure that will be needed in a given period. Decisions should also be made about potential recruitment sources, and contacts established and maintained to ensure that the needs of the organization and the potential rewards for work, monetary or moral, are known to the future composition of employees, as companies recruit people of a wide variety of professional levels and need a wide variety of specialties.
1.5.1 Personnel selection
Staff engagement refers to all the measures that are taken to meet the organization's staffing needs in a timely manner with suitable employees. This requires a multi-stage planning process. As part of staffing requirements planning, the future staffing requirements are first determined. It is recommended to plan from the medium term to planning for the long term of three to five years. The result of personnel planning is to determine how many employees are needed, with what qualifications and abilities, for what positions, and from what time. After the future quality need for personnel is determined, it is necessary to determine the requirements (qualifications, knowledge, abilities, behavior ...) that employees must meet in order for them to perform their tasks. This process is also referred to as job requirement profiling.
Most organizations cover their staffing needs through systematic professional training, as the external labor market often cannot provide the required quantity and quality of staff. In addition, many organizations adhere to such principles of personnel policy, in which vacant positions are filled mainly by their own employees. In this way, they offer their employees opportunities for advancement, and employees are more willing to contribute to a better climate at work. As a rule, a new position sets higher requirements for the employee, that is, such a move is associated with professional growth. Therefore, the search for personnel from the inside, that is, the replacement of free space with your own employee, is hardly possible without thorough training and assistance in advanced training. As a result of planning for personnel requirements, it may turn out that for a particular workplace it is necessary to hire additional personnel, for example, because among the existing employees there is not one who would have the necessary qualifications, or because fresh blood needs to be poured in the interests of entrepreneurial policy from the outside. Employees from outside often give new impetus to the institution, and employees inside are more likely to accept them as bosses than their former peers. In addition, filling vacancies from internal reserves cannot solve the quantitative aspect of the need for personnel, because the employee transferred to a new position leaves behind a vacancy, which, as a rule, also needs to be filled. In the extreme case, filling a vacancy at the expense of its own employees can lead to a chain of relocations, at the end of which, in the most favorable case, there will be a vacancy for a newcomer to the profession.
Depending on the situation on the market and on the requirements for a substituted workplace, measures to attract personnel may be addressed to high school graduates who begin their career after receiving vocational education, graduates of higher educational institutions who are looking for a job, unemployed or looking for a job, but not yet busy. If, for example, an additional employee is needed to serve the clientele, it may be worthwhile to prepare for work with clients a growing specialist who is on the verge of completing his education and is already thinking about a permanent job. If, for example, it is known that the head of a department is retiring, and none of its own employees are suitable as a candidate, then the organization should start looking for a suitable successor in the external labor market about a year before the intended replacement of the position.
The purpose of recruiting staff is to appeal to relevant stakeholders, or to try to convince job seekers of the attractiveness of the vacancy to such job seekers who have already declared their interest without an invitation. If there are no candidates from internal reserves, the organization should first select suitable candidates from existing applications from outside. If there are none, or only those of little interest, the organization itself will have to turn to potentially interested parties. To do this, there are the following possibilities: inquiries to the labor exchange or other organizations dealing with employment issues; contacts with schools and universities; announcements in regional or inter-regional daily and weekly newspapers; announcements in professionally specialized periodicals; assignment to the HR consultant.
In the process of attracting personnel, it is necessary to pay attention to ensuring that the potential candidate is as widely informed as possible about the organization, the future workplace and the requirements that he will have to fulfill. The vacancy announcement, first of all, should have an attracting effect, that is, be addressed to as many suitable candidates as possible, for which the attractiveness of the advertised vacancy should be in the foreground in the announcement. At the same time, the announcement should have a selective effect, that is, it should lead to the fact that, if possible, unsuitable candidates do not apply.
1.5.2 Recruitment
In recruitment, it is a matter of choosing from among the identified stakeholders and applicants those who best meet the requirements of the vacancy. To do this, it is necessary to identify the suitability indicators of candidates (ability, knowledge, experience) and compare them with predetermined indicators of requirements for a free place. Here it is necessary to avoid mistakes that may arise as a result of insufficient or excessively high qualifications.
In practice, the following selection procedures are commonly used:
Analysis of the documents submitted with the application (certificates, biography, characteristics ...);
Hiring interviews (in a free or pre-prepared form); - psychological tests;
The use of a personality assessment method that simulates typical workplace situations (consulting clients or handling incoming mail) and where candidates are assessed by several specially trained observers. In most institutions, the face-to-face interview with the candidate is at the center of the selection process. In such a conversation, one should strive for the following goals: the candidate and the employer should get to know each other; the candidate must be given the opportunity to prove his abilities, knowledge and experience, and to state his goals; the employer should be able to explain to the candidate the requirements of the vacancy and together with him fix the goals of possible cooperation.
If there is a sufficient understanding between the production expectations and the candidate's personal premises and the choice is made, still further formal steps should be followed:
It is necessary to obtain the consent of the body representing the staff (staff council) at the hiring institution (the right of staff participation in decision-making);
The candidate must receive an offer to conclude an agreement with him only after the consent of the body representing the staff;
For other applicants who have applied, a refusal can be sent only after the selected candidate has put his signature on the proposal to conclude an agreement with him and sent it back.
The recruitment network should be sufficiently wide and varied. Local schools are a good source for recruiting junior employees, and many companies maintain useful contacts with them to participate in training contracts for schoolchildren. Most large companies also take part in annual meetings with graduates of higher education in order to provide them with information about career opportunities. Sources for recruiting more qualified employees for senior positions are varied, including employment centers, special agencies and recruitment consultants or executive search consultants.
2 Analysis of personnel policy and personnel planning at the enterprise SU-451
2.1 General characteristics of the enterprise
Construction Department 451, abbreviated name: SU-451, is a branch of the open joint-stock company Primortransstroy, located in Vladivostok, st. Strelnikova, 3a.
The Company may create branches and open representative offices on the territory of the Russian Federation and abroad. Branches and representative offices carry out their activities on behalf of the company, which is responsible for their activities. A branch of a company is its separate subdivision, located outside the location of the company, performing all or part of its functions, including the functions of representation. The representative office of the company is its separate subdivision, located outside the location of the company, which represents the interests of the company and protects them. Branches and representative offices are not legal entities, they are endowed with property by the company and act in accordance with their regulations. The property of branches and representative offices is accounted for on their separate balance sheet and on the balance sheet of the company. The decision on the establishment of branches and representative offices and their liquidation, the provisions on them, the decision on the appointment of the head are made by the board of directors of the company in accordance with the legislation of the country in which the branches and representative offices are established.
Heads of branches and representative offices act on the basis of a power of attorney issued by the company.
Legal address: Bolshoy Kamen, st. Karl Marx, 57. SU-451 is allocated to an independent balance sheet and registered with the tax authority at its location.
The main activity of the Construction Department 451 is the production of works and the provision of services in the field of construction activities. The organization has its own concrete-mortar unit, which is engaged in the manufacture of concrete, reinforced concrete products, mortar, both for its own needs and for sale to the side. In addition, there is a fleet of vehicles, the services of which are used for the performance of work and the provision of services by mechanisms to third-party organizations and the public.
The main suppliers of inventory items and services are: Mechanization Department, AESKO LLC, Vodokanal LLC, Communal Energy LLC, Dalmetalltorg LLC, Mir Supply LLC, Kiparis LLC, etc.
On the balance sheet of SU-451 there is an administrative building with a total area of 1080 sq.m. Part of the area of this building is leased for offices. Main tenants: Nefteprodukt Zvezda CJSC, Zvezda Oil CJSC, Standart LLC, etc. The construction department also has a material warehouse and mechanical workshops for the repair of its own vehicles.
2.2 Works and services performed by SU-451
Construction Department No. 451 is engaged in the repair of buildings and structures, the reconstruction of various heating networks, carries out construction and installation work, provides services for vehicles and mechanisms, and leases premises to other enterprises.
Works and services performed by SU-451 in 2005 - 2007 on the basis of the charter and power of attorney of Primortransstroy OJSC:
Repair of the court building;
Repair of the City House of Culture;
Repair of the Administration building on the street. Karl Marx 4 "Front Entrance";
Repair of the monument to the participants of the Great Patriotic War;
Strengthening (strengthening) of the house on the street. Blucher 31;
Capital repairs of administrative premises of the employment center;
Reconstruction of heating networks on the street. Gagarin;
Renovation of the orphanage;
Repair of the subscriber hall of the Central City Library;
Overhaul of the heating system of the kindergarten "Mishutka";
Repair and construction work in the music room of the kindergarten "Mishutka";
Pressure pipe laying Oil product;
Reconstruction of heating systems from the Arlekin cinema;
Repair of the roof of the Medical Unit;
Repair of premises of the tax inspection;
Repair of the heating main of the OVD ZATO Bolshoy Kamen;
Repair of school No. 1;
Renovation of school No. 4;
Construction of a 60-apartment building "Zvezda";
Construction of the water pipeline Service-Vostok;
Construction of the boiler house Nefteprodukt-Zvezda;
Construction and installation work on the installation of storage tanks Teploenergo;
Reinforcement of the walls along the street. Krylova, 6;
Cemetery fence device;
Sewerage device MSCh-98;
Formation drainage of a 60-apartment building;
Construction of sewerage and treatment facilities in the "New World";
Construction of external networks in the bakery area;
Reconstruction of the retaining wall of the kindergarten "Zhuravushka";
Repair of the 2nd floor of the infectious department of the medical unit.
2.3 Characteristics of the organizational management system, goals, functions and objectives of the organization
The SU-451 has a linear control structure, which is shown in Figure 2.1. At the head is the head of the department, endowed with all powers and exercising sole leadership of subordinate employees, concentrating all management functions in his hands.
Figure 2.1 - Organizational structure of management of SU-451
Advantages of a linear management structure:
Unity and clarity of command;
Consistency of actions of performers;
A clear system of mutual relations between the leader and the subordinate;
Speed of reaction in response to direct instructions;
Obtaining by executors of interconnected orders and tasks provided with resources;
Personal responsibility of the head for the final results of his enterprise.
There are also disadvantages of a linear management structure:
High requirements for the manager, who must have extensive versatile knowledge and experience in all management functions and areas of activity;
Overload of top-level managers, a huge amount of information, a flow of paperwork, multiple contacts with subordinates and superiors;
A tendency to red tape when dealing with issues involving multiple departments.
The enterprise organizes work based on the tasks assigned to it and the functions performed in accordance with the long-term and current work plans; coordinates its activities with other organizations in order to comply with the interests of its enterprise. The construction department is headed by a chief who holds a position and is relieved of it by order of the director of OJSC Primortransstroy.
The main tasks of the SU-451 are:
Increasing the volume of services offered;
The expansion of the customer base;
Strengthening the image of the organization, including by improving the quality of customer service.
To solve problems, SU-451 performs the following functions:
Organization of work with clients;
Implementation of work to attract customers for the organization;
Formation and timely submission of primary documents and required reporting to Primortransstroy OJSC;
Client consulting;
Development of proposals for changing the procedure for the implementation of the provided works and services and the introduction of new ones;
Preparation of proposals for changing the operating mode of SU-451 in order to improve the quality of customer service;
Improving the culture of customer service and the qualifications of employees;
Timely informing clients about new works and services provided.
Functions of the head of SU-451:
Manages all activities of the construction department and is personally responsible for the correct and timely performance of tasks and functions, as well as the results of work;
Organizes the development of long-term and current work plans of the department;
Conducts a systematic analysis of the state of affairs on issues within the competence of SU-451, and on its basis prepares proposals for the director of OJSC Primortransstroy to make decisions aimed at improving the activities of the enterprise;
Organizes the study of the construction services market and the possibility of expanding the circle of potential consumers (clients) on issues within the competence of SU-451;
Performs representative functions and participates in meetings and meetings held in the organization;
Ensures the preservation of commercial secrets about the activities of the enterprise and its customers, the correct application of the current legislation and the conduct of office work in the prescribed manner;
Ensures the development of the draft Regulations on SU-451, distributes duties between the deputy heads of SU-451, considers and approves regulations on departments that are part of SU-451, as well as job descriptions of employees developed on the basis of the qualification characteristics for the position approved by the decree of the Ministry of Labor of the Russian Federation ;
Contributes to the creation of the necessary working conditions and a favorable moral and psychological climate in the team. Ensures compliance with labor discipline by employees of SU-451;
Submits for consideration to the director of the enterprise proposals for changing the structure, staffing of SU-451, as well as for the admission, transfer and dismissal of employees of SU-451, their encouragement and the imposition of disciplinary sanctions;
Resolves operational issues, signs documents on issues related to the activities of SU-451, within the limits of his authority, delegated by power of attorney;
Concludes contracts for the implementation of SU-451 transactions, within its competence, on the basis of the powers granted to it in accordance with the power of attorney issued to it;
Persons who meet the qualification requirements of this enterprise are accepted for the positions of SU-451 specialists;
During the period of temporary absence of the head of SU-451, the execution of his duties is assigned to an authorized person, in accordance with the order of the director of the enterprise or his deputy;
For shortcomings in work and violations of labor discipline, disciplinary measures may be applied to managers and employees of SU-451 in accordance with applicable law, as well as measures of material influence. Employees may be held liable for other types of liability by law.
2.4 Number and structure of personnel of SU-451
The structure of the Construction Department No. 451 includes:
Head of Department;
Chief Engineer;
Chief Accountant;
Chief mechanical engineer;
Supply manager;
Secretary;
Foremen;
workers;
Watchman.
SU-451 also includes the following departments:
Human Resources Department;
Department of Chief Mechanic;
Purchase department;
Accounting;
Office of labor protection.
Each employee has his own job description, which describes in detail all his functions. The head of the department deals with all organizational issues, controls the activities of the enterprise. The chief engineer solves technical issues. Deputy the head of the procurement department is engaged in providing all the necessary materials and equipment for construction and installation work at various facilities. The chief accountant is engaged in the preparation of reports, payroll, monitors all financial activities of the department. PTO orders design and estimate documentation for facilities under construction or repair, draws up work execution forms and presents them to the customer for payment. At the disposal of the department of the chief mechanic are all control mechanisms: dump trucks, truck cranes, bulldozers, mixers for transporting concrete. The Human Resources Department handles the hiring and firing of employees. Secretary - assistant chief for general affairs. Foremen and foremen directly carry out the repair and construction of facilities that the management has won in tenders (competitions).
The lowest level is occupied by personnel whose labor functions are strictly regulated, freedom of choice is maximally limited by regulatory documents. As a rule, these are technical personnel and technical performers (foremen, workers, foremen). They are obliged to clearly comply with the rules and regulations, by all means follow the requirements of job descriptions, and diligently learn typical patterns of business behavior. This is considered the highest sign of professional culture. Such work does not require the manifestation of individuality, limits creativity and encourages the performer to be conscientious, organized, collected and methodical, ready for regulated activities. However, even in the conditions of a clearly organized hierarchically constructed system of rigid organizational technologies, there is always a place for the initiative of the performers.
The middle level is occupied by middle managers, leading and chief specialists of the organization, forecasters, etc. Their main role is to coordinate, monitor the strict observance of established procedures, and ensure the achievement of business plan indicators. For them, professional knowledge of instructive documents is required, as well as knowledge of computer technology, theoretical training in the basics of economics and law. At the same time, many economic situations give rise to fundamentally new tasks, in which the accumulated experience and mastery of technology do not always help. To a certain extent, the skills of a creative approach to the situation, entrepreneurial intuition are required, but within the framework of a service role.
The highest level is occupied by managers (director, chief) - analysts who perform the functions of strategic analysis and planning. These are the leaders, the think tank of the organization. They are endowed with maximum powers and the greatest responsibility. Their business activity determines the competitiveness of the enterprise, and the lack of specialists of this level is considered as a risk factor. The content of their work includes: audit, diagnostics and optimization of financial processes; operational preparation of decisions on the management of archives and obligations of the enterprise, costs and profits, productivity and efficiency; identifying trends in the development of financial processes and ensuring security.
Table 2.1 shows the dynamics of the number of personnel in 2005. – 2007
Table 2.1 - Dynamics of the number of personnel in 2005 - 2007
The main reason for the dismissal of employees is dissatisfaction with the work in the Construction Department No. 451.
Figure 2.2 graphically shows the dynamics of the number of personnel in 2005. - 2007
Figure 2.2 - Dynamics of the number of personnel in 2005 - 2007
To characterize the movement of the labor force, we calculate and analyze the dynamics of the following indicators:
Recruitment turnover ratio (CR):
Kpr \u003d number of accepted / average number of staff. * one hundred%
The employee turnover turnover ratio (Kv) is calculated by the formula:
Kv = number of retired workers. / average headcount * one hundred%
The staff turnover rate (Kt) is calculated by the formula:
Kt \u003d number of those who left of their own free will and / average number. per. * 100% for violation of labor discipline
The coefficient of constancy of the personnel of the enterprise (Kp.s):
Kp.s \u003d number of slaves who worked the whole year / average number. * one hundred%
Table 2.2 shows the calculation data on the movement of personnel for three years.
Table 2.2 - Dynamics of personnel movement in 2005 – 2007,%
According to the results of the analysis, the coefficient for the reception of personnel increases every year: in 2005. it was 1.3; in 2006 1.3 higher - 2.6, and by 2007. increased by 1.2 and amounted to 3.8. In the period from 2005 – until 2007 there is a tendency to increase the number of employees, 4 people were hired, 3 people were fired. This suggests that the rate of admission of personnel exceeds the rate of departure of personnel in 2006. by 1.3%.
Staff turnover rate since 2005 to 2007 decreasing: since 2005 to 2006 - by 1.4%, but still it is worth paying attention to the fact that, despite good working conditions, the staff left.
In general, for the enterprise SU-451 in 2005. the actual number of staff was 75 people, and by 2007. - 79 people.
Number of employees of SU-451 (control apparatus): head of department - 1 person; chief engineer - 1 person; head of supply department - 1 person; supply department - 2 people; chief accountant - 1 person; PTO - 3 people; department of the chief mechanic - 2 people; personnel department - 1 person; senior foreman - 1 person; foremen - 2 people; masters - 2 people; secretary - 1 person; accounting - 2 people; office of labor protection - 1 person.
In SU-451, the staff is fully staffed, so getting a job is quite difficult.
2.4.1 Gender and age structure of staff
The total number of personnel working in SU-451 in 2007: women - 35%; men - 65%. Personnel in SU-451 (control apparatus) mainly have higher education.
Table 2.3 shows the structure of personnel by age, level of education and work experience for three years.
Table 2.3 - Structure of personnel by age, level of education and length of service in 2005 – 2007
| Indicators | 2005 | 2006 | 2007 | |||
| people | % | people | % | people | % | |
| Average headcount | 75 | 100 | 76 | 100 | 79 | 100 |
| Incl. aged: 22-30 | 6 | 8 | 7 | 9 | 8 | 10 |
| 30-40 | 40 | 54 | 40 | 53 | 42 | 53 |
| 40-50 | 19 | 25 | 19 | 25 | 19 | 24 |
| 50-60 | 10 | 13 | 10 | 13 | 10 | 13 |
| Have higher education | 13 | 17 | 14 | 18 | 17 | 22 |
| average spec. education | 62 | 83 | 62 | 82 | 62 | 78 |
| Have experience: 1-5 years | 47 | 63 | 49 | 65 | 52 | 66 |
| 5-10 years | 16 | 21 | 14 | 18 | 14 | 18 |
| 10-20 years | 8 | 11 | 9 | 12 | 9 | 11 |
| over 20 years | 4 | 5 | 4 | 5 | 4 | 5 |
From the table it follows that in the organization since 2005. to 2007 the majority of workers are between the ages of 30 and 40. In the category from 22 to 30 years old and from 30 to 40 years old, the number of employees is increasing every year. Young people are more productive, efficient, more active. In second place is staff aged 40 to 50 years, their number is unchanged every year - 19 people.
In SU-451 for the period of 2007. 62 people have specialized secondary education, 17 people have higher professional education, i.е. 21.5% with higher education, 78.5% with specialized secondary education. For three years, the number of personnel has increased only by hiring workers with higher professional education.
2.4.2 Recruitment, vocational training, advanced training of employees in SS-451 and professional growth
When applying for a job in the Construction Department, an interview is held and a trial period of three months is assigned, a questionnaire is filled out. Interviews are still the most widely used recruitment method. Even non-management employees are rarely hired without at least one interview. The selection of a high-ranking manager may require interviews that take several months. The test helps to predict how effectively a candidate will be able to perform a particular job.
There are educational institutions in the city of Nakhodka and Vladivostok, with which the JSC "Primortransstroy" and its branch SU-451 have concluded an agreement that every three years the employees of the enterprises will confirm their qualifications. Training is 2 - 3 days. Payment for training one person per day is from 1500 to 2000 rubles. The task of vocational training is to bring the qualifications of an employee in line with the requirements for his position. An employee who was hired some time ago and at that time fully met the professional requirements must also replenish his knowledge (study new documents, etc.). Trainings are held for bosses and managers in order to make their work at the enterprises more successful; timely informing employees about new services provided by the enterprise.
Career is one of the important conditions in the professional activity of each employee. Career is the employee's conscious own judgments about his labor future, the expected ways of self-expression and job satisfaction. This is progress along the once chosen path of activity. Table 2.4 shows the stages of career development of employees in SS-451.
Table 2.4 - Stages of career growth in SS-451
A successful career is often the result of reaching certain career milestones by a certain age. Studies show that people whose promotions have not kept pace with their lives have lower job performance, often a passive life stance. The ultimate goal of career planning is to improve staff motivation, commitment and performance.
Figure 2.3 graphically displays the stages of career growth for employees of the Construction Department No. 451.
Figure 2.3 - Stages of career growth for employees of the Construction Department No. 451
Planning and control of a business career in the Construction Department lies in the fact that from the moment an employee is accepted into the organization and until the expected dismissal from work, it is necessary to organize a systematic horizontal and vertical promotion of the employee through the system of positions or jobs. An employee must know not only his prospects for the short and long term, but also what indicators he must achieve in order to count on promotion.
The preliminary stage includes a period during which a person can change several different jobs in search of an activity that meets his needs and meets his capabilities. in the Construction Department in 2007. the staff under 30 is 8 people - these are young specialists who learn their profession, gain experience, they are dependent and subordinate.
The formative stage lasts approximately five years at the age of 30 to 40 years - 42 people. In SU-451, these are employees who work with clients and customers. During this period, the employee masters the chosen profession, acquires the necessary skills, his qualifications are formed, and self-assertion takes place. Usually at this age, a person's needs become greater, so there is a desire to receive wages, the level of which is higher than the subsistence level.
The promotion stage usually takes place between the ages of 40 and 50, the staff is 19 people. During this period, there is a process of growth in qualifications, promotion. There is an accumulation of practical experience, skills, a growing need for self-affirmation, achieving a higher status and even greater independence, self-expression as a person begins. Employees have gained experience, knowledge and skills. The experience gained gives them the opportunity to conduct their own work area. Some of them work as heads of departments at the enterprise. The transition to this stage depends on whether the employee has demonstrated competence in a particular area.
The conservation stage is characterized by actions to consolidate the results achieved and covers the age period from 50 to 60 years. At this age, the number of employees is 10 people. There comes a peak in the improvement of qualifications and its increase as a result of vigorous activity and special training, the employee is interested in transferring his knowledge to young people. This period is characterized by creativity, there may be an ascent to new service levels. Analysis of the use of enterprise personnel must be considered in close connection with wages. Let us consider the dynamics of the average wages of employees of SU-451 in the period from 2005 to – 2007
Table 2.5 - Wage fund for employees SU-451
This table shows that in 2006 the average salary increased by 132% (9378*100/7083) compared to 2005. In 2007 wages increased by 134% compared to 2005. The increase is explained by the increase in official salaries and tariff rates of employees.
Figure 2.4 shows the dynamics of the average monthly salary of SS-451 employees.
Figure 2.4 - Average monthly salary, (rub.)
2.5 Analysis of the financial and economic activities of the enterprise SU-451
The financial strategy is mainly focused on effective cooperation with large and high-potential customers, as well as on stimulating the growth of the number of customers through attractive services provided, the company's reputation and the degree of customer confidence .
In its financial activities, SU-451 managed not only to maintain, but also to increase its potential. Priority tasks of sustainable development in 2007 The Construction Department has traditionally determined the activation of effective forms and methods of service, the development of new technologies that meet modern requirements and international standards, the maximum satisfaction of customer needs in the volume, structure and quality of services. Table 2.6 shows the main financial performance indicators of SU-451 in 2005. – 2007
Table 2.6 - Key financial performance indicators of Construction Department No. 451 in 2005 - 2007
In 2006 compared to 2005 the company's income increased by 123% and amounted to 41159.99 thousand rubles, expenses increased by 122.1% (10142.50), profit increased by 123.3% (31016.82), the number increased by 101.3%. In 2007 compared to 2006 revenues increased by 230.9% (95026.58), expenses increased by 365.6% (37083.54). In 2006 net profit is 31016.82 thousand rubles. - 57943.04 thousand rubles, i.e. by 2007 profit increased by 26926.22 thousand rubles. (186.8%). Number of personnel by 2007 increased by 104%.
In 2007 compared to 2005 income increased by 61571.41 thousand rubles. (95026.58 - 33455.17), i.e. by 284%. Costs increased by 446.7%, profits increased by 230.3%, and headcount increased by 105.3%. Figure 2.5 graphically displays the main financial performance indicators of Construction Department No. 451 in 2005. - 2007
Figure 2.5 - Key financial performance indicators of Construction Department No. 451 in 2005 - 2007
The most important source of resources for SU-451 is funds from completed construction and repair works. The second most important source of financing is the funds from the lease of premises, areas and construction mechanisms (truck cranes, excavators, dump trucks and other equipment) to other enterprises.
High-quality and urgent execution of construction and installation works is a priority direction in the development of the enterprise. The volume of orders given to the company since 2003 increased by more than 4.3 times. SU-451 provides customers with comprehensive services at all stages of construction and repair work. Work is constantly being done to improve the services of the enterprise. Working with customers remains one of the priority areas of work.
The average salary of employees of SU-451 ranges from 7 to 9.5 thousand rubles. According to the results of financial activities, the Construction Department has a stable position in the construction services market, which means that it has sufficient funds and opportunities to improve the level of the personnel policy of the enterprise in order to expand the number of staff positions, hire new specialists, increase the area of \u200b\u200bpremises, stimulate staff, improve the skills of employees in time SU-451, i.e. there are all conditions for improving the personnel policy of the organization.
3.1 Personnel strategy of the enterprise
In the context of the rapid development of new technologies, it is becoming increasingly important to provide the organization with qualified personnel. Timely acquisition of the necessary personnel for all departments of the organization becomes impossible without the development and implementation of personnel policy. The fact is that in modern production, the greatest value is not the walls and machines of the enterprise, but the creative potential of the staff and management methods.
Construction Department No. 451 follows a strategy of concentrated growth. This strategy is associated with an increase in the quantity and quality of services performed by the enterprise. The company is trying to expand the range of services provided, without changing the industry. The specific types of this strategy are as follows:
A strategy to strengthen the position in the market, in which the company does everything to win the best position with this product in this market;
Market development strategy, which consists in finding new markets for an already produced product;
A product development strategy that involves solving the problem of growth through the production of a new product, which is supposed to be sold in a market already mastered by the company.
The strategy of concentrated growth is characterized by the constant comparison of current goals and the creation of a foundation for the future.
Required characteristics for personnel with this strategy:
Employees must be organized;
Have the ability to adapt to changing conditions;
Be problem-oriented and work closely with other organizations.
The technology of personnel management with this strategy is:
In search of people who are able to take risks;
In fairness and impartiality in the evaluation of performance;
In an emphasis on the qualitative growth of personnel;
Taking into account real opportunities and various forms of promotion.
3.2 Measures to improve the personnel policy of the Construction Department No. 451
1) In SU-451, the staff is fully staffed, there are quite prestigious jobs and the work is well paid, especially taking into account the length of service, so it is quite difficult to get a job.
2) When selecting personnel, only one method is used - an interview, although it is the most common. It is necessary to use not only the interview, as there is a tendency to decide on a candidate based on first impressions without taking into account what was said in the rest of the interview, but other methods.
3) Dismissals due to dissatisfaction with the work in the Construction Department. The age of those who retired is 22-30 years.
4) There are strict requirements for personnel, fines are applied for the slightest offense.
5) A small staff, a small area of the building, which is good on the one hand (clearness of action, unquestioning obedience), on the other - bad (there is no way to hire new specialists).
Suggested activities:
I. Creation of a training center in Bolshoy Kamen.
There are educational institutions in the city of Nakhodka and Vladivostok, with which the JSC "Primortransstroy" and its branch SU-451 have concluded an agreement that every three years the employees of the enterprises will confirm their qualifications. Training is 2 - 3 days. They teach how to work with clients, offer services provided by the enterprise. Payment for training one person per day is from 1500 to 2000 rubles. In order to reduce costs, it is necessary to create a training center in any educational institution in the city of Bolshoi Kamen, both for employees already working in SU-451, and for students and other people planning to work there. In connection with the opening of a training center in the town of Bolshoy Kamen, employees of the Construction Department will be able to improve their skills every two years.
An approximate range of educational services of the training center may be as follows:
Implementation of such forms of advanced training as courses, seminars, internships, including computer training;
An appropriate contract must be concluded with each student, and in case of its violation, penalties are included;
Regular assessment of the professional qualities of the employee, the level of his qualifications, the compliance of existing knowledge and skills with the job description;
Briefing on newly introduced building technologies;
Information support for employees.
In connection with the opening of the training center, students of educational institutions of the city will be able to attend special classes. Having concluded an agreement with these institutions, during several years of study, send students to practice at SU-451. This will be very beneficial for the company, since in the future it will take less time for a trial period, not three months, but one or even less. Without serious changes in the field of training and retraining of personnel, it is difficult to expect qualitative changes in the work of the enterprise.
II. Development of corporate culture, stimulation of employees.
Corporate culture is a system of values professed by an enterprise that forms its individuality. It determines the image and perception of the Construction Department in the eyes of society, the style of behavior of its personnel - from ordinary employees to managers. The organization's relationships with customers, shareholders and staff are built on the principles of honesty, openness, professionalism and mutual respect. It is openness and high-quality corporate governance that influence the formation of trusting relationships between the enterprise and all interested parties, and are the basis of its effective operation and investment attractiveness. As a result of the survey, forms of encouragement were identified that are more attractive to SU-451 employees.
Figure 3.1 - Forms of encouragement, the most attractive for the personnel of the Construction Department No. 451
The strongest motivating effect is (in descending order): valuable gifts, financial incentives, time off and additional vacations, awarding tourist vouchers, entering the history of the organization in the book, moral encouragement, selling company shares.
Special commentary is required in cases of equity participation of personnel in profits and the sale of company shares to employees. The number of companies implementing such programs is small, and judging by the distribution of ratings, the use of these forms of encouragement and motivation is just being tested. As a result, companies do not have an unambiguous opinion on this matter. It is possible to predict the success of these programs and their spread if they are supported by the real participation of personnel in management, or if they are aimed at securing personnel in the company, restructuring personnel income, etc.
In order to raise incentives for all employees, the Construction Department applies an increased bonus factor, in particular, for employees who have attracted customers for the enterprise, overfulfilled the work plan, etc. . For employees of SU-451 who have worked for at least 1 year, benefits are applied: the issuance of an amount of money from the wage bill at the request of the employee, not exceeding his salary, for the month not yet worked.
For even more fruitful and efficient work of employees, it is recommended to carry out work on the development of corporate culture annually, as it is aimed at educating each employee of the Construction Department of conscious personal responsibility for the overall result of the enterprise. Motivation of personnel is directly related to the final results of labor, its effectiveness. For effective activity, apply moral and psychological methods of stimulation. It is necessary to reward employees who have worked in SU-451 for 25 years - with bonuses, who have worked for more than 25 years - with medals. Issue vouchers to medical and health centers free of charge or with a small additional payment to employees (and their children, if any) who have worked for 5 years. Apply confession, which can be private or public. The essence of personal recognition is that especially distinguished employees are mentioned in special reports to the top management of the enterprise, presented to him, and the director personally congratulates them on the occasion of holidays and family dates.
III. Currently, the following expenses of the Construction Department No. 451 for the implementation of personnel policy are taken into account:
1. Expenses for social support of employees (funds for medical insurance, for supporting employees in special circumstances: birth, death, fire, flood, and other emergencies).
2. Expenses for work on training employees, improving their skills;
3. The general expenses of the enterprise for the motivation of employees (bonuses for the best employees, determined at the enterprise level, including the payment of valuable gifts to the most distinguished employees). As a rule, such award procedures are held on official holidays (builder's day and other public holidays).
To improve personnel policy, it is advisable to expand the list of expenses for social support for employees, namely:
1. Life insurance for certain categories of employees whose work is associated with a risk to life.
2. Assistance to families with young children and some other items of expenditure.
3. Allocation of funds to support SU-451 veterans, especially those who are retired.
4. Allocation of funds for subsidized lunches, recreation, purchase of special clothing.
5. Expenses for training employees, improving their skills.
The most significant expenses will be required for the maintenance of the training center itself (rent, maintenance of the center, remuneration of teachers and staff, production of teaching aids and some other sections). It is necessary to allocate funds for the remuneration of teachers from among the most experienced employees of the enterprise who teach after hours. One should not rely on the enthusiasm of employees who are "their" people and supposedly can teach for free - this is a dangerous delusion that often leads to the collapse of corporate training ideas.
6. Expenses for the admission of new employees to SU-451.
The greatest weight in this item is the cost of advertising about the recruitment of specialists for specific places, the wages of psychologists (if their work is provided for by the technology for selecting specialists), the production of information materials about the enterprise needed when hiring new employees.
7. Expenses for general enterprise holidays and rituals.
Creating its own corporate culture, any organization has its own list of corporate holidays and rituals (the birthday of the enterprise, an industry holiday, the ritual of initiation of newcomers into the number of SU-451 employees, etc.). Naturally, it is necessary to allocate funds for their implementation, and it is most reasonable to do this at the general level of the enterprise.
It is important that SU-451 has a clear procedure for the formation and bringing to the attention of the head of the enterprise of his budget, as well as rules that allow this head to independently, without any additional agreement with any bosses, assign and implement payments to his employees (as personally to them, and for holding relevant events, paying teachers).
The Construction Department can easily include the proposed personnel costs in the item of its expenses, since since 2005. to 2007 SU-451 profit increased significantly by 186.8%.
IV. Improve customer service conditions.
In order to improve the conditions of customer service and increase the volume of services provided, extend the working hours on weekdays, increase the working hours on Saturdays, and organize customer service on Sundays.
Approval of schedules, plans, activities and control over their implementation for such personnel actions as: evaluation of the work of employees and certification of managers, a plan for the rotation of employees SU-451 for a specific period, the procedure for material incentives for employees, forms and methods of moral encouragement of employees (types, status such incentives and the norms for their application), corporate holidays (scenarios for their implementation and possible costs), the procedure for presenting and the dimension of personnel information received at this level of management, meetings of managers on personnel issues. These and a number of possible other working documents define the system of operational personnel management, create a general algorithm and atmosphere for working with people at the enterprise.
VI. To improve personnel work, it is necessary to introduce personnel technologies. The most famous computer personnel developments of domestic and foreign firms: "1C", "AiT": \ "Personnel Management", "IT": \ "BOSS-Kadrovik", the Hobby Center and many others. To date, there are five main groups of such programs presented on the HR software market:
1) Programs for conducting personnel records management.
2) Programs for psychological testing of workers.
3) Educational programs, training programs, etc.
4) Comprehensive programs that, in addition to record keeping, also allow you to perform computer professional selection, hiring, certification, selection of a reserve for promotion, etc.
5) Comprehensive programs designed to analyze and optimize the structure of the enterprise.
SU-451 has a personnel records management program. It is relatively inexpensive and is in demand by many organizations. This program has its limitations in work: it does not carry out certification of employees, selection for training. For more efficient work of personnel work, the program of personnel records management must be replaced by the program of the fourth group (comprehensive program), which today is more perfect. With the help of a comprehensive program, you can work with documents and work with people. Such software systems (unlike the programs of the first group) are initially designed to solve the tasks of working with personnel, therefore, the set of parameters in them is different from the programs of personnel records management: the program performs computer professional selection, hiring, certification, selection of a reserve for promotion, identifies workers have various mental disorders, determines the criminal orientation. Such complex solutions, along with programs for optimizing the structure, are the most in demand abroad, and they are rapidly gaining popularity in Russia as well.
In 2005 and in 2006 The reason for the dismissals of employees is dissatisfaction with the work in the construction organization. To solve this problem, it is necessary to introduce into SU-451 a program for the evaluation and placement of personnel, which has never been carried out before.
Evaluation of the performance of the work of the staff is important, first of all, when characterizing an employee who already holds a certain position, in order to assess whether he corresponds to the position held. Assessment of potential (personal qualities) is crucial in the selection of candidates for leadership positions. Evaluation of performers is defined as an expression of attitude towards their achievements and shortcomings in the process of labor activity. The assessment helps to determine the professional competence of employees with an insufficient level of training and determine the need for their professional training, encourages staff to work more efficiently, develop their skills and abilities. Personnel assessment should be a decisive factor in official and professional advancement.
When evaluating performance, a point method can be used. Accrual of a certain number of points is possible for certain achievements. Table 3.1 shows the criteria for interpreting labor intensity scores.
Table 3.1 - Interpretation of labor intensity scores
Table 3.2 shows the interpretation of labor difficulty scores.
Table 3.2 - Interpretation of labor complexity scores
Table 3.3 shows the data on the interpretation of labor quality scores.
Table 3.3 - Interpretation of labor quality scores
When evaluating the work of employees, attention should be paid to such qualities as the ability to plan, organize, coordinate, control the work of subordinates, and also stimulate employees.
On a five-point scale, a score of “3” is an average.
If the assessment of the employee is below average, then you should think about transferring him to another job. A score of "4" indicates that the employee is in his place. If the work of an employee is estimated at 5 points, then his promotion to a more responsible job is possible. In Appendix A, an "Evaluation Sheet" is compiled, which displays the results of the points scored. Based on the results, a decision is made whether the employee should be transferred to another job, promoted, etc. .
To assess the effectiveness of the work of managers and specialists, you can use the results of the current certification, which are recorded in specially designed certification sheets for evaluating performance (see Appendix B).
Undoubtedly, these programs make it easier to work with personnel, but experts believe that there are also negative aspects of such innovations in this area. A few years ago, when there was an acute shortage of modern technologies, organizations tried to acquire them as soon as possible, sometimes without thinking about how it would work in their specific conditions. And how much will it cost in the end. It is in the end, not when buying. There is a discrepancy between the purchase price and the so-called "cost of ownership" for most (unfortunately) domestic and foreign manufacturers. As a result of such a discrepancy, an inexpensive, for example, computer program in the course of operating costs becomes “golden” in value in a year or two. And all because the company pursued the apparent external cheapness, without thinking about the future.
Undoubtedly, the top management of the enterprise sets the algorithm for the successful operation of its professional personnel services (HR department, training center, personnel assessment group, etc.) It is absolutely clear that today the heads of services, departments, occupy key positions in the struggle for profitability and authority of the enterprise, work efficiency employees. And if these managers have been studying professional technical and technological skills and knowledge for many years (at least 5 in Russian universities), then when they come to lead the organization, they experience an urgent need to gain knowledge in management and working with people. This need is recognized by business leaders.
VII. It is also proposed to single out as an effective measure the introduction of the principles of outplacement in the work of the personnel services of enterprises (that is, assistance to laid-off workers - psychological, informational, consulting). The advantage of the method is one of the few measures that do not require significant material costs (with the exception of cases when it may be necessary to conduct special psychological training with dismissed workers or seek help from recruitment agencies).
In connection with the introduction of outplacement in the work of the personnel service, a dismissed employee can be provided with a package of information, documents, and consultations. An employee may be provided with letters of recommendation, mandatory psychological counseling, training in job search methods, training in working with recruitment agencies, consultations on how to apply to the labor exchange. It is recommended to conduct consultations on the rules of conduct at an interview, on the competent preparation of a resume. These activities will:
Reduce the number of claims from those dismissed, including the number of lawsuits (payments on them);
Reduce the number of compensation payments to dismissed employees;
Stay on good terms with the dismissed employee.
3.3 Effectiveness of proposed interventions
By applying the proposed measures, the Construction Department will undoubtedly raise its prestige and improve the personnel work of the enterprise.
In connection with the opening of a training center in the city of Bolshoi Kamen in one of the educational institutions, the company's expenses will be significantly reduced, since it will not be necessary to allocate funds for transport, daily allowance, and hotel accommodation. SU-451 is more profitable to hire teachers without interrupting their employees from production. The cost of training new employees will be reduced, as students and other people will be able to attend special classes during the education period, thereby reducing the time for a probationary period in the future. By improving their qualifications, Construction Department staff will reduce the time for transactions, increase the number of customers served, while not creating dissatisfaction and not keeping them waiting. In 2007 in the Construction Department No. 451, 6 people worked with clients. In the period from 2005 – until 2007 4 people were admitted. It is proposed not to increase the number of customer service specialists, and to distribute additional work among six employees who have improved their skills. They should be paid 2,500 rubles in addition to their wages. As a result, it will not be necessary to hire new staff, while spending money on the wages of a new employee. For example, the salary of a new employee is 7,000 rubles, the salary of an employee for more than five years who has worked in SU-451 and improved his qualifications is 10,000 rubles.
The surcharge per month for six employees who have improved their qualifications will be 15,000 rubles (2,500 rubles * 6 people), for three years 540,000 rubles (15,000 rubles * 12 months * 3 years).
The salary of four new employees will be 28,000 rubles per month. (7,000 rubles * 4 people), for three years 1,008,000 rubles. (28,000 rubles * 12 months * 3 years).
In the first case, we calculate the wage bill for 3 years, if we do not hire four new specialists, but distribute their work among eight workers who have improved their qualifications, we get:
FZP \u003d (s / n of the former slaves) + additional payment of the former slaves
Payroll salary \u003d (6,375,000 + 8,553,000 + 8,965,000) + (15,000 * 12 months * 3 years) \u003d 23,893,000 + 540,000 \u003d 24,433,000 rubles.
In the second case, we calculate the wage bill for 3 years if four new specialists are hired:
FZP \u003d s / n of the former slaves + s / n of the new slaves
FZP \u003d 23,893,000 + 1,008,000 \u003d 24,901,000 rubles.
According to the results of calculations, 1 way, if not to hire new specialists, but to distribute the work among eight previous employees and pay them 2,500 rubles extra. to z / n is more effective than the 2nd method. Savings over 3 years of payroll will amount to 468,000 rubles (24,901,000 - 24,433,000), per month 13,000 rubles (468,000/36 months).
An important direction in the work of any enterprise with personnel is their training and advanced training. Enterprise SU-451 trains its employees in Vladivostok and Nakhodka, while spending money on tuition fees, accommodation, and travel. In order to save the company's money, it is proposed to organize personnel training in Bolshoy Kamen. This will reduce the costs of the enterprise.
Sending 7 people once every 3 years for advanced training for 3 days, the company bears the total costs, which amount to 84,000 rubles:
Tuition fee 42,000 rubles. (2,000 for 1 person for 1 day; 2,000 * 3 days * 7 people);
Transportation costs 2,100 rubles. (300*7 people);
Daily allowance 6 300 rubles. (300*3 days*7 people);
Accommodation in a hotel 33,600 rubles. (1 600*3 days*7 people).
Having opened a training center in Bolshoi Kamen, it is enough to hire one teacher. Expenses will be significantly reduced to 47,650 rubles:
Teaching services 42,000 rubles. (2000*3 days*7 people);
Transportation costs 250 rubles. (tickets);
Daily allowance 900 rubles. (300*3 days);
Accommodation in a hotel 4 500 rubles. (1500*3 days).
The Construction Department will save 36,350 rubles.
By developing corporate culture and stimulating employees, the image and perception of the enterprise in the eyes of the public will increase, relations between employees will become more trusting and friendly.
By rewarding employees for effective, fruitful work, the management of SU-451 will increase efficiency, staff motivation will increase labor productivity, which is directly related to the final results of work.
Giving the opportunity to employees of the Construction Department No. 451 to take part in solving issues of the organization's activities, the staff will be aware of personal responsibility for the overall result of the enterprise's activities.
By including the cost of hiring new employees in the expense item, SU-451 will reduce the time it takes to find qualified specialists.
By improving the service conditions of the enterprise with the help of special attention to the client, goodwill, convenience, SU-451 will increase the number of its regular customers, thereby significantly increasing the profit of the organization.
Through the introduction of personnel technologies: integrated programs that perform the functions of office work, selection, certification of employees; evaluation of personnel performance; the introduction of outplacement in personnel work, which today are more advanced programs, will reduce staff turnover. By evaluating the performance of the staff, the manager will be able to determine in time whether the employee fits the position, whether it is necessary to transfer him to another, higher position, to promote him, while avoiding layoffs. Personnel assessment will help to determine the professional competence of those with an insufficient level of training and determine the need for their professional training to encourage staff to work more efficiently, develop their skills and abilities.
Conclusion
The thesis is devoted to the issues of personnel policy in the Construction Department No. 451 of the branch of OAO Primortransstroy.
Personnel policy as a management tool is an organizing activity that has the goal of merging the efforts of all employees of the enterprise to solve the set tasks. Work with personnel is not only hiring-dismissal and statistics. This is a solution to a complex of issues that ultimately lead to the effective work of the apparatus that performs functions in accordance with the Law and the constitution. This is a constant, daily concern for the formation of a well-coordinated, efficient team, for each of its employees, each department to work with love for their work, to the full extent of their knowledge, strength, and abilities, constantly improving their professional skills. Work with personnel is planned in such a way as to gradually achieve an increase in its composition of those people who have a better command of modern professional skills. This is the concern and responsibility of the entire management team of the enterprise.
Due to the fact that the chosen topic of the thesis is quite extensive, it is impossible to fully describe it and reflect all the difficulties of working with personnel. In the course of this work, issues related to the formation of the personnel potential of enterprises, the problems of developing labor resources, as well as methods for improving the conduct of personnel policy at the enterprise were considered.
In this thesis, the following were considered: the goals and objectives of the personnel policy of the enterprise, a description of the activities of the Construction Department, an analysis of the number and structure of the personnel of SU-451, certification of employees, an analysis of the movement of personnel, the organization of staff recruitment and advanced training. Problems were identified and measures were proposed to improve the personnel policy of the Construction Department.
The following problems were identified during the analysis of labor resources:
The workplace is quite prestigious and the work is well paid, especially taking into account the length of service, so getting a job is quite difficult;
When selecting personnel, only one method is used - an interview, although it is the most common. It is necessary to use not only the interview, as there is a tendency to decide on a candidate based on first impressions without taking into account what was said in the rest of the interview;
Dismissals due to dissatisfaction with work in a construction organization, the age of those who quit is 22 - 30 years;
There are strict requirements for personnel, fines are applied for the slightest offense.
In 2006 compared to 2005 the average number of staff increased by 1 person; in 2007 compared to 2006 - for 3 people.
In 2006, the average salary increased by 132%. In 2007 wages increased by 134% compared to 2005. The increase is explained by the increase in official salaries and tariff rates of employees.
The recruitment rate increases every year: in 2005. it was 1.3; in 2006 1.3 higher - 2.6, and by 2007. increased by 1.2 and amounted to 3.8. In the period from 2005 to 2007 there is a tendency to increase the number of employees, 4 people were hired, 3 people were fired. This suggests that the rate of admission of personnel exceeds the rate of departure of personnel in 2006. by 1.3%. Staff turnover rate since 2005 to 2007 decreasing: since 2005 to 2006 - by 1.4%, but still it is worth paying attention to the fact that, despite good working conditions, the staff left. The reason for the dismissals of employees is dissatisfaction with the work in the construction organization. To solve this problem, it is necessary to introduce into SU-451 a program for the evaluation and placement of personnel, which has never been carried out before. Evaluation of the performance of the work of the staff is important, first of all, when characterizing an employee who already holds a certain position, in order to assess whether he corresponds to the position held.
In the Construction Department, 62 people have secondary specialized education, 17 people have higher professional education, i.e. 21.5% with higher education, 78.5% with specialized secondary education. For three years, the number of personnel has increased only at the expense of employees with higher education.
To reduce the costs of the enterprise, training and advanced training of employees, it was proposed to create a training center in Bolshoi Kamen, which is undoubtedly an effective measure, since it provides for continuous training of SU-451 personnel at all levels. The need for training in order to improve skills is mainly due to the requirements and conjuncture of the construction market, growing competition and a high level of scientific and technological progress in building technologies. In connection with the opening of a training center in the city of Bolshoy Kamen in any educational institution, the costs of SU-451 will be significantly reduced, since it will not be necessary to allocate funds for transport, daily allowance, and hotel accommodation. It is more profitable for the Construction Department to hire teachers without interrupting the work of the enterprise's employees. The cost of training new employees will be reduced, as students and other people will be able to attend special classes during the education period, thereby reducing the time for a probationary period in the future. By improving their qualifications, SU-451 personnel will reduce the time for transactions, increase the number of clients served, while not creating dissatisfaction and not keeping them waiting. If you do not hire new specialists, but distribute the work among six former employees and pay them 2,500 extra salaries, the savings over 3 years of wage bill will be 468,000 rubles (24,901,000 - 24,433,000), per month 13,000 rubles (468,000 /36 months).
For even more fruitful and efficient work of employees, it is recommended to carry out work on the development of corporate culture annually, as it is aimed at educating each employee of the Construction Department of conscious personal responsibility for the overall result of the enterprise. Motivation of personnel is directly related to the final results of labor, its effectiveness. For effective activity, apply moral and psychological methods of stimulation. It is necessary to reward employees who have worked in SU-451 for 25 years - with bonuses, who have worked for more than 25 years - with medals. Issue vouchers to medical and health centers to employees (or their children, if any) who have worked for 5 years free of charge or with a small surcharge. Apply confession, which can be private or public. By rewarding employees for effective, fruitful work, the management of SU-451 will increase efficiency, staff motivation will increase labor productivity, which is directly related to the final results of work. Giving the opportunity to employees of the Construction Department No. 451 to take part in solving issues of the organization's activities, the staff will be aware of personal responsibility for the overall result of the enterprise's activities. By improving the service conditions of the enterprise with the help of special attention to the client, goodwill, convenience, SU-451 will increase the number of its regular customers, thereby significantly increasing the profit of the organization.
To improve the personnel policy, it is proposed to expand the list of expenses for social support of employees. The most significant expenses will be required for the maintenance of the training center itself (rent, maintenance of the center, remuneration of teachers and staff, production of teaching aids and some other sections). It is necessary to allocate funds for the remuneration of teachers from among the most experienced employees of SU-451, who teach outside of working hours.
In its financial activities, the Construction Department managed not only to maintain, but also to increase its potential. It has a stable position in the construction services market, which means it has sufficient funds and opportunities to improve the level of the personnel policy of the enterprise in order to expand the number of staff positions, hire new specialists, increase the area of premises, stimulate staff, improve the skills of SU-451 employees in time, i.e. e. there are all conditions for improving the personnel policy of the organization. The proposed activities will help improve the personnel policy of the Construction Department, bringing it additional profit and prestige.
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Annex A
Form of “evaluation sheet”
| Full Name | |||||
| Position | |||||
| Description of the work to be performed | |||||
| 1. Reason for evaluation: | |||||
| Another assessment | Estimated as needed End of probation Control over the course of adaptation of the employee forced displacement The wish of the employee |
||||
| 2. Evaluation basis - working contacts: | |||||
| daily or almost daily |
few times a week | several times a month | |||
| 3. Term of joint activity of the appraised: | |||||
| less than 6 months 1 - 3 years | from 6 months to a year more than 3 years | ||||
II. Evaluation indicators:
| The data is much higher than the requirements |
above requirements |
Fully meet the requirements | Mainly meet the requirements | Data below requirements | ||||
| 1. Think, the ability to think quickly, differentiatedly | ||||||||
2. Thinking and evaluative abilities: ability to analyze problems and draw conclusions. |
||||||||
| 3. Special knowledge: volume (breadth and depth of special knowledge). | ||||||||
4. Willingness to work: the energy and intensity shown in the performance of tasks. Willingness to perform tasks not included in his competence. |
||||||||
| 5. Adaptability - the ability to adapt to a new situation or a new approach to solving problems. | ||||||||
| 6. Organizational abilities: the ability to rationally plan and organize the work performed. | ||||||||
| 7. Personal initiative: readiness and ability to solve problems on one's own initiative. | ||||||||
| 8. Ability to decide: the ability to make decisions and the willingness to defend their plans and intentions, despite external resistance. | ||||||||
| 9. Ability to negotiate: the ability to adapt to a negotiating partner and convincingly argue your thoughts. | ||||||||
10. Quality of work: the suitability of the results of labor for use (thoroughness performance, accuracy, reliability, rationality). |
||||||||
| 11. Intensity of work and ability to workload: the ability to do quality work in a limited time, behavior in conditions of large overloads. | ||||||||
| 12. Ability for rhetoric and writing: written materials are usable, thoughts are expressed clearly; concise and clear oral presentation of thoughts, persuasive style. | ||||||||
| 13. Communication style: correctness, openness, sociability in communicating with colleagues and the external environment, willingness to help. | ||||||||
| 14. Additional important indicators. | ||||||||
| Heads of departments (and persons enrolled in the personnel reserve for promotion) must be assessed according to an expanded set of indicators, which, in addition to those listed above, include the following: | ||||||||
| 15. Performance of representative functions: protection of the prestige and material interests of the team, support of business relations with the external environment. | ||||||||
16. Motivation: the ability to arouse and maintain interest and readiness for work, the perception of new ideas, discussion results without suppressing the independence and initiative of employees, an adequate assessment of the work of employees. |
||||||||
| 17. Consulting: willingness to help employees in solving problems, specificity and professionalism of consultations. | ||||||||
| 18. Special notes on individual indicators, such as recommendations that are particularly important for taking into account evaluation indicators. | ||||||||
III. Suggestions for further use of the employee: |
||||||||
| IV. General conclusions: | ||||||||
| V. Additional data: abilities and properties that do not go beyond the requirements of the position, but are noted during work; additional explanations are possible. | ||||||||
VI. Conclusion of the head of the assessed employee: agree Disagree on the following scores: Rationale: |
||||||||
In paragraph 18, attention may also be drawn to the importance of certain indicators for evaluating managers and employees enrolled in the personnel reserve for promotion. These indicators include, for example:
Organizational abilities;
Ability to make decisions;
Ability to negotiate.
Annex B
Certification sheet
on the assessment of current activities
FULL NAME. employee ______________________ Certifying __________
Department_____________________ Date_____________
Work experience in the specialty ____________
1. Job Description
Main Functions Performed - Job Responsibilities for 200_
Additional duties actually carried out by the employee
2. Problems that arose during the performance of work
3. Goals and objectives for improving performance
4. Actions to be taken to improve performance
5. Evaluation of current activities (what tasks to improve work have been completed since the last attestation conversation, manager's comments, quantitative assessment is made as a percentage of the previously defined requirements for the position to the workplace)
6. Administrative actions proposed by the immediate supervisor.
Head (attestation) ______________________________________
Employee (attestation) _______________________________________________
MINISTRY OF EDUCATION AND SCIENCE OF THE RUSSIAN FEDERATION FEDERAL STATE BUDGET EDUCATIONAL INSTITUTION OF HIGHER PROFESSIONAL EDUCATION
"NOVOSIBIRSK STATE PEDAGOGICAL UNIVERSITY"
INSTITUTE OF PHYSICAL-MATHEMATICAL AND INFORMATION-
ECONOMIC EDUCATION
FINAL QUALIFICATION WORK
"ANALYSIS AND WAYS TO IMPROVE THE PERSONNEL POLICY IN A BUDGETARY ORGANIZATION (ON THE EXAMPLE OF THE UPFR IN THE LENINSKY DISTRICT OF NOVOSIBIRSK)"
Completed by a student
Mytsykova O.A.
Novosibirsk 2014
Introduction
Theoretical and methodological aspects of the formation and improvement of personnel policy in a budgetary organization
1 Features of personnel policy in a budgetary organization
3 The process, methods of formation and directions for improving the personnel policy in the organization
Analysis of the existing personnel policy in the Office of the Pension Fund of the Russian Federation for the Leninsky district of the city of Novosibirsk
1 Organizational and economic characteristics of the Office of the Pension Fund in the Leninsky district
3 Analysis of personnel policy in the Office of the Pension Fund in the Leninsky district
Ways to improve the personnel policy of the UPFR in the Leninsky district of the city of Novosibirsk
Conclusion
Attachment 1
Introduction
Relevance of the topic. Personnel is the most important resource of any organization, and especially in the field of state and municipal government, because the functioning of the socio-economic system of the district, region, region and the country as a whole largely depends on the work of state and municipal employees.
In addition, the complexity of the work performed is currently increasing, new technologies are being developed, new means of labor are emerging, so personnel development is one of the key ways to improve the efficiency of the organization.
People management is important for all organizations - large and small, public, commercial and non-profit. Without people, there is no organization. Without the right people, no organization will be able to achieve its goals and survive in modern conditions, therefore, today the rationalization of personnel policy is becoming an urgent task of managing personnel and the organization as a whole.
An effective personnel policy of a budgetary organization in modern conditions makes it possible to maintain the volume and quality of services for the population at an acceptable level, to ensure their high availability.
The purpose of the final qualification work is to analyze the personnel policy in a budgetary organization and determine ways to improve it.
In accordance with the goal, it is necessary to solve the following tasks:
) to study the theoretical and methodological foundations of the formation of personnel policy in a budgetary organization;
) analyze and evaluate the existing personnel policy in the UPFR for the Leninsky district of the city of Novosibirsk;
) determine ways to improve the personnel policy in the organization under study.
The object of the study is the personnel policy of the Office of the Pension Fund of the Russian Federation of the Leninsky district of the city of Novosibirsk.
The subject of the study is the improvement of the personnel policy of a budgetary organization.
The theoretical and methodological basis of the study are the works of Russian and foreign scientists: Surina A.V., Kibanova A.Ya., Kornyushin V.Yu., Liker D., Mayer D. and others.
The information base of the study is the reporting documents of the UPFR for the Leninsky district of the city of Novosibirsk, Internet resources, materials from periodicals.
Research methods - generalization of material, analysis of documents, method of observation, sociological survey of employees of the organization.
Practical significance: the results of the analysis of the personnel policy of the organization, as well as the proposed recommendations can be used in the practical activities of the organization under study.
Work structure. The final qualifying work consists of an introduction, three chapters, 6 paragraphs, a conclusion, a list of references and an appendix.
1. Theoretical and methodological aspects of the formation and improvement of personnel policy in a budgetary organization
1 Features of personnel policy in a budgetary organization
Personnel or human resources are one of the key resources of any organization. Personnel policy is formed by the state, and the global trends that are taking place in the world business environment focus not even on human resources, but on human capital. In the event that we consider personnel as human capital, and not just personnel costs from the level of costs, to the level of investment, but consider it as an integrated system in which there is a marketing approach to personnel as a resource, and general laws of capital management apply. Approaches to considering employees of an enterprise as a human resource or human capital depend on a number of factors, including:
stage of development of the organization as a whole;
the level of management in the organization;
technology of work, including the system of interaction with clients.
The management culture of the head has a significant influence on the formation of the personnel policy of the organization. The directive nature of this influence is due to the fact that the manager creates his basic "rules of the game" within the organization in all areas of activity, including in the field of personnel management. Thus, personnel policy is associated with the value orientations of managers on personnel and, accordingly, changes in the normative foundations of personnel work.
A study of the personnel policy of budgetary institutions revealed a serious contradiction in the views of managers on personnel policy and the process of personnel management. On the one hand, recognition of the importance of the organization's human resources and the existence of a personnel policy in its institution, in a clear understanding of its main goals and connection with the strategic development of the organization, in a high assessment of the existing system of work with personnel as a real level of personnel policy, and on the other hand, in the inability to clearly define the content components of the personnel policy in the main areas of personnel work of budgetary institutions.
The explanation for this contradiction can be found in the value orientations of managers that form the ideological basis of personnel policy, and in the level of their socio-psychological competencies. So, managers recognize a person’s desire to work, but at the same time they consider him to be lacking initiative and striving for submission, which with good reason allows us to see the passive side of managerial relations in an employee.
Such a setting involves shifting attention to the manager and the quality of his work. However, the managerial culture is not among the factors that influence the increase in the efficiency of the work of the staff of a budgetary institution, the quality of the work of an individual employee and explain the problems of the current state of the activities of a budgetary institution.
The low level of managerial culture manifests itself in the views of managers on certain aspects of personnel policy, interpersonal relations that do not correspond to the objective tasks of the activities of a budgetary institution. Overcoming this situation is seen in the views of managers regarding the factors that determine the quality of their own work. Basically, they are of a socio-psychological nature.
The quality of personnel work in a budgetary institution allows us to say that the thesis about personnel as the main strategic resource of a modern organization, supported by the heads of budgetary institutions, does not find its practical implementation in our time. This is manifested in the fact that the personnel work of the organization is characterized by unsystematic and weak subordination to the target management tasks.
In the course of studying the characteristics of personnel work, we can argue that passive personnel policy dominates in modern budgetary institutions, which is characterized by the absence of a pronounced program of action for personnel, and personnel work is reduced to eliminating negative consequences.
Personnel work in the organization is carried out not only by functional specialists whose job responsibilities include working with personnel, but also by those specialists whose position is not directly related to the personnel management process. The effectiveness of the activities of functional specialists depends on the level of their professional culture, which is manifested in the understanding of the substantive foundations of personnel policy, the ability to implement and apply them in practice using appropriate technologies.
Improving the quality of personnel work in budgetary institutions is associated with an increase in the professional culture of specialists who have positive attitudes towards raising the level of their professional culture.
Differences in the personnel policy of a commercial and budgetary organization are presented in Table 1.1.
Table 1.1 - Differences in the personnel policy of a commercial and budgetary organization
Commercial organization Budgetary organization Type of power Autocracy - unlimited power of one person. Democracy - public self-government. Management style Authoritarian - single-handedly resolves issues, orders, suppresses initiative, is afraid of qualified workers, keeps a distance. Democratic - confers with subordinates, asks - suggests, encourages, selects competent workers, friendly attitude. Enterprise philosophy Strong influence of the Moral Code of the established rules of the organization, subordination of personal interests and needs to the general organizational ones. Competition, capital accumulation. There is a role of the company's group philosophy based on the global goals of the enterprise. Personnel potential A successful enterprise cannot be stable - it develops. Wages should not be stable - they should grow (at least by the amount of inflation). A professional cannot be stable - he must master new forms of work, improve himself. Budgetary institutions act as a source of personnel for commercial organizations. The main backbone of the staff are people of the older age category and those who do not consider it possible for themselves to find a job in the dynamic conditions of the modern labor market. By and large, all that a budgetary institution can offer to an applicant is a lot of practice and stability. Functions of the personnel management service General functions of the organization: forecasting, analysis, regulation, coordination, control, development and motivation of personnel, planning, etc. Specific, designed to ensure personnel management in the system of enterprises in the public sector, include the following functions: Administrative, Planning, Social, Improving the quality of performance, Information and analytical. Recruitment The use of modern recruitment methods: recruitment agencies, search among university graduates. Personnel departments of budgetary organizations rarely apply to modern methods of recruitment, largely losing in this commercial organizations. (search within the company, labor exchange, ads in the media, the Internet, recruitment with the help of employees). you get a bonus if you make the plan. Basically, motivation comes down to increasing the rank, and immediately after that, labor productivity drops, because. the category is reviewed, for example, in a year. Personnel adaptation Building a personnel adaptation system is a great opportunity for the head of a budgetary institution to reduce staff turnover, minimize recruitment costs, and initiate the formation of a cohesive and effective team.
From the above differences in the personnel policy of a commercial and budgetary organization, appropriate conclusions can be drawn, the main and most significant differences, especially in terms of staff motivation, organizational philosophy, type of authority and management style. There are also similar features, this is the adaptation of personnel and the functions of the management service
When developing a personnel strategy in a budgetary organization, both the influence of the external environment and the internal corporate culture of the organization are assessed. Considering also that the implementation of all other strategies of the organization, one way or another, is connected precisely with the company's personnel, it must be recognized that the personnel strategy in this sense becomes the key one.
A reflection of an organization's HR strategy is the personnel budget and the organization's practices, policies and procedures. When conducting a personnel audit, and an audit of personnel policy and strategy, the problem of consolidating personnel costs inevitably arises. In this case, the HR budget is formed as a consolidated HR budget.
Consider the issue of budgeting personnel costs. Depending on the practice adopted in the organization, the budget for personnel costs is concentrated in the HR department and partially distributed among the budgets of other functional units, and also partially fixed in the HR department.
Its main items are the following expenses:
Expenses for the constant wages of employees of the enterprise.
Expenses for variable wages of employees (bonuses, etc.).
The cost of training and development of the organization's personnel.
Staffing costs.
Corporate events, gifts, cultural events, etc.
Unexpected expenses.
Considering all the processes that are part of the personnel management function in an organization, wittingly or unwittingly, we come to the conclusion that all of them are exclusively systemic, i.e. based on the development strategy of the organization and, accordingly, are a reflection of the personnel policy of the budgetary organization.
A systematic approach to the development of an organization, a personnel strategy, as well as other functional strategies, are based on the development strategy of the organization as a whole. The organization's development strategy moves to the level of functional strategies and further to the operational level of management. From this we can conclude that the organization as a whole is working to achieve certain understandable goals that are the same for the strategic and operational levels of management. Moreover, in this case, personnel policies and procedures are precisely a management tool, and do not exist on their own, divorced from real life. When formulating a personnel strategy, as well as any functional strategy, in this case, the balanced scorecard method can be quite effective.
2 The essence and objectives of personnel policy in a budgetary organization
The implementation of the goals and objectives of personnel management in a budgetary organization is carried out through personnel policy. Personnel policy is the main direction in working with personnel, a set of fundamental principles that are implemented by the organization's personnel service. In this regard, personnel policy is a strategic line of conduct in working with personnel. Personnel policy is a purposeful activity to create a workforce that would best contribute to the combination of the goals and priorities of the organization and its employees.
The main object of the personnel policy of any organization is personnel (personnel). The staff of an organization is the main (staff) composition of its employees. Personnel is the main and decisive factor of production, the first productive force of the whole society. The efficiency of work as a whole largely depends on the qualifications of employees, their professional training, and business qualities.
The target task of personnel policy can be solved in different ways, and the choice of alternative options is quite wide:
Dismiss employees or keep them; If you save, which way is better:
transfer to reduced forms of employment or a staggered schedule;
use in jobs that are unusual for them;
send for long-term retraining or advanced training, etc.
Train workers yourself or look for those who already have the necessary training and work experience.
Recruit or retrain employees to be released from the organization.
Recruit additional new employees or get by with the existing staff, provided that it is used more rationally, etc.
When choosing a personnel policy, factors inherent in the external and internal environment of the enterprise are taken into account, such as:
Organizational requirements and organization development strategy.
The financial capabilities of the organization, the permissible level of costs for personnel management determined by it.
Quantitative and qualitative characteristics of the existing staff and the direction of their change in the future, etc.
Situation on the labor market (quantitative and qualitative characteristics of labor supply by occupations of the organization, conditions of supply).
The demand for labor from competitors, the emerging level of wages.
The influence of trade unions, rigidity in defending the interests of employees.
Requirements of labor legislation, accepted and current culture of work with personnel, etc.
General requirements for personnel policy:
Personnel policy should be closely linked to the development strategy of the organization. In this respect, it represents the staffing of the implementation of this strategy.
The personnel policy should be flexible enough. This means that it must be, on the one hand, stable, since certain employee expectations are associated with stability, and on the other hand, dynamic, i.e. be adjusted in accordance with changes in the tactics of the organization, the economic situation. Stable should be those aspects of it that are focused on taking into account the interests of the staff and are related to the organizational culture of the organization.
Since the formation of a qualified workforce is associated with certain costs for the organization, the personnel policy should be economically justified, i.e. based on his real financial capabilities.
The personnel policy should provide an individual approach to all its employees.
Thus, the personnel policy of the organization is aimed at creating a system of work with personnel, which would be focused on obtaining not only economic, but also social benefits, subject to compliance with current legislation.
Alternatives are possible in the implementation of the personnel policy of any organization. It can be fast, decisive, based on a formal approach, the priority of production interests, or, conversely, based on taking into account how its implementation will affect the workforce, what social costs it may lead to.
The content of the personnel policy is not limited to hiring, but concerns the organization's fundamental positions regarding the training, development of personnel, ensuring interaction between the employee and the organization. While the personnel policy is associated with the selection of long-term targets, the current personnel work is focused on the operational solution of the organization's personnel issues. Between them there should be a relationship, which usually happens between the strategy and tactics of achieving the goal.
The personnel policy in a budgetary organization is both general in nature, when it concerns the personnel of the enterprise as a whole, and private, selective, when it is focused on solving specific problems.
Table 1.2 - Content of personnel policy
Personnel policy forms the properties of personnel policy Requirements for the workforce at the stage of its recruitment (requirements for education, gender, age, length of service, level of special training, etc.). also to retraining of personnel A range of interrelated functions and certain procedures for working with personnel Attitude towards "investment" in the workforce, towards a targeted impact on the development of the employed workforce Orientation towards long-term planning Attitude towards stabilization of the organization's staff (all or a certain part of it) Significance of the role of personnel in the organization The personnel policy of the organization must respond to all the changing requirements of technology and the market in the near future. It is an integral part of all management activities and production policy of the organization. It aims to create a cohesive, responsible, highly developed and highly productive workforce. Also, the personnel policy should create not only favorable working conditions in the organization, but provide the opportunity to move up the career ladder with the necessary degree of confidence in the future. Therefore, the main task of the personnel policy of the organization is to ensure that the interests of all categories of employees are taken into account in the daily personnel work.
Human resource management within an organization has strategic and operational aspects. The organization of personnel management is developed on the basis of the concept of development of the organization itself, which consists of three parts:
social (personnel policy);
production;
financial and economic.
Personnel policy defines goals related to the organization's attitude to the external environment (labor market, relationships with government agencies, services), as well as goals related to the organization's attitude to its staff. The personnel policy of a budgetary organization is carried out by strategic and operational management systems. The tasks of the personnel strategy include:
the concept of the prestige of the organization;
analysis of the prospects for the development of labor force potentials;
study of the atmosphere within the organization;
generalization and prevention of the reasons for dismissal from work.
The day-to-day implementation of the HR strategy, and at the same time assisting the management in carrying out the tasks of managing the organization, lie in the operational area of HR management.
There are the following types of personnel policy:
passive;
preventive;
reactive;
active.
Table 1.3 - Types of personnel policy
Types of personnel policyContent of types of personnel policyPassive personnel policyThe management of the organization does not have an action program for personnel, and personnel work is reduced to the elimination of negative consequences. (lack of a forecast of staffing needs, means of assessing labor and personnel, diagnosing the personnel situation, etc.). Preventive personnel policy The management of the organization has reasonable forecasts for the development of the personnel situation. However, he does not have the means to influence her. The development programs of the organization contain short-term and medium-term forecasts of the need for personnel, as well as formulated tasks for the development of personnel. The main problem is the development of targeted personnel programs. Reactive personnel policy The management of the organization monitors the symptoms of a negative state in working with personnel, the situation and the causes of the development of the crisis: the emergence of conflicts, the lack of qualified labor, the lack of motivation to work. The organization's personnel services are developed, but do not have a coherent program for predicting the development of personnel. Active personnel policy The organization's management has not only a forecast, but also means of influencing the situation, and the personnel department is able to develop anti-crisis personnel programs, constantly monitor the situation and adjust the implementation of programs in accordance with parameters of the external and internal situation. This is a rational personnel policy
Thus, the personnel policy of the organization is a holistic personnel strategy that combines various forms of personnel work, the style of its implementation in the organization and plans for the use of labor. It increases the capabilities of the organization, responds to the changing requirements of technology and the market in the near future, is an integral part of the entire management activities and production policy of the organization. It aims to create a cohesive, responsible, highly developed and highly productive workforce.
3 Process, methods of formation and directions for improving the personnel policy of the organization
The personnel policy of the organization consists of a set of personnel policies in different areas, in particular: the policy of providing the organization with personnel; personnel assessment policies; staff development and promotion policies; staff remuneration policies; personnel management policies; labor relations policy; policies for the formation of organizational culture; staff communication policies; labor protection and social protection policies for personnel, etc.
The personnel policy is formed by the state, the management of the organization and finds concrete expression in the form of administrative and moral norms of behavior of employees in the organization. Personnel policy includes such elements as: the type of power in society; leadership style; organization philosophy; internal labor regulations; collective agreement. The initial documents for the formation of personnel policy are: the constitution; civil Code; labor code of the Russian Federation; universal declaration of human rights. The personnel policy of the organization is reflected in the following documents: the charter of the organization, the staffing table, the philosophy of the organization, the collective agreement, the internal labor regulations, the employee's employment contract, the regulation on remuneration, the regulation on personnel certification.
Personnel policy depends on the leadership style in the organization. Personnel policy is formed on the basis of the development of market relations and the democratization of society.
The philosophy of the organization is the main document containing the principles and rules of personnel relations (moral code). The main elements of the philosophy of the organization are: the purpose and objectives of the organization; declaration of the employee's rights; what is encouraged and prohibited; business and moral qualities; working conditions; workplace; payment and evaluation of labor; social benefits and guarantees; hobbies. Philosophy is very diverse and depends on the form of ownership, regional and sectoral characteristics and the size of the organization. The organization, corporatized on the basis of the state, preserves its traditions on the basis of clear discipline, collectivism and thriftiness, improving the living standards of employees, and maintaining social benefits and guarantees for employees.
Personnel (personnel) 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.
The organizational structure is the composition and subordination of interconnected management links.
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, communication and behavioral roles.
The social structure characterizes the labor collective in terms of social indicators (gender, age, profession, education).
The staffing structure determines the composition of units and the list of positions, the size of official salaries and the payroll. As part of the staffing structure, the following documents are developed: payroll fund; calculation of the number of personnel; organization staffing. The initial data for the formation of the staff structure are: planned production volumes (works, services); headcount and salary standards; scheme of the organizational structure of management; typical (actual) staffing tables. The staffing table determines the composition of structural units, the list of positions of employees, monthly official salaries and personal allowances, as well as the total number and payroll for the organization's management apparatus.
The process of personnel policy management is expressed through the stages of personnel policy:
Stage 1. Rationing. The goal is to harmonize the principles and goals of working with personnel, with the principles and goals of the organization as a whole, the strategy and the stage of its development. It is necessary to analyze the corporate culture, strategy and stage of development of the organization, predict possible changes, specify the image of the desired employee, the ways of its formation and the goals of working with personnel. It is advisable to describe the requirements for an employee of the organization, the principles of his existence in the organization, growth opportunities, requirements for the development of certain abilities, etc.
Stage 2. Programming. The goal is to develop programs, ways to achieve the goals of personnel work, specified taking into account the conditions of the current and possible changes in the situation. It is necessary to build a system of procedures and measures to achieve the goals, a kind of personnel technologies, fixed in documents, forms, and always taking into account both the current state and the possibilities of changes. An essential parameter that influences the development of such programs is the idea of acceptable tools and methods of influence, their alignment with the values of the organization.
Stage 3. Personnel monitoring. The goal is to develop procedures for diagnosing and predicting the personnel situation in the organization. It is necessary to identify indicators of the state of human resources, develop a program of ongoing diagnostics and a mechanism for developing specific measures to develop and use the knowledge, skills and abilities of personnel. It is expedient to evaluate the effectiveness of personnel programs and develop a methodology for their evaluation. For organizations that constantly monitor personnel, many individual HR programs (assessment and certification, career planning, maintaining an effective working climate, planning, etc.) are included in a single system of internally related tasks, methods of diagnosis and impact, methods of adoption and implementation solutions. In this case, we can talk about the existence of personnel policy as an enterprise management tool.
Depending on the degree of openness in relation to the external environment, when forming the personnel, a personnel policy is distinguished open and closed. A comparison of these two types of personnel policy but the main personnel processes is illustrated in Table 1.4
Table 1.4 Features of the implementation of personnel processes in open and closed personnel policy
Personnel process Type of personnel policy Open Closed Recruitment High competition in the labor market. Labor shortage. Personnel adaptation Possibility of quick inclusion in competitive relations, introduction of new approaches for the organization proposed by newcomers. Effective adaptation through the institution of mentors, high team cohesion, inclusion in traditional approaches. Training and development most often carried out in external centers, promotes the borrowing of new experience. More often carried out in internal corporate centers, contributes to the formation of a unified view, following a common technology, adapted to the specifics of the organization's work. Personnel promotion on the other hand, a "dizzying career" due to the high mobility of personnel is quite likely. career development. Motivation and incentives. Preference is given to labor stimulation (primarily material). Preference is given to motivation (satisfying the need for stability, security, social guarantees). employee and organization. Innovative behavior must either be specially imitated, or it is the result of employees' awareness of the commonality of their fate with the fate of the enterprise.
The concept of a long-term, future-oriented personnel policy that takes into account all these aspects of enterprise personnel management is implemented through personnel planning.
Personnel planning is carried out both in the interests of the organization and in the interests of its staff. It is important for an organization to have at the right time, in the right place, in the right quantity and with the appropriate qualifications such personnel that is necessary to solve production problems and achieve the goals set. Personnel planning creates conditions for motivation of higher labor productivity and job satisfaction. People are attracted primarily by those jobs where conditions are created for the development of their abilities and high and constant earnings are guaranteed. One of the main tasks of personnel planning is to take into account the interests of all employees of the organization. It should be remembered that workforce planning is then effective when it is integrated into the overall planning process in the organization.
The essence of personnel planning lies in the fact that its main task is to provide people with jobs at the right time and in the required quantity in accordance with their abilities, inclinations and production requirements. Jobs, in terms of productivity and motivation, should allow workers to develop their abilities in an optimal way, increase labor efficiency, meet the requirements for creating human-worthy working conditions and employment.
Personnel planning is implemented through the implementation of a whole range of interrelated activities, combined in an operational plan for working with personnel. To develop an operational plan for working with personnel, the following information is collected using specially designed questionnaires:
) information about the permanent composition of the staff (name, patronymic, surname, place of residence, time of entry to work, etc.);
) data on the structure of personnel (qualification, gender and age, national structure; the proportion of disabled people, the proportion of employees, qualified employees, etc.);
) staff turnover;
) loss of time as a result of downtime, illness;
) data on the length of the working day (full-time or part-time employees, duration of holidays);
) wages of employees and management (its structure, additional wages, allowances, payment at the tariff and above the tariff);
) data on social services provided by the state and legal organizations (expenses for social needs allocated in accordance with laws, tariff agreements, voluntarily).
Questionnaires are compiled in such a way that, along with production goals, they can also serve personnel planning. Personnel information is a collection of all operational information, as well as their processing processes for personnel planning. Personnel information meets the following requirements:
) simplicity - the information contains as much data and only to the extent necessary in this particular case;
) visibility - information is presented in such a way that you can quickly determine the main thing, avoid verbosity. For this, tables, graphs, color design of the material are used;
) unambiguity - the information is clear, in their interpretation one should follow the semantic, syntactic and logical unambiguity of the material;
) comparability - information is given in comparable units and refers to comparable objects both within the organization and outside it;
) Continuity - information about personnel submitted for different time periods has one calculation method and the same presentation forms;
) relevance - information is fresh, operational and timely, that is, it is presented without delay.
Personnel requirements planning is the initial stage of the personnel planning process and is based on data on available and planned jobs, in terms of organizational and technical measures, staffing and a plan for filling vacant positions. When determining the need for personnel in each case, the participation of the heads of the relevant departments is recommended. The task of personnel recruitment planning is to satisfy in the future the need for personnel from internal and external sources. The advantages and disadvantages of internal sources of recruitment are shown in Table 1.5.
Table 1.5 - Advantages and disadvantages of internal sources of recruitment
Benefits of involvement Disadvantages of involvement Emergence of chances for career growth (attachment to the organization, improvement of the socio-psychological climate in the organization); low recruitment costs. Limited opportunities for personnel selection; the possibility of tension or rivalry in the team in the event of the appearance of several applicants for the same position of the head. The applicants for the position are well known in the organization. this organization; maintaining the level of remuneration that has developed in this organization (an applicant from the outside may make higher demands regarding the remuneration that exists in the labor market at the moment); quick filling of a vacant full-time position, without long-term adaptation; vacating a position for the growth of young personnel of this organization; "Transparency" of personnel policy; a high degree of manageability of the current personnel situation; the possibility of purposeful professional development of personnel; the emergence of the opportunity to avoid always unprofitable staff turnover; growth in labor productivity (if the transfer to a new position coincides with the desire of the applicant); the problem of employment of own personnel is solved; increase in motivation, degree of job satisfaction. Unwillingness to refuse something to an employee who has a long work experience in this organization; a decrease in the activity of ordinary workers applying for the position of head, since the deputy head is an automatic successor; quantitatively, the transfer to a new position does not satisfy the need for personnel; only a qualitative need is satisfied, but through retraining or advanced training, which is associated with additional costs.
The advantages and disadvantages of external sources of staff recruitment are shown in Table 1.6.
Table 1.6 - Advantages and disadvantages of external sources of recruitment
Benefits of Involvement Disadvantages of Involvement Wider choices; the emergence of new impulses for the development of the organization; A new person, as a rule, easily achieves recognition; hiring covers the absolute need for staff. Higher recruitment costs; a high proportion of employees taken from outside contributes to an increase in staff turnover; the socio-psychological climate in the organization is deteriorating; high degree of risk during the probationary period; poor knowledge of the organization; long period of adaptation; blocking career opportunities for employees of the organization.
Thus, the main task of the stage of attracting employees is the desire to create the largest pool of people who want to work in the organization. The selection process is intended to select and exclude those who are found to be incapable of performing the professional activities appropriate to a particular vacant position.
Primary selection in a budgetary organization begins with an analysis of the list of candidates in terms of their compliance with the organization's requirements for a future employee. The main purpose of the primary selection is to screen out candidates who do not have the minimum set of characteristics necessary to fill a vacant position and is different for different specialties. Primary selection methods depend on the budget, strategy, culture of the organization and the relative importance of the position to the organization. The most common methods at present are the analysis of personal data, testing, examination of handwriting.
Personal data analysis (or biographical data analysis) suggests that a person's biography is a fairly reliable indicator of his potential to successfully perform certain production functions. When using this method, the information contained in the questionnaires filled out by the candidates is analyzed, comparing the actual data with their own model. The presence of such a model (clearly defined selection criteria) is a necessary condition for conducting a fair for candidates and effective for the organization of the primary selection. Personal data analysis is a simple, cheap and quite effective method of primary selection when the organization has an extensive list of candidates and when it comes to specialized positions. At the same time, this method is quite approximate in assessing the potential, since it is focused solely on facts from the candidate's past, and not on his current state and ability for professional development. Therefore, when selecting candidates for leadership positions, especially those involving further development and professional growth, one must be extremely careful using the questionnaire analysis method.
You can more accurately determine the current state of a candidate in terms of his compliance with the requirements for a vacant position, as well as his development potential, using special tests. As testing methods improve and an organization's attention to the selection and, especially, development of leaders increases, tests are used to determine the potential of managers and specialists.
The initial selection stage ends with the creation of a limited list of candidates that best meet the requirements of the organization. The remaining candidates are informed of the decision to terminate the consideration of their candidatures for this position.
The HR department or recruiters then conduct face-to-face interviews with the selected candidates. The purpose of these interviews is to assess the degree to which the candidate matches the portrait of an ideal employee, his ability to fulfill the requirements of the job description, the potential for professional growth and development, the ability to adapt to the organization, getting to know the candidate's expectations regarding the organization, working conditions, its pay, etc. The interview is a two-way process - not only does the organization evaluate the candidate, but the candidate evaluates the organization in terms of whether it fits their own interests and needs. The interviewer must provide as objective information as possible about the organization in order to interest the candidate and, at the same time, avoid hiring those whose expectations are at odds with the capabilities of the organization.
The results of the interview are documented, and contain an assessment of the candidate, and a proposal to continue or stop working with him. The conclusion of the employee who conducted the interview is transferred to the head of the unit that has the vacancy, who decides on further actions in relation to this candidate.
Information about the candidate. In order to better assess the professional and personal qualities of the candidate, the organization seeks information from an organization that knows him through joint work.
Interview with the head of the department. If the manager is satisfied with the results of the interview, he makes an appointment with the candidate. Unlike the previous interview, this interview should allow assessing, first of all, the professional qualities of the candidate, his ability to perform professional functions. At the same time, the manager assesses the degree of his personal, professional compatibility with the candidate and the likelihood of successful integration of the latter in the department.
Candidate selection and proposal. Based on the analysis of the interview results, the head of the department (with the participation of a personnel specialist) selects a candidate who, in his opinion, is most suitable for this position.
Thus, the successful functioning of any organization largely depends on its ability to select the right people. The process of selecting personnel to fill vacant positions consists of several stages, each of which involves the use of special methods. The success of the selection equally depends on the effectiveness of the organization in the implementation of each of its stages separately and the ability to manage them as one process.
A number of activities are usually carried out to improve personnel policy. Consistency in the selection of personnel is increasing, from hiring to leaving an employee. Improving the nomination procedure: information<#"304" src="doc_zip1.jpg" />
Figure 1.- Percentage of pensioners by type of pension received
In its activities, the PFR Branch for the Leninsky District of the city of Novosibirsk is subordinate to the Board of the Pension Fund of the Russian Federation and is guided by the current legislation of the Russian Federation, decisions of the Board and the Executive Directorate of the fund.
The branch of the PFR in the Leninsky district of the city of Novosibirsk is a legal entity, has a seal with the image of the State Emblem of the Russian Federation and its name. Form of ownership - state. In each district of the city and region, Pension Fund Administrations have been created, which have the rights of a legal entity.
The Office of the Pension Fund of the Russian Federation for the Leninsky District provides:
maintenance of individual (personalized) accounting in the system of compulsory pension insurance;
financing the costs of paying pensions;
organization and maintenance of a state data bank for all categories of PFR insurers;
providing advisory and legal assistance to policyholders and insured persons on issues of compulsory pension insurance;
recovery of arrears on insurance premiums, penalties and fines in respect of legal entities in the judicial and administrative procedure;
organization of work on the appointment (recalculation), payment and delivery of pensions, monthly cash payments, maintaining a register of federal beneficiaries;
organization of work on the acceptance and legal assessment of documents for the issuance of a state certificate for maternity (family) capital;
reception of citizens, consideration of applications and complaints on issues within the competence of the PFR Department, taking appropriate measures on them.
In the Office of the Pension Fund of the Leninsky District, a system has been created and is functioning for considering proposals, applications and complaints from citizens, received both in writing and orally, as well as on the electronic website of the Pension Fund.
During the 1st quarter of 2014, the Department received 58 written applications, which is 13.3% more than in the 1st quarter of 2013. 52 citizens applied for a personal reception. Of those received by the Department, the largest number of written appeals came to us personally from citizens - 31 and 27 from the organization with a request for clarifications and additions. Also this year, electronic document management increased by 30%. The number of citizens' appeals has increased this year in connection with the transfer from January 1, 2014, of old-age pensioners, disabled people and recipients of social pensions receiving payments in the amount of less than the subsistence minimum to the social protection service for the regional social supplement, which amounts to 6,750.00 rubles, instead of the federal social supplement, which amounted to 6010.00 rubles.
The Department for Work with Appeals of Citizens, Insured Persons, Organizations and Policyholders considered 212 appeals, structural subdivisions of the Office - 16.
During business hours, there is a telephone "hot line", during which specialists give explanations of the current pension legislation. Every month, for 1 hour, a "hot line" operates, during which each citizen who applied could ask a question to a specialist from the Department. All questions received during the "hot line" are systematized and summarized, and sent to that service and the specialist dealing with this issue.
Specialists of the department for work with citizens' appeals and work with clients, insured persons, organizations and insurers, on 10 appeals of citizens, went to their homes, but a personal conversation with 2 applicants did not take place due to their absence at home.
The main issues raised by citizens in their written and oral appeals are:
whether the amount of the pension (already on an old-age pension) will change with the entry into force of the Federal Law "On insurance pensions";
the correctness of the calculation of the amount of the pension in connection with the appointment, recalculations, as well as with indexation on February 01, 2014. Citizens' appeals are caused by dissatisfaction with the amount of pension increase, since during this period prices for essential products increased significantly. There have been requests to increase pensions to the subsistence level. The issues of increasing the basic part of the labor pension from an earlier age (from the age of 75), as well as increasing the basic part of the labor pension for persons who have reached the age of 80 and receive SPC pensions were discussed;
on the state of the individual personal account and its special part, as well as on the recalculation of the insurance part of the labor pension. The heirs of the deceased insured persons were interested in the issues of inheritance of the amounts of insurance premiums;
the low level of assigned pensions (below the subsistence level in our region), especially among residents of rural areas, as well as among recipients of survivors' and disability pensions;
the procedure for calculating the insurance period, in terms of excluding periods of study and the period of residence of the wives of military personnel in places where they could not find a job;
pensions for "northerners" in connection with the move from the regions of the Far North and equivalent areas to permanent residence in the Novosibirsk region. Citizens do not agree with the calendar calculation of the insurance (labor) period, since for many "northerners" the duration of the insurance (labor) period does not reach the length of service required for the appointment of a monthly cash payment. Citizens who have worked less than 15 calendar years in the regions of the Far North or less than 20 calendar years in areas equivalent to them do not agree that they are not entitled to establish the basic part of an old-age or disability pension in an increased amount. We also do not agree that service in the Russian Armed Forces in the regions of the Far North is not equated with labor activity in these regions;
the right to assign a compensation payment to pensioners caring for their spouses who are disabled of group 1 or who have reached the age of 80;
on the appointment of EDV on several grounds at the same time;
an additional increase in pensions for citizens belonging to the category "children of war";
The appeals received were considered within 30 days from the date of registration without violating the deadlines. Out of 58 written appeals received, in 54 cases, appropriate explanations were given, and in 4 appeals, the request was denied.
2 Analysis of the personnel composition of the organization under study
The Pension Fund Administration for the Leninsky District of Novosibirsk has 165 employees. Of the total number of employees of the Department, 90% are women. More than 92% of employees are aged 30 and older (Fig. 2).
Figure 2. - Headcount
In general, we can conclude that there is a high number of personnel and a high proportion of managers and specialists. An analysis of the practice of an organization shows that the higher the number of employees, the more difficult it is to manage personnel, including in terms of motivation.
The main and most important service of the PF is the Customer Service, as it is directly responsible for the work, communication with the client.
The client service consists of 27 people. 6 chief specialists - experts of the Constitutional Court, 3 leading specialists - experts in the assessment department, 1 specialist - experts in working with insured persons and organizations, 3 leading specialists - experts in maternity capital, 2 leading specialists - experts in assigning preferential pensions, 2 administrators and 10 specialists - experts in the appointment and recalculation of pensions.
Customer service (department):
receives citizens, insured persons, organizations and insurers on the issues of assigning and recalculating pensions, receiving benefits for burial;
evaluates the pension rights of insured persons;
acceptance of documents submitted for the implementation of pension provision;
carries out work on the issuance of pension certificates, duplicates, certificates of the amount of pensions and length of service, transport service cards, insurance certificates (duplicates) of compulsory pension insurance to citizens;
enters information into the software package to ensure the activities of the customer service;
maintains an information database of calls to the customer service;
exercises control over the validity of the submission of documents for the appointment (recalculation) of labor pensions, including taking into account the length of service in the relevant types of work, state pensions, monthly cash payments, additional material security and other payments within the competence of the PFR Department;
interacts with social protection authorities on various issues, etc.
Thus, the client service receives citizens and policyholders on the whole range of issues that arise between the Pension Fund and its clients.
Customer service specialists give not only a competent answer in accordance with pension legislation, but, if necessary, provide assistance with the recovery of missing documents. Communication takes place in a simple, accessible language, since elderly people who survived the war and know firsthand all the hardships of this time, as well as people with disabilities and people who have experienced the loss of loved ones, also apply to the client service. Therefore, a customer service specialist requires special restraint, professionalism, and the possession of appropriate moral and ethnic qualities.
Department of appointment and recalculation of pensions.
The name of this department speaks for itself. The department employs 36 specialists, 6 - chief specialists.
Department of appointment and recalculation of pensions:
carries out the assignment and recalculation of labor pensions and pensions for state pension provision, as well as the assignment of additional payments to pensions and additional material support, referred by law to the competence of the Pension Fund of the Russian Federation;
carries out work on the introduction of a database of pensioners;
carries out work on the inventory of pension (payment) cases;
exercises control over the validity of the submission of documents for the appointment (recalculation) of labor pensions and pensions for state pension provision, including taking into account the length of service in the relevant types of work;
receives citizens, gives clarifications on the issues of appointment, recalculation, indexation, payment of UDV;
accepts applications for refusal to receive a set of social services.
The work of the appointment department requires a clear knowledge of pension legislation, increased attention when reviewing documents and the ability to do their job quickly and efficiently. Each decision on the appointment of a pension, monthly cash payment or additional material security must be carried out taking into account all the necessary title documents. After all, in the event that any document does not meet the requirements of pension legislation, this will entail an unreasonable payment of a pension. That is why a thorough analysis of the adopted documents is so important.
Thanks to the well-adjusted work, as well as the knowledge and abilities of the department's specialists, the appointment and recalculation of pensions, monthly cash payments, additional material support, maternity capital is carried out with high quality and on time.
Department of Pensions:
maintains a database of pensioners in terms of payment of pensions;
carries out work on the payment of labor and state security pensions, social benefits for the burial of deceased pensioners who were not working on the day of death, as well as other payments attributed by law to the competence of the PFR;
carries out work on carrying out deductions from pensions and other payments;
exercises control over the timeliness and correctness of the payment of pensions by organizations of the federal postal service, credit and other organizations;
carries out work on the conduct of mass recalculations of pensions and the execution of payment documents based on the results of their conduct;
interacts on the organization of the payment of pensions with state and municipal institutions of social services, children's institutions, health care institutions and correctional institutions on the payment of pensions to pensioners who are in them;
interacts with civil registry offices, passport and visa services and pension services of other departments in order to control the correctness of the payment of pensions.
The department employs 18 competent and qualified specialists with extensive experience in the pension provision system, thanks to which documents for the payment of pensions are delivered in a timely manner. In the department there are 4 - chief specialists, 6 - leading specialists, 8 - specialist - experts.
Division for assessing the pension rights of insured persons.
The department employs 10 specialists, 3 - chief, 4 - leading, 3 specialist - expert. The main functions and tasks performed by the department:
implementation of timely and correct work on the legal assessment of individual information on the length of service of insured persons for the period prior to registration in the compulsory pension insurance system;
ensuring the reliability of individual (personalized) accounting information containing data on the pension rights of insured persons in the form of length of service in the relevant types of work;
carries out work on interaction with other structural divisions of the Pension Fund of the Russian Federation to assess the pension rights of insured persons by converting (transforming) into the estimated pension capital; Conducting on-site documentary checks of the individual information of the insured persons in terms of length of service in the relevant types of work, during which the reliability and completeness of the information contained in them is established, taken into account when establishing early labor penalties for old age, with the preparation of a conclusion on the possibility of using these data when assigning pensions;
exercising control over the correctness of conducting supervisory affairs of organizations in terms of the Lists and Lists of works, industries, professions, positions submitted by the insurers, according to the family lists of insured persons, which are used to determine the length of service in certain types of work.
Department of personalized accounting and interaction with policyholders and insured persons.
The personalized accounting department employs 39 specialists, 8 - chief, 12 - leading, 19 specialist - experts, they provide:
registration of policyholders and insured persons in the compulsory pension insurance system;
annual updating of the database of individual personal accounts of compulsory pension insurance with information on the accrued and paid amounts of insurance premiums;
exercises control over the full and timely receipt of insurance premiums for compulsory pension insurance and accrued penalties;
carries out work on the preparation of the necessary documents for applying to the arbitration court for the recovery of arrears on insurance premiums, penalties and penalties;
carry out work on processing applications of insured persons on the choice of an investment portfolio (management company);
informing insured persons about the status of their individual personal accounts (IPA) in the system of compulsory pension insurance.
To solve these problems, the department interacts with the tax inspectorate, federal treasury bodies, the bailiff service, the registry office department, conducts studies with accountants and personnel services of enterprises and organizations.
Department of accounting for receipts and expenditures of funds, 8 specialists work.
Accounting is an ordered system of receipt and expenditure of funds both for the maintenance of the administrative apparatus and for the payment of pensions:
carries out full accounting of incoming funds, inventory items, fixed assets and timely reflection in accounting of operations related to their movement;
analyzes the economic and financial activities of the Department in order to identify intra-economic reserves, prevent losses and non-production expenses;
carries out an inventory of funds, inventory items, fixed assets, settlements and payment obligations;
performs the calculation and payment of wages to employees of the Department.
The timely payment of pensions, benefits to pensioners, as well as the financial situation of employees depends on the quality work of the accounting department.
Legal service, 4 specialists:
provides legal support for the activities of the Department;
represents and defends the rights of legally protected interests of the Office in courts of general jurisdiction, before justices of the peace, in arbitration courts;
provides methodological guidance for the preparation of local regulations of the Office;
interacts with the bailiff service to collect debts on writ of execution;
takes part in the work on the development and conclusion of contracts (agreements) and monitors the timing of their implementation.
Personnel service, 7 specialists.
organizes and ensures the recruitment of the Human Resources Department of all categories, required professions, specialties and qualifications;
carries out registration of hiring, transfer and dismissal of personnel;
carries out registration and booking of military personnel;
together with the heads of departments, it forms and trains a reserve of specialists for promotion to senior positions in the nomenclature of the Office;
carries out the organization of certification of specialists of the Department.
Automation department, consists of 5 employees.
Provides system-wide and technical maintenance of hardware and software systems;
carries out the implementation and operation of application software packages, service programs;
provides methodological assistance to the employees of the Department in the operation of hardware and software systems.
Maintenance staff 14 employees.
The head of the department, the deputy head of the department, and 4 - the head of the department are responsible for all the work of the PFR Department. And the result of this work is the personal contribution of each employee to the overall performance.
Figure 3. - The number of employees of the Pension Fund Department in the Leninsky district as a percentage as of 01.01.2014.
Each department of the PF is connected with each other and together form a common system. The quality of this system depends not only on internal factors, i.e. how the working "systems" work, but also on external factors, because the Pension Fund connects its work with such organizations as: post offices, credit institutions, tax inspectorate, federal treasury bodies, bailiff service, registry office, etc.
As of January 1, 2014, 85% of employees in the UPFR in the Leninsky district have higher education, 15% have secondary vocational education.
Thus, the presence of a large number of personnel encourages the heads of each service to be even more attentive to work, because the quality of the work of the entire Pension Fund depends on the quality of the work of each department.
Figure 4. - The qualification composition of employees by education in the UPFR for five years, as of 01.01.2014.
3 Analysis of personnel policy in the Office of the Pension Fund in the Leninsky district
The existing personnel policy of the UPFR of the Leninsky district is based on the following principles:
planning, which involves forecasting staffing needs, systematic training of personnel for managerial positions, improving work with the reserve, as well as career planning and development;
specificity, which takes into account not only the general suitability of the position and the candidate, but also the current situation in the organization (prospects for the development of the organization, setting new strategic and tactical tasks, etc.);
compensation involves the selection of personnel in which the negative qualities of one employee are compensated by the corresponding positive qualities of another. As a result, a workable team is formed, which is a single management team;
a comprehensive assessment of the personality upon promotion to the relevant position, while assessing the personal and professional qualities of the applicant;
combinations in the selection for positions of persons invited from the outside, and trained personnel of the organization.
Priority areas in work with personnel are:
formation of a positive image, improvement and development of the level of service competencies of PFR employees;
selection, selection and placement of personnel;
development of a system of adaptation and mentoring of young specialists;
periodic assessment and certification of employees, the formation and development of a reserve of personnel;
development of the organization - through the development of employees;
psychological support for the professional activities of employees;
improving the motivation of employees, ensuring the safety and health of employees.
In recent years, close attention of the President of the Russian Federation, legislative and executive authorities has been riveted to social problems, and therefore, social legislation is developing very intensively. This imposes special requirements on the employees of the UPFR bodies - to clearly navigate the legal intricacies of regulatory documents, quickly respond to changes in the legislative framework and be able to correctly apply legal norms and acts in relation to a particular citizen. In addition, it should be noted that the UPFR is a high-tech organization in which the functions of each employee are carried out on the basis of information and communication technologies, which also creates special requirements for personnel training. Apparently, these and many other factors played an important role in the fact that the personnel policy pursued by the UPFR in the Leninsky district is a powerful lever in organizing compulsory pension insurance and pension provision.
Work with personnel in the bodies of the UPFR in the Leninsky district is aimed primarily at ensuring that specialists at all levels recognize themselves as part of a single whole, understand their goals and objectives in the light of the overall strategy of the organization, feel responsible for their work in creating and maintaining the image and reputation of the Pension Fund of the Russian Federation, and pensioners, disabled people and insured persons would see in every employee of the UPFR, first of all, a brilliant professional. At the forefront of personnel management today are such functions as long-term planning and forecasting. The transition to proactive and active components in personnel work, organizational integration by including managers of all levels in personnel management, the introduction of new technologies in working with personnel (performance assessment, distance learning, certification, advanced training, etc.), in order to perform complex tasks tomorrow, you need to meet the increased requirements now.
One of the strategic directions of the personnel policy of the UPFR is the formation of a highly productive team capable of responding in a timely manner to the changing demands of society and the labor market, and pensions in general.
A necessary quality of a Pension Fund employee is the ability to navigate the legal intricacies of regulatory documents, quickly respond to changes in the legislative framework and refract them in the light of the problems that one has to face when implementing pension reform and legal additions.
UPFR is a high-tech organization in which the functions of each employee are carried out on the basis of information and communication technologies, which also creates special requirements for their training.
Development of a systematic approach in the management of the territorial bodies of the Pension Fund of Russia:
improving the efficiency of planning based on analysis, evaluation, forecasting, comprehensive long-term and medium-term plans;
improvement of the organizational structure and organization of the activities of the territorial bodies subordinate to the PFR Department;
improvement of the system of integrated indicators for the purpose of a comprehensive assessment of the activities of the Department as a whole. Implementation of a unified control policy;
development of an organizational (corporate) culture conducive to the formation of a professional team of like-minded people and maintaining the image of the PFR both within the system and in the external environment.
Priority areas in work with the personnel of the Pension Fund Administration are: preservation, strengthening and development of human resources, formation of a highly productive and cohesive team capable of maintaining competitiveness in the market of pensions and social services. The personnel policy of the Department is based on the principles of the value of human resources, compliance with labor laws, stability of labor relations, understanding of the responsibility of the personnel service for the functioning of the entire system, the need to involve only the best personnel in the PFR bodies, use them effectively, promote their development and professional growth.
For many years, an Open Doors Day has been held to familiarize and attract talented young people to work in the PFR system, to increase their current knowledge in the field of pension rights, and every year students do practice in the organization. Many students, after graduating from educational institutions specialized for the PFR system, came to work in the Pension Fund.
Based on the results of the Open Doors Day and those who had an internship, a database of the best graduates was formed, who in the future may be invited to work in the organization.
Selection of candidates for filling vacant positions, incl. to senior positions, comes from the personnel reserve and on the recommendations of the heads of organizations cooperating with the PFR.
Today, the collective of the Pension Fund of the Russian Federation of the Leninsky District is a single, well-coordinated and professional team, the labor activity of which is carried out by competent specialists in specialized specialties, such as law, economics, accounting, state and municipal administration, modern information technologies. Undoubtedly, for almost 20 years of the existence of the PFR bodies, the personnel backbone in the region has formed and strengthened, however, the Department continues to experience a shortage of highly qualified specialists, especially in the field of programming and technical support, actuarial calculations, personalized accounting and management of maternity capital.
Compliance of candidates for vacancies in the PF is checked through psychological computer testing and research of personal characteristics, namely: characteristics of thinking, interpersonal communication, psychodiagnostic characteristics, interviews with managers. When hiring, employees get acquainted with the Code of Professional Ethics, which is a set of general principles and rules of conduct for employees of the PFR system.
The profile specialties for the PFR system are economics, finance, law, information technology, programming and social work.
When hiring in the UPFR system, the future employee must be familiarized with the personnel services with this provision against signature. The hired employee undergoes an internship, training for three months.
The adaptation of newly hired employees is carried out on the basis of the "Regulations on Adaptation" in the following areas:
organization of introductory seminars, visits to: lectures, "school for young pensioners", videoconferences for newly hired employees;
securing mentors from among the most experienced professionals;
development of individual adaptation measures;
conducting socio-psychological trainings on interactions in a team and effective communications;
rules of conduct at the reception;
training in the PFR Department;
rules for the use of computer programs;
a special training program for newly appointed heads of departments.
Improving the quality of personnel training is a necessary condition for the effective operation of the Pension Fund of the Russian Federation.
In accordance with the decision of the expanded meeting of the PFR Board in December 2013, the priorities for the medium term (2014-2015) in the field of personnel training are:
introduction of adaptive corporate training programs for newly hired employees of the PFR system; development of mentoring, the use of distance learning in order to reduce the cost of training specialists and reduce the time to "enter the position", the formation of skills for employees to independently solve professional problems. This training should be as close as possible to the workplace of a beginner. As a result of this training, the employee gains value for the Pension Fund system;
development of a distance learning system, improvement of distance learning technologies;
monitoring the effectiveness of training.
The system of continuous training of personnel within the organization of the UPFR of the Leninsky district is a centralized and purposeful educational process related to the goals and objectives of the pension system. Participation in it begins from the day specialists and managers enter the workforce, continues throughout their career in the UPFR and is a prerequisite for career growth. It should be noted that continuous training of the management staff within the UPFR organization is carried out in parallel with training according to the plans of the Pension Fund of the Russian Federation, developed annually for regional branches and quarterly in the department itself. In order to maximize the coverage of training of employees of the pension system, the Pension Fund of Russia and the Branch of the Pension Fund of Russia in Russia are actively implementing and have already shown their positive results, a distance learning form. Remote advanced training of heads of departments (departments) of the PFR in cities and districts is carried out using distance learning technologies and telecommunications. Methodological recommendations are constantly being developed and implemented on the organization of professional development of PFR employees. For this, a program has been developed: MAINTEST, every six months a new version.
The training is based on one-day thematic seminars, video conferences for managers and specialists of the UPFR in areas of activity, including round tables with managers and specialists of the structural divisions of the Department in charge of this area of activity. Seminars are held with mandatory entrance and exit testing, questionnaires with subsequent storage in electronic form, in order to be able to study the seminar materials by all employees of the district departments of the PFR.
Much attention is paid to the training of beginners. There is a system of internships for UPFR beginners at their workplaces in the areas of their activities based on the electronic program "Trainee", developed by the staff of the Department. The internship ends with a weekend professional test.
Every six months, novice specialists of the PFR Departments of the Leninsky District are trained at the PFR Division at a 2-day seminar, during which highly qualified employees of the Division explain the basics of pension legislation to new employees of the PFR territorial bodies.
There is also an individual internship for specialists on the basis of the organization itself, where the mentor is a more experienced, highly qualified specialist.
In addition to thematic seminars on areas of activity, the Department conducts training for newly hired middle and senior managers, as well as specialists enrolled in the personnel reserve, aimed at developing business and managerial qualities that contribute to the effective implementation of professional activities.
Sufficient conditions have been created in the Department for conducting all forms of education: a well-equipped training base functions in the administrative building - a computer class, an assembly hall, a conference room, provided with multimedia equipment.
Certain informational and methodological support for personnel training is provided by the direct supervisors of each service. Federal Law, Civil Code, printed periodicals, documents and materials printed using computer technology, stored in electronic form, additions to the Federal Law, the Internet, etc.
The department is constantly working towards the creation of a system of basic training for specialists in pension provision.
The vocational training system is part of the professional development of employees.
The UPFR of the Leninsky district has a multi-level personnel training system that covers all employees of the Department.
A prerequisite for the functioning of the system of continuous training of personnel within the UPFR organization is the relationship of its main elements (types): primary, annual, periodic, additional and targeted training.
In order to monitor the training of personnel, the Department developed and implemented a software product (regional database) "Training of Personnel" for maintaining personal records of the training of employees of the OPFR and UPFR in cities and districts. A plan is being drawn up for the current year, separate plans for each quarter to improve the professional level of employees of structural divisions. It is advisable for the PFR management to draw up a plan for improving the professional level of personnel every quarter. This is due to the fact that it is practically impossible to foresee relevant topics for the long term in the annual plan and eliminate the need for multiple adjustments in order to update them.
Personnel training in management should be systematized and carried out in a differentiated manner.
Within the framework of each type of training, types of additional professional education are provided, internships and advanced training (using traditional and distance technologies), various forms, methods and technologies are used (with and without interruption from production, lectures, zonal seminars, seminars, trainings, business games, videoconferences, distance learning systems, etc.), training using electronic learning tools in the on-lane mode, "round table".
The main methods include: studying and explaining the practice of applying laws and regulations in the field of pension legislation, practical problem solving (explanations, exercises, training, solving situational problems). The study (comprehension) of the received laws (changes in the law), normative legal acts is carried out by each employee independently, and the discussion is carried out collectively.
A large role in the UPFR is given to the development of personnel based on a system of continuous training, career advancement, preparation of a reserve for promotion to managerial positions, and career planning for an employee.
For the formation and development of a personnel reserve, such forms of assessment are used as a personnel audit of managers and specialists, and personnel certification.
Comprehensive testing has been introduced for middle and senior managers, which is carried out every six months.
Employees on parental leave may be certified no earlier than one year after leaving the leave. Employees who have worked in their position for less than one year, pregnant women and working on the terms of a fixed-term employment contract (except for managers, their deputies and chief accountants - heads of departments of territorial bodies of the PFR) should not be certified.
The certification schedule is approved and communicated to each person being certified no later than one month before the start of the certification.
Not later than two weeks before the start of the certification, the relevant manager submits a review to the employee subject to certification with the employee’s signature on familiarization with the review.
The following must be submitted to the certification committee:
employee professional testing protocol;
a copy of the job description;
materials of the previous certification.
In the absence of any of the above documents, the certification of the employee cannot be carried out.
The non-appearance of an employee at a meeting of the attestation commission without good reason, the commission may conduct an attestation in his absence.
Not later than two weeks after the end of the attestation period, taking into account the conclusions of the attestation commission, a decision must be made, which is drawn up by order of the PFR Board or by order (department) of the FIU in the city (district)) that the employee:
subject to inclusion in the prescribed manner in the personnel reserve for a higher position;
corresponds to the position held;
subject to direction for professional retraining or advanced training with subsequent certification in a year;
is subject to dismissal in accordance with paragraph 3 of part one of Article 81 of the Labor Code of the Russian Federation due to insufficient qualifications, confirmed by the results of certification, if it is impossible to transfer the employee with his consent to another job.
The certification is aimed at:
personnel development and strengthening of its motivation to work;
determination of the compliance of the PFR employee with the position held;
identifying the prospects for career growth of the employee, stimulating him to improve professional competence;
determination of the necessary need for advanced training of employees, professional training or retraining;
formation of a reserve of personnel for promotion to managerial positions.
The results of the 2013 certification have become an important element of human resource management, which made it possible to assess the level of personnel potential in the Department and develop solutions for its development and optimization. Based on the results of the certification, an assessment of the compliance of the level of labor, qualities and potential of the employee with the requirements of the work performed was given to 47 employees of the Department dealing with issues of pension and insurance coverage, automation, information protection, 2 employees were included in the personnel reserve for a higher position. Certification was like 49 employees of all structural divisions of the institution . The certification committee was held in two stages using the "TEST" program based on questions, in order to obtain an effective assessment of the level of professional knowledge. First day. Testing is carried out using test methods built into the Maintest computer diagnostic system and the HR-center system.
Before passing the test, each employee is given the opportunity to familiarize himself with the Procedure in full and the instructions for the proposed tests.
The test results are communicated to the employee by a member of the working group immediately after the end of the testing procedure.
The second day the employee communicates directly with the certification committee.
Result: one employee was sent for retraining.
Table 2.1 - The scale for assessing the professional, business, moral and psychological qualities of an employee and the qualities that characterize the leader, certified in points
High level of assessment Sufficient level of assessment Satisfactory level of assessment Low level of assessment 5 points 4 points 3 points 2 points 35 employees 10 employees 4 employees 1 employee 72% 16% 8% 4%
Description of the criteria for evaluating the person being certified according to the four levels of the rating scale. The professional qualities of specialists are shown in Table 2.2.
Table 2.2 - Professional qualities of specialists
Professional Knowledge Possesses deep, solid and comprehensive professional knowledge. Keeps them high. Able to implement and support new in the professional field. Can act as an expert, consultant and lecturer on professional issues. Able to independently develop draft documents. Possesses sufficient professional knowledge to allow in most cases to make the right decisions when performing a management task. To solve complex theoretical problems, significant time is required to study the legal framework. Can advise colleagues on the main issues of professional activity. Possesses professional knowledge for the satisfactory solution of problems of a professional nature. Knowledge is superficial, not systemic; it is difficult to solve professional tasks independently. He is fluent in computer technology, information technology, and actively uses electronic communications. Able to quickly establish business and personal relationships with people. Thinks logically. Properly completes paperwork. Constantly being improved. Generates innovations. Skills and skills allow you to complete tasks without outside help on time. Skilled in sufficient computer technology, information technology, electronic communications. When preparing documents, he rarely makes mistakes. Developed satisfactorily, ensure the performance of professional tasks at a sufficient level under supervision and with outside help. Developed poorly, the implementation of skills and abilities in practical activities requires constant monitoring. The degree of implementation of professional experience in the position. high quality, constantly exceeds job requirements. Requires minimal supervision. Qualifications and experience allow you to perform work in any area of activity of the unit, as well as perform the duties of a higher manager. Actively share your experience with colleagues. Often brings in new ideas that are constructive and businesslike. He copes with official duties. In his work, he tries to show accuracy and accuracy most of his free time. The number of mistakes made is insignificant. Can provide work in any area of the current activities of the unit. Can act as a mentor to a young specialist. He is not devoid of an innovative approach in his professional activities. Basically he meets the requirements of the position, however, he does not always cope with the required quality with official duties. the opportunities for accumulating professional experience in the positions have not been exhausted. Professional experience is insufficient, the required quality of performance of official duties has not been achieved.
Table 2.3 - Business qualities of specialists
Organization, responsibility and diligenceOrganization and composure - high; knows how to plan his work. Highly developed sense of duty, responsibility, performance discipline - excellent. Reliable in solving work tasks. Knows how to organize his work, not fussy. A fairly pronounced sense of responsibility and diligence is inherent. Qualities are developed satisfactorily, allowing manifestations of fussiness. There are difficulties with planning their work. Responsibility and diligence are not always shown. Performance monitoring is required. Qualities are poorly developed, planning skills for daily activities are low. He is fussy at work, actions are often not thought out. Shows irresponsibility, prone to non-execution. Intensity of work, efficiency High working capacity, distinguished by diligence. The state of health is good, practically does not get sick, he is able to endure physical and psychological stress. He is efficient, hardworking, his state of health is good, he gets sick, but rarely, he is able to endure physical and psychological stress. Efficiency is low, lazy; he often gets sick for a long time, endures loads with great effort. Independence of decisions and actions The ability to make informed decisions is highly developed. Able to analyze and predict working situations, in critical situations, capable of thoughtful and decisive actions. In decision-making, as a rule, he is independent. Able to analyze and predict events, in critical situations, capable of decisive action. Able to make independent decisions, but they are not always justified; in critical situations, allows indecision. To make independent decisions, he is not prepared enough. In critical situations, it is difficult to act independently, shows indecision.
Table 2.4 - Moral and psychological qualities of specialists
The ability to self-evaluationThe ability to evaluate their actions and performance results is highly developed. Reasonably self-critical. Capable of adequate self-assessment. Self-critical. He does not always adequately evaluate his actions and results of his activities. The ability to self-criticism is limited. He is not capable of an adequate assessment of his actions and the results of his activities. Not self-critical. Adaptability Quickly adapts to new conditions, in extreme situations he knows how to manage himself. Psychological stability is high. Capable of adapting to new conditions, able to manage himself in difficult situations. Psychologically stable. It takes a long time to adapt to new conditions. In difficult, non-ordinary situations, he can allow a loss of control over his behavior. Psychological stability is low. It is difficult to adapt to new conditions. In difficult and extreme situations, behavior is unpredictable. Psychological stability is low. Culture of thinking and speech Expresses thoughts clearly, speech is logical, intelligible, thoughtful and meaningful. Able to competently and convincingly express and defend his opinion. Possesses oratory skills. Expresses thoughts intelligibly, speech is correct, knows how to defend his opinion and convince people. Speaker skills developed. Able to express thoughts correctly and intelligibly, but not always able to argue them. Speech is inexpressive, speaker skills are mediocre. The culture of thinking is low, speech is poor and inexpressive, speaker skills are not developed.
Table 2.5 - Qualities characterizing a leader
Management of subordinates, performance efficiency Possesses highly developed qualities necessary for managing subordinates, and successfully demonstrates them in daily activities, constantly achieves high results personally, like his subordinates. Able to competently manage subordinates and achieve results in practical activities. Constantly strives to improve the management of subordinates. Has experience in managing subordinates, but does not always use it in daily activities; the effectiveness of activities with appropriate assistance can be higher. The experience of managing subordinates is weak, accumulates it slowly and does not actively strive for this; low performance in work. , constantly shows reasonable firmness, is capable of deliberate compromises for the sake of the interests of the case. He is demanding of himself and is sufficiently demanding of his subordinates. Able to show firmness in upholding principled positions, not without the ability to compromise. Able to be demanding of himself and his subordinates, but not always striving for this in practice, allows elements of categorical and one-sidedness in assessments. Requirements for subordinates are biased, unreasonable; in assessing the actions of his subordinates, he is categorical, one-sided. Humanity A sense of respect for a person is highly developed; responsive, caring, benevolent. Respectful of a person, able to take care of subordinates, responsive, not devoid of sympathy and empathy. Able to show respect for a person, but not always and not to everyone, does not always show concern for subordinates, heartlessness, callousness. Often shows elements of a disrespectful attitude towards a person, does not stand out with care for subordinates, is not responsive. Ability to transfer professional experience Highly developed pedagogical abilities, an excellent methodologist. Able to teach and transfer professional experience, has good methodological skills. methodical methods of teaching owns satisfactorily. He does not have the ability to transfer professional experience, he masters methodological techniques with great difficulty. He has a high level of culture of behavior and communication with people, is democratic in communication. Flexibility in the use of styles of communication and behavior is inherent. Cultural in behavior and communication with people; owns a democratic style of communication, if necessary, uses an element of authoritarianism. There are elements of a culture of behavior with people. The style of communication manifests itself according to the situation, but is not always adequate to it. The level of culture of behavior and communication with people is low, it allows elements of a tactless, rude attitude towards others.
The diagram clearly shows the percentage of certification results.
Picture. 5 - Results of employee attestation for 2013.
To effectively develop the corporate culture of employees and ensure unity between team members, perceive themselves as a single team, various events are held, incl. participation of specialists in the preparation and implementation of innovative projects, participation in video conferences with managers and employees of other structural units.
Of no small importance is personnel marketing, the main goal of which is a correct understanding of the psychological, social and production factors that influence the decision of employees to consolidate in the workplace; also raises the question of psychological selection when applying for a job. In this regard, for the socio-psychological and professional diagnostics of personnel, psychological support and providing conditions for the implementation of effective activities, a psychological service has been introduced into the staff of the PFR Department, both in the department itself and on the basis of the Department.
One of the important activities of the psychological service of the department is psychological support:
.Organization of psychological education of employees:
training in the basics of knowledge in psychology, the rules of business communication and stress protection for customer service employees and managers;
bill of personal rights.
.Psychological prevention:
holding seminars and trainings on the prevention of professional burnout syndrome, increasing stress resistance, preventing conflicts and emergency situations;
system planning and rational distribution of time;
alternation of active and passive rest, change of scenery for a period of more than two weeks;
development of the ability for internal self-esteem and self-regulation;
training in psychological methods of relaxation.
A necessary condition for the development of the ability to self-regulation is an increase in the sense of responsibility for the stressful conditions of one's life.
When "I" is mainly focused on my guilt, I lose contact with my inner feeling;
When I acknowledge responsibility, I affirm that I play a vital role in my own existence.
.Individual counseling on psychological problems related to professional activities.
A good psychological climate in PFR management teams influences the formation of trust among clients, promotes mutual understanding between staff and clients, which to the greatest extent improves the quality of service.
· A psychological relief room was created, equipped with audio-visual stimulation devices to restore the working capacity of employees; employees at psychological trainings, practical classes received the skills of effective communication, adaptive behavior and got acquainted with the basic requirements of the ethics of business communication, study the rules of conducting reception on the phone and learning from each telephone conversation, the rules of conducting face-to-face reception;
a study of personnel is being carried out to assess the elements of organizational culture and psychological climate, consideration of the causes of the burnout syndrome, the use of questionnaires by K. Maslach and S. Jackson, G. Eysenck;
customer service employees are systematically trained in self-regulation methods to restore a positive attitude towards working with clients, methods are being developed to determine the style of behavior in a conflict situation.
Modern forms of work with personnel are being actively introduced in the pension system, aimed at improving the system of moral and material incentives for employees:
receiving remuneration for work depending on the personal performance of the employee;
presentation of distinguished employees for awarding departmental and state awards of the Russian Federation;
rewarding with diplomas for good work;
photos of the best employees are placed on the honor board, both in the department itself and in the Department.
Over the past year, the following types of moral encouragement were applied to the employees of the UPFR of the Leninsky district: 35% received praise and recognition from the management, 5% received a promotion, 25% received a diploma, 15% received letters of thanks, 15% had other types incentives, only 5% of employees were not encouraged.
Thus, in the UPFR, social motives of labor are used to a greater extent, that is, intangible benefits in exchange for labor, which are aimed not at generating income, but at obtaining moral encouragement, recognition not only by the team, but also by management, satisfaction of pride, ambition, etc. .d.
In a market economy, the main means of ensuring the competitiveness of an organization is highly qualified personnel. A properly formed personnel policy should ensure not only the management of the workforce, but also interest the staff in the development of the organization.
% of UPFR employees are satisfied with the available promotion opportunities, this indicates that there is career growth in the organization, this is undoubtedly a positive fact not only for the employee himself, but also for the management, as employees have an incentive to improve the quality of work. At the same time, 5% gave a negative answer and 10% found it difficult to answer this question.
The majority of 75% believe that in the UPFR there is an opportunity for self-realization and self-development of the individual. And only 5% believe that there is no such possibility, as a reason that does not allow self-realization and self-development, they note tense relations in the team and with the management. Thus, we can conclude that the branch management is doing everything possible to create conditions that would help its employees to fulfill themselves.
The majority (55%) believe that encouragement is the most effective type of influence; 10% - independence in work; 25% - an example of a leader and only 10% punishment. Thus, the authority of the leader is an effective measure of influence on the employees of the team.
A sociological survey showed that most of the UPFR employees are not interested in the decision-making process, lack initiative, which, in turn, entails poor implementation of innovations. The proposals of the most active and enterprising employees are most often not taken into account. Thus, the management of the UPFR suppresses the initiative of employees, and also psychologically "kills" the desire of employees to look for new methods to improve the production process.
Subordinates follow instructions because they are afraid of lowering wages and, as a last resort, being fired. Underlying this is fear, which limits initiative, creativity, and can even lead to curtailment of work. Consequently, the management of the UPFR needs to apply not only coercion, but also, as the survey showed, encouragement and provision of employees with greater independence in work and assistance from management, which will lead to greater interest and initiative of employees in work.
Thus, we can conclude that the leadership of the UPFR of the Leninsky district needs to introduce a collegial decision-making system in the organization, that is, it should act both as an expert and as a "judge". On all issues to be resolved, listen to the proposals of team members, stimulate the staff not only morally, but also materially, more clearly formulate the principles of the ongoing personnel policy, and also bring them to the attention of employees.
Heads of structural subdivisions must submit proposals (a list of activities to be included in the quarterly (annual) plan) to the person responsible for training. When drawing up the plan, the following should be taken into account: a promising alan of study for the current year sent from the department; normative legal acts received from the structural divisions of the Division, official letters, reviews of practice, wishes of employees of the structural divisions of the division, the results (indicators) of work for the previous quarter, the results of inspections of control and audit bodies, etc.
The duration of classes should be from 2 to 4 academic hours.
Training of specialists can be carried out separately in the relevant areas, or it can be carried out jointly with employees of another direction. By conducting such classes, synchronization is achieved to improve the professional level of employees, for example, customer service and personalized accounting services. Timely receipt of information of the required amount of the practice of applying the law reduces the risk of legal errors. It is desirable to conduct training with all employees of the structural divisions of the PFR department on general issues (for example, on new regulatory legal acts in the field of pension legislation, etc.).
Professional development should be carried out at least once a month. If necessary, carry out weekly.
It is very effective to conduct operational (professional) informing employees. This form will help in cases where there is a need to urgently bring the received information (official document) to the employees of the department.
Each training session should end with a quality control of the learned material (test control, control tasks, interviews, etc.).
For individual training events, testing should be carried out after a certain time, i.e. after a deeper study of the materials.
Class leaders after checking the results of testing (other forms of quality control of mastering educational material) should analyze the mistakes made, which allows them to see the weaknesses of theoretical knowledge, practical skills in work and provide theoretical and practical assistance.
Improving the quality of management of mandatory pension insurance funds:
improving the efficiency of spending funds from the PFR budget and monitoring their intended use. Automation of the process of formation and execution of the OPFR budget;
introduction of an actuarial calculation system to assess the financial stability of the pension insurance system.
Improvement of information technologies and development of the data transmission network.
Efficient operation and modernization of corporate networks for data exchange and transmission.
Development, implementation and improvement of information exchange technologies between the PFR Division and the Departments, Divisions of the PFR.
Creation of automated workplaces for specialists using the latest technologies.
Ensuring the necessary technical level of protection of confidential information. Introduction of new technologies with digital signature.
Improving the system of maintenance and repair of computer equipment.
Development of legal services:
interaction with the courts in order to resolve problematic issues in the field of pension insurance and pension provision, as well as carrying out further work aimed at developing the legal position of the PFR on key issues of pension legislation;
development of legal services of the territorial bodies of the PFR in order to ensure the protection of the interests of the PFR in pre-trial and judicial procedures, interaction with legislative, executive and judicial authorities;
interaction with guardianship and guardianship authorities, with employment centers, with registry offices, the Ministry of Justice, military registration and enlistment offices, the Ministry of Internal Affairs.
Improvement of personnel policy and personnel management system:
introduction and development of an effective system of selection, adaptation, retraining, training and advanced training of personnel;
improvement of working conditions for employees.
The disadvantages of the existing personnel policy are:
the impossibility of department heads to select their own specialists,
there is no opportunity for self-realization of employees,
material incentives are very small and are distributed at the discretion of the head (depending on the personal relationship of the head to the employee) on the number of years worked in the organization, on the position held, and not on the quantity and quality of the work performed),
old technical equipment from specialists directly involved in data processing,
the selection of new candidates for the position in the Pension Fund Department is poorly developed,
there is no independent development of the organization (everything is carried out according to the established regulations). Not timely receipt of information, long run-in of "pilot" projects,
weak incentives for employees.
3. Ways to improve the personnel policy of the Office of the Pension Fund for the Leninsky district of the city of Novosibirsk
In order to improve the effectiveness of personnel policy in the UPFR for the Leninsky district, it is recommended:
.Personnel planning. The essence of which lies in the timely provision of jobs to people at the right time and the required number in accordance with their abilities, inclinations and production requirements. Workplaces for employees, in terms of productivity and motivation, should allow employees to develop their abilities in an optimal way, increase labor efficiency, meet the requirements for creating human-worthy working conditions and employment.
Personnel planning should be carried out both in the interests of the organization and in the interests of all employed personnel. It is important for an organization to have at the right time, in the right place, as well as in the right quantity and with the appropriate qualifications such personnel that is necessary to solve production problems and achieve its goals. Personnel planning should create conditions for motivating higher productivity and job satisfaction. First of all, people are attracted to those jobs where conditions are created for the development of their abilities and high and constant earnings are guaranteed. One of the tasks of personnel planning is to take into account the interests of all employees of the organization. It should be remembered that personnel planning is only effective when it is integrated into the overall planning process of the organization. HR planning should answer the following questions:
what qualifications, how many employees, when and where will they be needed?
How can you attract the necessary and reduce unnecessary staff without causing social damage?
How best to use the employees of the organization in accordance with his abilities?
How to ensure the development of personnel to perform new qualified jobs and maintain their knowledge in accordance with the needs of the organization?
What financial costs will be required for all planned personnel activities?
.Formation of a personnel reserve seems to be an effective direction of activity of the office work and personnel department. The dynamics of a leader's career is determined by two main parameters: the potential for advancement and the level of current professional competence.
Positions in the management apparatus of the organization should be filled in accordance with the following principles:
) in the lower level of management and in headquarters units - by young energetic specialists;
) at all levels - by managers and specialists from their own and other organizations;
) in the managerial level - by combining rotation and accelerated promotion of their own promising personnel, which is achieved by forming a reserve for filling managerial positions - a specially formed group of managers, specialists who have achieved positive results in their professional activities, satisfying certain requirements and passed a special selection.
It is advisable to create a reserve for all management positions of the organization and, above all, for key positions, the total number of which should be at least 10 people. When promoted to the reserve, use the career factor as an assessment of the employee's merits. For managers, this is the degree to which the goals of the organization or unit are achieved; for a specialist - diligence, creativity, complexity and timeliness of tasks, the ability to solve problems that have arisen. All this is controlled by direct supervisors and is based on an individual work plan. To develop in candidates the abilities, skills, and abilities of a leader, to form a team leader capable of managing a group. division.
The process of forming a personnel reserve should include the following steps:
use the principle of equal and fair opportunities in moving up the "service ladder" of truly worthy candidates;
determination of the required number;
study of each, evaluation and selection of candidates;
building a job structure;
compilation and approval of the list of candidates;
organization and planning of advanced training.
It is advisable to select candidates annually and have a reserve, depending on the nature of the position, of 1-2 people.
The search for candidates should be carried out by:
immediate supervisor - head of department,
HR department, senior management,
The candidate must be able to present himself.
Search to carry out in subdivisions and departments, as well as in other services. To do this, specially develop search methods:
reliable sources of information about the candidate;
data on the work of the candidate and the results of activities in all previous positions;
personal judgments of managers and colleagues who know him;
results of tests, surveys available in human resources departments,
assessment and consideration of the candidate in departments, divisions;
personal informal communication;
candidate discussions.
Take into account the marks given to the candidate:
by themselves (self-assessment);
his immediate supervisor (the ability to determine what has been achieved);
chief (prospective development of the candidate).
Make certain requirements for the leader:
professionalism - attitude to one's work;
qualification, experience, knowledge, ability to apply this knowledge in practice;
desire to learn new things and the ability to train subordinates;
attitude towards people - respect for people;
patience for weaknesses that do not interfere with work,
the ability to rally people into a team, to organize;
the ability to criticize and accept criticism;
the presence of a clear self-esteem, to be a leader;
knowing what will have to be sacrificed because of the position and be prepared for this;
the ability to lead, the ability to listen and listen to other opinions;
the ability to choose the right team and distribute it into groups, taking into account psychological characteristics (to be a good psychologist).
Improving employee motivation:
ensuring safety and health protection;
salary increase;
increase in financial incentives;
uniform load distribution;
the possibility of additional income;
provision of vouchers to employees and children of employees of vouchers to health organizations, and if it is not possible, monetary compensation;
holiday travel allowance.
Psychological support for the professional activities of employees, psychoprophylaxis, individual counseling on psychological problems related to professional activities and on a personal level.
In the context of the modern development of personnel policy in the UPFR of the Leninsky district, it seems necessary to introduce methods for adapting newly hired personnel.
They will allow a new employee to quickly adapt to the content and working conditions, the social environment in the institution. As part of the adaptation, there should be a detailed acquaintance with the organization's team and new responsibilities, assimilated behavioral stereotypes and identification of personal interests and goals with common interests.
The adaptation of employees should be carried out in the following areas:
professional adaptation - mainly for people who do not have work skills, who do not know the specifics of the organization of its functions, etc. After finding out the characteristics of a newly hired employee, he should receive an experienced mentor or be sent to appropriate refresher courses. The main task of this type of adaptation of an employee is to determine the most appropriate form of his training;
psychophysiological adaptation - adaptation to working conditions, mode of work and rest, etc.;
socio-psychological - adaptation to a new team and its norms, to management and colleagues, to economic realities. It may be associated with difficulties, which include deceived expectations of quick success, due to the underestimation of difficulties, the importance of live human communication, practical experience and the value of theoretical knowledge and instructions.
The reverse process is also necessary - adaptation of the work to the person. This is the organization of workplaces in accordance with the requirements of ergonomics; flexible regulation of the rhythm and duration of working time, building the structure of the organization (subdivision) and the distribution of labor functions and specific tasks based on the personal characteristics and abilities of employees; individualization of the incentive system.
The practice of adaptation should be extended not only to specialists, but also to managers at various levels. The new team leader will be able to succeed only when he is well versed in internal relationships and leans on key figures, for example, who temporarily performed these duties before him.
The Office currently provides free services.
The list of services provided includes:
) home visits, in organizations;
) consultations on the disposal of maternity capital;
) advice on the calculation and appointment of pensions (other districts, regions, etc.);
) issuance of certificates, restoration of certificates, extract from the personal account;
) copies of documents, restoration of lost documents (duplicates);
) assistance in paperwork (preliminary assessment, etc.);
) assistance in obtaining legal services.
Lonely and elderly citizens live on the territory of the Leninsky district, having an income above the subsistence level, but also in need of social services and able to pay for them. Many citizens of the Leninsky district apply in writing that they need help.
Therefore, within the framework of this project, I proposed in the Pension Fund Administration the introduction of paid social services, which would help many needy citizens solve their problems, and this would bring additional income to the Administration.
The economic efficiency of this project can be calculated as follows, we will make a forecast of paid social services provided to citizens of retirement age and insured persons at the rate of 25 thousand rubles. person per year. The forecast for the provision of paid social services is presented in Table 3.1.
Table 3.1 - Forecast of the volume of provision of paid social services
Name of services Number for 2014, single home visit, in an organization 10,000 consultations on the management of maternity capital 23,000 consultations on the calculation and appointment of pensions (other districts, regions, etc.) 15,000 issuance of certificates, restoration of certificates, extract from a personal account 17,000 copies of documents, restoration of lost documents (duplicates) 12000 assistance in paperwork (preliminary assessment, etc.) 19000 assistance in obtaining legal services 2500
The volume of provision of paid services was taken on the basis of average statistical data, a survey of citizens who applied to the Office.
By providing the listed social services, the Department will have the following income, presented in table 3.2
Table 3.2 - Revenues of the Department for the period of project implementation
Name of services Quantity, unit Price for 1 unit, rub Amount, rub , restoration of certificates, extract from the personal account1700010170000.00copies of documents, restoration of lost documents (duplicates)1200015180000.00assistance in paperwork (preliminary assessment, etc.)19000500950000.00assistance in obtaining legal services25002050000.00Total:3050000.00
The implementation of this project does not require additional costs, since the maintenance of the Pension Fund branch is fully funded by the Federal budget. Cash receipts from the provision of paid social services are exempt from taxation, which means that all financial receipts from the implementation of the project are net profit.
) for the purchase of a car for home visits;
) for the purchase of computers for the Pension Fund;
) for the purchase of the necessary medical equipment;
) to improve the working conditions of the employees of the Pension Fund;
) to encourage employees;
) for social needs; for material assistance and funeral services;
) to pay for employee training.
The calculation of the project efficiency is unambiguous, since it does not require additional investments.
Thus, from the above, the following conclusions can be drawn:
introduce the provision of paid services.
Conclusion - it is necessary to hire young, active, self-improving specialists, with higher education not only in economics, but also in other specialties, as experience shows that this is the most cohesive and effective team, in work and life, moral and material incentives, the creation of new principles of the personnel development system.
Conclusion
The personnel policy of an organization is a holistic personnel strategy that combines various forms of personnel work, the style of its implementation in the organization and plans for the use of labor. It increases the capabilities of the organization, responds to the changing requirements of technology and the market in the near future, is an integral part of the entire management activities and production policy of the organization.
In modern budgetary institutions, a passive personnel policy dominates, which is characterized by the absence of a pronounced program of action in relation to personnel, and personnel work is reduced to eliminating negative consequences.
The main and most significant differences in the personnel policy of commercial and budgetary organizations are in terms of staff motivation, organizational philosophy, type of authority and management style. There are also similar features, this is the adaptation of personnel and the functions of the management service
The process of personnel policy management is expressed through the stages of personnel policy: regulation, programming, personnel monitoring, each of which involves the use of special methods.
The Pension Fund Department for the Leninsky District of Novosibirsk is one of 42 departments in the Novosibirsk Region and is the largest, which is served by more than 75,000 pensioners.
The Pension Fund Administration for the Leninsky District of Novosibirsk has 165 employees. Of the total number of employees of the Department, 90% are women, more than 92% of employees are aged 30 years and older, 85% of employees have higher education, 15% have secondary vocational education.
The main task of personnel management in the UPFR for the Leninsky district is the formation and implementation of a personnel policy in accordance with the development strategy of the PFR.
The personnel policy in the UPFR can be attributed to the active type, that is, the leaders of the organization have the means to influence the staff. They have many long-term staff development programs. The personnel department has the means of diagnosing personnel and forecasting for the medium and long term.
The disadvantages of the existing personnel policy are: the inability of department heads to select specialists for themselves, the lack of opportunities for self-realization of employees, material incentives are very small, old technical equipment for specialists directly involved in data processing, the selection of new candidates for a position in the PF Department is poorly developed, there is no independent development organizations (everything is carried out according to the established regulations), untimely receipt of information, long-term running of "pilot" projects, weak incentives for employees.
In order to improve the effectiveness of the personnel policy in the UPFR for the Leninsky district, it is recommended to make changes to:
.Personnel planning.
.Formation of personnel reserve.
.Improving the motivation and stimulation of employees.
.Psychological support of professional activity.
.Adaptation of employees - adaptation of work to the person.
It is necessary to create a new concept of personnel policy that defines the main provisions of the activities of organizations for working with personnel:
creation of uniform principles of strategic management and development of personnel in the organization; introduction of new methods and systems of personnel training and retraining;
carrying out fundamental changes in the wage policy; development of economic incentives and social guarantees for the employee and his family members; protection of the rights and guarantees of employees, work with representatives of the labor collective;
preparation of regulatory and methodological materials to ensure a high level of personnel management;
it is necessary to strengthen the system in the selection of personnel and cover the entire spectrum of this work, from hiring to leaving an employee;
it is necessary to improve the nomination procedure: information on vacancies, candidates, responsibility of recommending candidates, procedures for discussion, appointment and induction;
introduce the provision of paid services.
It is necessary to hire young, active, self-improving specialists with higher education not only in economics, but also in other specialties, as experience shows that this is the most cohesive and effective team in work and life.
personnel management economic pension
List of used literature
1. Federal Law of December 25, 2013 No. 214-FZ “On the budget of the Pension Fund of the Russian Federation for 2015 and for the planning period of 2014 and 2015”.
Federal Law of July 7, 2010 "On the organization of the provision of state and municipal services" as amended. No. 65-FZ of 06.04.2011, No. 169-FZ of 01.07.2011, No. 200-FZ of 11.07.2011, No. 239-FZ of 18.07.2011, No. 383-FZ of 03.12.2011, dated July 28, 2012 No. 133-FZ.
Federal Law of April 30, 2008 No. 56-FZ "On investing funds to finance the funded part of the labor pension and state support for the formation of pension savings."
Federal Law of December 29, 2006 No. 256-FZ “On additional measures of state support for families with
Federal Law of December 15, 2001 No. 167-FZ "On Compulsory Pension Insurance in the Russian Federation".
Federal Law of December 17, 2001 No. 173-FZ "On labor pensions in the Russian Federation".
Federal Law of July 17, 1999 No. 178-FZ, part 1, article 6.2 “On State Social Assistance”.
Federal Law of April 1, 1996 No. 27-FZ "On Individual (Personalized) Accounting in the System of Compulsory Pension Insurance".
Decree of the Supreme Council of the RSFSR of December 22, 1990 No. 442-1 "On the organization of the Pension Fund of the RSFSR".
Resolution of the PFR Board dated January 15, 2007 No. 5p “On the procedure for attestation of employees of the Pension Fund of the Russian Federation system”.
Decree of the Government of the Russian Federation of October 17, 2009 No. 1555-r Plan for the transition to the provision of public services in electronic form.
Information on the status of the Pension Fund of the Russian Federation 2013.
Evtikhov O.V. "Psychology of personnel management: theory and practice" St. Petersburg. Speech - M.; 2010.
D. Liker, D. Mayer “Talented employees. Education and training in the spirit of dao Toyona ”Book 2 - M .; 2013.
HR Handbook. Magazine №3 - M.; 2014
.Law Enforcement Practice: Questions and Answers. G.I. Sysoikina. - M.; 2014.
Fundamentals of management. State and municipal administration. Crisis management. Personnel Management. Management / Edited by A.V. Surin. - M.: 2012.
Handbook of personnel management. Magazine №1 - M.; 2014.
Newspaper "Pension Fund". - N., 2013
Textbook on social science. PFRF - M.: 2012
Borisenko N.Yu. Pension provision. - M.: Finance and credit, 2009.
Borisenko N.Yu. Problems of Ensuring the Financial Stability of the Pension Fund of Russia. - M.: Finance and credit, 2009.
Kibanov A.Ya. "Personnel management of the organization: strategy, marketing, internationalism". - M.; INFRA-M, 2011.
Platonova N.A. "Certification in the personnel management system". Discussion: Journal of Scientific Publications No. 7 Ural Publishing House, 2012.
Khnykin G.V. “Personnel training and development. Documents of the personnel service "- Zh .: Directory of personnel officer No. 9 - M .; 2013.
Kornyushin V.Yu. "Evaluation and certification of personnel" - M.; MIEMP, 2013.
D. Kelsey, P. Plumb “Brilliant meetings. Rules for effective group work ”Book 7 - M .; 2013.
Journal "Pension provision in the CIS and Baltic countries". A.A. Romanova M.; 2013
D. Liker, D. Mayer "Talented employees" - M.; 2013.
Solomanidina T.O. "Organizational culture of the company" - M.; INFRA-M, 2011.
Litvak M.E. "Psychology of management in the family and at work" - M.; 2013.
Roik V.D. Russian pension system. History, problems and ways of improvement. - M.: MIK, 2007.
Appendix
Types of tests for self-control of specialists, after which the specialist can determine for himself whether he needs help and what kind, professional or psychological.
P.1 Topic 1.1 Communicative competence in the business interaction of employees.
Questions for self-control.
IN 1. check the option that is not included in the summary at the end of the interaction.
)Brief description of what was done;
)A consistent description and record of what needs to be done to solve the problem;
)Argumentation and bringing the grounds in favor of the decision;
)Delimitation of areas of responsibility, who is responsible for what;
)Specify the time frame to be done.
Correct answer: 3. Argumentation and giving reasons in favor of the decision.
Q 2. What strategy of behavior corresponds to the following attitude: A negotiating partner is perceived as an adversary with whom they adhere to a cruel course in relationships?
)Strategy "win-lose";
)Strategy "lose - lose";
)Win-win strategy.
Correct answer: 1. Win-lose strategy.
Q 3. Note the main feature of the "lose - win" strategy?
)The person is set to lose the interaction partner and actively uses the methods of manipulation and pressure.
)A person prefers to give up his positions rather than withstand a situation of tough negotiations.
)A person plays with the negotiations, thereby leading them to a dead end and gaining time to think.
Correct answer: 2. A person prefers to give up his positions rather than endure a situation of tough negotiations.
Q 4. Mark the situation that usually arises when two decisive, stubborn, self-centered personalities interact with a win-win attitude?
)Strategy "win-lose");
)Strategy "lose - win";
)"lose-lose" strategy;
)win-win strategy.
Correct answer: 3. Lose-lose strategy.
Topic: 1.2 Creating a customer-centric environment
B 1. The main difference between a service and a product:
)lack of value;
)intangibility;
)production cycle.
Correct choice: 2. Intangibility.
B 2. Check the incorrect statement: “To be able to evaluate the service it is necessary”:
)to set a price;
)verbally specify the content of the services provided by the organization;
)provide the client with objective indicators of the quality of services.
Correct answer: 1 set a price.
B 3. A skill differs from a skill in that:
)the skill does not require stress of memory and attention;
)skill easily and quickly changes depending on the situation;
)skill requires mind control.
Correct Choice: 3. Skill requires mind control.
B 4. The goals and objectives of working with a visitor do not include:
) informing;
)receiving feedback;
)intimidation.
Correct answer: 3. Intimidation.
B 5. Check the box that reflects the concept of "feedback".
)This is the argument that must be given to the client in response to his objection.
)It is a reaction to what is heard, read or seen; information indicating the degree of understanding, trust in the message, assimilation and agreement with the message.
)This is what the employee is obliged to do in accordance with the request of the client.
Correct answer: 2. This is a reaction to what is heard, read or seen; information indicating the degree of understanding, trust in the message, assimilation and agreement with the message.
Topic: 1.3 Psychology of conflicts
Q 1. When resolving a conflict, an apology:
) Not needed at all;
)Can be brought without admitting a mistake;
)Must be timely.
Correct choice: 3. Must be timely.
B 2. The ability to adequately decipher the emotional signals of partners depends on:
)The amount of working emotional memory.
)Psychological and professional communication experience.
)All of the above values.
Correct choice: 3. All of the above values.
B 3.emotional resonation is:
)The ability of a person to respond to various emotional states of partners;
)The ability of a person not to respond to various emotional states of partners;
)The ability of people to show their emotions in any situation.
The right choice: 1. The ability of a person to respond to various emotional states of partners.
B 4. With emotional detachment, a person:
)Shows no emotion in any situation.
)Tries to avoid any interaction with other people.
)In response to the emotional state of others, it shows inexpressive, muffled emotions.
Correct choice: 3. In response to the emotional state of others, he shows inexpressive, muffled emotions.
Q 5. What is the essence of the conflict that arises when a professional requirement is presented?
)Contradiction of our needs and desires;
)The discrepancy between the claims of the individual and the assessment of their capabilities;
)The contradiction between the lack of necessary actions and the need to fulfill obligations.
Right choice: 3. The contradiction between the lack of necessary actions and the need to fulfill obligations.
Q 6. What can the use of prospector's words lead to?
)It can increase the confidence of the opponent;
)It can increase the person's desire to protect themselves from your influence;
)It will help the interlocutor to check the understanding of the information received.
Correct choice: 2. It can increase the person's desire to protect themselves from your influence.
Topic: 1.4 Face to face with the client
Q 1. What task is not included in the scope of the first stage of communication "Getting to know"?
)Establishing contact with the interlocutor;
)Creation of a working atmosphere;
)Attracting attention to a business conversation;
)Checking the understanding of the information received.
Correct choice: 4. Checking the understanding of the information received.
B 2. Indicate the incorrect statement:
)Calmness is maintaining a balance between anxiety and indifference, which can equally distort an adequate assessment of the situation.
)Calmness is the self-control and strength of a person's character, which help to survive in force majeure and succeed in everyday circumstances.
)Calmness is the readiness to always act rationally, relying on an emotional outburst, and not on logical conclusions.
The right choice: 3. Calmness is the readiness to always act rationally, relying on an emotional outburst, and not on logical conclusions.
Q 3. Indicate an incorrect statement related to the concept of "Fairness"?
)Justice - the concept of due, containing the requirement of conformity between deed and retribution;
)Human justice is absolute.
)Economic justice - the requirement of equality of citizens in the distribution of a limited resource.
Right choice: 2. Human justice is absolute.
Q 4. How is the Rationale phase of customer interaction different?
)At this stage, certain agreements and possible solutions to the problem are reached.
)At this stage, the client unconsciously decides whether to trust the communication partner or not.
)At this stage important information is being transferred.
The right choice: 1. At this stage, certain agreements and possible solutions to the problem are reached.
B 5. Choose the correct definition of emotional stability:
)This is a property of the psyche, thanks to which a person is able to successfully carry out the necessary activities in conditions that cause experiences of negative emotions.
)It is a measure of the intellectual, analytical, logical and mental abilities of a person.
)This is a fleeting state: which appears due to a sharp increase in nervous stimulation due to some sudden event.
The right choice: 1. This is a property of the psyche, thanks to which a person is able to successfully carry out the necessary activities in conditions that cause experiences of negative emotions.
Topic: 1.5 Stress at work...and should we deal with it?
Q 1. At what phase of the development of a stress response does the mobilization of the necessary resources to deal with stress take place?
)In the voltage phase;
)In the phase of resistance;
)In the phase of exhaustion.
Correct choice: 2
Q 2. On what factors does the development (intensity) of the stress response depend?
) From the stressor
)from the psychological state of a person;
)From the physical condition of a person;
)All answers are correct.
Correct choice: 4
B 3. The likelihood of stress increases if:
)Needs are not adequately met in relation to their importance;
)Satisfying a need exceeds its importance
Correct choice: 1
Q 4. At what level of emotional state is the maximum efficiency of labor observed?
)With a low level of emotions;
)With an average level of emotions;
)At a high level.
Correct choice: 2
In 5, what criterion for achieving the goal can be used to check the consistency of job descriptions, the consistency of orders and instructions to reduce organizational stress?
) Specificity;
)Measurability;
) reachability;
) Comparability;
)Certainty in time.
Correct choice: 4.
P.2 Questionnaire of a sociological survey.
Invites you to take part in a study on the formation of labor relations in your work team.
Your opinion is very important to us, it will help to improve the work of the organization. Please read the questions and answers carefully. Circle the number of the answer that matches your opinion, in the free line you can write your answer.
You do not need to sign the questionnaire, the research data will be used in a generalized form.
We look forward to your sincere answers.
Thank you in advance for your help with this research!
Your gender?
Male
Female
Your age?
Up to 20 years old
20 to 30 years old
30 to 40 years old
40 to 50 years old
50 to 55 years old
55 to 60 years old
Over 60 years
Your education?
The average
Secondary full
Specialized secondary
Incomplete Higher
What is your marital status?
Married
Unmarried
What is your financial situation (income per family member)?
Up to two thousand rubles
From two to three thousand rubles
Three to five thousand rubles
Over five thousand rubles.
How many years have you been working in your organization?
One to three years
Three to five years
Five to ten years
Over ten years
How do you feel about your future?
Confidence
Optimism
Hope
Without much hope and illusion
Anxiety and uncertainty
Fear and despair
I don't think about the future, I live in the present
What problems bother you the most today (you can choose 2-3 answers)?
Financial situation
Possibility of being unemployed
Inability to purchase essential goods
Leisure organization
What life values are priority for you (you can choose 2-3 answers)?
material good
Education
Favorite work
Health
Decency
Benefit people
Are you satisfied with your job?
Quite satisfied
Not quite satisfied
dissatisfied
Difficult to answer
If not satisfied, why not?
Bad working conditions
Unfair assessment of work
Unfavorable socio-psychological climate
Lack of professional growth
Frequent conflict situations
Anything else, please write _____________________
What are the relationships in your team?
Business
Friendly
benevolent
tense
Any other, please write _________________________
Are there any conflict situations in your work team?
Yes, quite often
No, it doesn't happen
Difficult to answer
What are the main causes of conflict situations?
Irrational distribution of responsibilities
Unfair and biased evaluation of work
Irrational use of material resources
Low level of culture in the team
Bad working conditions
What else please write
What type of power do you think prevails in the enterprise?
sole proprietorship
Collegiate
Collective
mixed
Difficult to answer
In your opinion, what are the main aspects of personnel policy?
Determining the need for staff
Recruitment
Personnel development
Organization of personnel information
Anything else, please write _____________________________
What type of personnel policy in your opinion is carried out at the enterprise?
Active
Passive
Reactive
preventive
Difficult to answer
What methods are used in the personnel selection process at your enterprise?
The study of the personal file of the subject
Questionnaire
Testing
Interview
Anything else, please write ________________________
Are you satisfied with the available promotion opportunities?
Difficult to answer
What types of employee performance appraisal are used in your company?
Direct (assessment of labor results)
Indirect (assessment by qualities that affect the achievement of results)
Anything else, please write _________________________
What types of influence on subordinates do you consider the most effective?
Punishment
promotion
Delegation of authority
Independence at work
Anything else, please write __________________________
In your opinion, is there an opportunity for self-realization and self-development of the individual in the enterprise?
Difficult to answer
If "no", what are the reasons?
Bad working conditions
Tensions in the team
No interest
Other (Your answer option) ____________________
Tags: Analysis and ways to improve personnel policy in a budgetary organization Diploma Management
Criteria and key performance indicators of personnel policy.
Directions for improving the effectiveness of personnel policy.
Features of the implementation of personnel policy in various organizations.
Through the personnel policy, a systematic approach is implemented in working with the personnel of an enterprise or organization.
The criteria for evaluating the activities of a manager in the field of personnel policy are competence in theoretical and practical issues related to the ability to select and effectively use employees in their enterprise, organize and direct the work of the team to effectively achieve the goal. The peculiarity of the manager's work is that his personal contribution to the results of production is evaluated according to the performance of the enterprise he leads, that is, according to labor indicators.
The system of labor indicators of the enterprise serves as the criteria for evaluating the personnel policy.
I.K. Bondar says that the system of labor indicators should be understood as a set of quantitative and qualitative meters of the degree of efficiency of the use of human labor in the production process.
The prerequisite and basis of the production process are people, personnel. With this in mind, the first criterion for assessing the effectiveness of personnel management can be determined by the availability of labor resources for an enterprise. Particular attention is paid to the analysis of the enterprise's staffing of the most important professions. It is necessary to analyze the qualitative composition of labor resources by qualification. To assess the compliance of the qualifications of workers with the complexity of the work performed, the average tariff categories of the work of workers, calculated by the weighted arithmetic average, are compared. If the actual wage category of workers is lower than planned and below the average wage category of work, then this may lead to the release of lower quality products. Due to the importance of this indicator affecting the effectiveness of personnel policy in general, it is necessary to constantly analyze and take into account when developing measures aimed at improving personnel policy.
The quality of management largely depends on the level of education of administrative and managerial personnel. Therefore, it is necessary to check the administrative and managerial personnel for compliance with the actual level of education of each employee of the position held and to study issues related to the selection of personnel, their training and advanced training. Analyzing the dynamics and implementation of the plan for the qualification of employees of the enterprise, one should study such indicators as the percentage of employees studying in higher, secondary specialized educational institutions, in the system of training workers at the enterprise. Fulfillment and overfulfillment of the plan to improve the skills of employees contributes to the growth of their labor productivity and positively characterizes the work of the enterprise.
In the system of measures aimed at improving the efficiency of the enterprise and strengthening its financial condition, an important place is occupied by the issues of rational use of labor resources. To evaluate this, you can use the indicator - the use of working time. The balance of working time is drawn up for the enterprise, workshop, section, sometimes even separately for each group of workers who have the same work schedule and the same duration of the next vacation. This is due to the fact that the average duration of the next vacation in different departments of the enterprise may not be the same. The planned balance of working time is calculated for individual elements. The balance of working time is compiled in three stages:
- calculation of the average actual number of working days;
- establishment of the average length of the working day;
- determination of useful (effective) fund of working time in hours.
It is advisable to evaluate this indicator in the direction of finding out the reasons for the frequency and size of losses in the working time fund and the degree of compaction of the working day.
An important indicator of the effectiveness of personnel policy is labor productivity.
To assess the level of labor productivity, we apply a system of generalizing, partial and auxiliary indicators. Generalizing indicators include the average annual, average daily and average hourly output per worker, as well as the average annual output per worker in value terms. Private indicators are the time spent on the production of a unit of a product of a certain type or the release of a product of a certain type in kind in one man-day or man-hour. Auxiliary indicators characterize the time spent on performing a unit of a certain type of work or the amount of work performed per unit of time.
The most general indicator of labor productivity is the average annual output of products by one worker. Its value depends not only on the output of workers, but also on the share of the latter in the total number of industrial and production personnel, as well as on the number of days worked by them and the length of the working day.
The level and dynamics of labor productivity growth depends on a number of factors:
Structural shifts in production (change in the share of certain types of products or industries in the total volume of production);
Technical level of production (complex mechanization and automation of production processes, modernization of existing equipment);
Improvement of management, organization of production and labor (reduction of losses of working time, increase in service areas, reduction of losses from defects);
Commissioning and development of new facilities.
The impact of all the above factors on the growth of labor productivity is estimated in terms of relative labor savings, which expresses the result of labor savings in the production of goods.
The importance of this criterion lies in the fact that labor productivity is in close interdependence with the number and composition of personnel, with the wage fund and average wages.
The system of labor indicators in the aggregate pursues the following goals:
Ensuring a steady increase in labor productivity and the excess of its growth rates over the growth rates of average wages;
Achieve savings in labor and payroll;
Compliance with the correct ratios in the wages of certain categories of workers in accordance with the quantity and quality of their work with the established amount of the general wage fund;
Strengthening the material interest of each employee and the team as a whole in improving the technical and economic indicators of the production and economic activities of the enterprise;
Ensuring the need for personnel with the necessary qualifications, as well as advanced training of employees of the enterprise;
Establishment of the optimal ratio (proportions) in the number of personnel, according to the functions of production, maintenance and management.
The development of a system of indicators for labor at the enterprise should be preceded by their thorough analysis, during which measures are planned to save living labor, better use of labor.
The task of the team is to develop such activities that would make it possible to complete tasks at the lowest cost and with greater efficiency.
The internal environment can be considered according to the following criteria:
Compliance of the composition of professionals with the needs of the organization;
Organization and location of workplaces;
Interaction with other people during work;
Competence, responsibility, cohesion of the workforce;
The experience of each employee;
Ensuring constructive interaction of group members;
Obtaining adequate information about employees.
The approximate composition of the system of criteria and indicators of the effectiveness of the personnel policy is presented in Table 3.
Table 3– A system of criteria and indicators for assessing the effectiveness of the organization's personnel policy
| criteria | parameters | indicators |
| Organizational parameters | Construction principles | compliance |
| Compliance of the personnel policy with the strategy and philosophy of the organization's development | degree | |
| Openness of personnel policy | degree | |
| Orientation of personnel policy to external or internal personnel | degree | |
| System and technology of personnel management | Organizational procedures | |
| Personnel reserve | Method of formation, composition and structure | |
| Use of information technology | level | |
| Business career management system | procedure | |
| Information policy | Creation or existence of an information movement system | |
| The share of costs for the formation and development of personnel policy | Calculations and standards | |
| Human resources assessment | Personnel monitoring | |
| Personnel structure | Quantitative composition, age structure | |
| Structure of levels of education and professionalism | Qualitative composition | |
| Assessment and recruitment | Methods, their effectiveness and efficiency | |
| Selection | Criteria | |
| Personnel Competence | Level of general education and professional training | |
| The proportion of employees with a high prof. level | ||
| Number of patents and rational. Offers per employee | ||
| Personel assessment | Organization, procedure and methodology | |
| Compliance with prof. competence of personnel to the requirements of the organization | The coefficient of compliance of employees with professional and qualification requirements for positions | |
| The coefficient of compliance of the level of complexity of the work performed with the level of personnel qualification | ||
| The share of work performed (manufactured products) of inadequate quality | ||
| Personnel certification | Organization, procedure and methodology | |
| Staffing | Planning need | Calculations and standards |
| Staffing | The level of quantitative and qualitative security | |
| Availability of vacancies | Share in headcount | |
| Personnel movement indicators | Coefficients of admission and disposal | |
| Staff retention | Turnover rate, turnover rate, staff retention rate | |
| Personnel Marketing | Forms and Methods | |
| Organizational and legal regulation | Collective agreement | Structure and content |
| Labor contract | Structure and content | |
| Organizational staffing policy | The composition and structure of the staffing table | |
| Regulation on wages | Structure and content | |
| Personnel development policy | Investing in the professional development of staff | Level of costs per average annual worker |
| Vocational training, retraining and advanced training | Availability of development programs and their compliance with the goals of the organization | |
| Frame reproduction | System and degree of investment | |
| career guidance | Forms and Methods | |
| Labor adaptation | Availability of the system and its compliance with the objectives of personnel policy | |
| Staff motivation | Forms and methods of influencing labor motivation | Types and structure of motives |
| The level of motivation of employees and the correspondence of their motivation to the needs of the organization | ||
| Motivational audit | Evaluation system | |
| Evaluation of labor results | Quantitative and qualitative indicators, methods of labor assessment | |
| Socio-psychological climate | Assessment of the moral and psychological climate in the team | Level or type of moral and psychological climate |
| Number of conflict situations | ||
| The level of cohesion in the team | ||
| The level of social tension and conflict | ||
| Social development of personnel | Dynamics of social development of personnel | Assessment indicators |
| Payroll Dynamics Coefficient | ||
| The coefficient of the dynamics of the level of wages of employees of the organization | Planned and actual calculations | |
| Quality of working life | Quality of working life | Level assessment indicators |
| job satisfaction | The level of employee satisfaction with work and its results | |
| The system of remuneration for labor contribution | Ensuring an effective labor incentive system | |
| Income of employees, including wages | level | |
| The coefficient of the dynamics of the level (and / or fund) of wages | ||
| Bonus system | Level and conditions for obtaining them | |
| Efficiency of personnel policy (strategic level) | Organization competitiveness | Health level |
| Economic efficiency of labor | Fluidity level | |
| Ecological and psychophysiological labor efficiency | Injury rate | |
| Number of sick leaves | ||
| Degree of impact on the environment |
Thus, for an effective personnel policy, it is necessary to take into account the above factors and criteria, that is, management will be effective if it promptly and rationally responds to any change in the factors and criteria discussed above.
It should be emphasized once again that personnel policy is an integral part of the strategic management of organizations, where the main goal is to achieve a sustainable position in the market. Therefore, the goal of personnel policy is to ensure
the optimal balance between the processes of updating and maintaining the numerical
of the quality and composition of personnel in its development in accordance with the needs of the organization itself, the requirements of the current legislation, and the state of the labor market. Accordingly, the ways to improve personnel policy are as follows:
1. Formation of a team of adaptive managers who are able to develop and implement a program for the preservation and development of the organization;
2. Identification and preservation of the core human resource potential of the organization
that is, managers, specialists and workers of particular value to her;
3. Restructuring of human resources in connection with:
with organized transformations in the course of enterprise restructuring;
with the implementation of innovative processes;
with the diversification of production;
with a complete reorganization.
4. Reduction of social and mental tension in the team.
5. Ensuring social protection and employment of laid-off workers.
As already shown in previous lectures to the main stages development of a personnel management strategy and personnel policy of an organization should include:
1. Formulating the general principles and goals of working with personnel in accordance with the strategic goals and objectives of the organization.
2. Development of a system of personnel procedures, activities and technologies.
3. Implementation of specific measures for personnel management and evaluation of the effectiveness of these measures (monitoring, audit of personnel).
When developing a personnel management strategy and personnel policy of an organization, it is necessary to take into account influence of external and internal factors.
External factors:
1. The situation on the labor market. The demand for personnel, its quantitative structure, the supply of personnel - the situation in the field of educational institutions, training centers, other employment agencies, dismissal from organizations.
2. Technology development. Determines the change in the nature of labor, which entails changes in the requirements for specialties and jobs, training and retraining of personnel.
3. Features of social needs. Takes into account the structure of motivation of potential employees of the organization.
4. Development of legislation. Labor legislation, its possible change in the near future, its features in the field of labor protection and employment.
5. Personnel policy of competing organizations. Studying the forms and methods of working with personnel in these organizations in order to develop their own strategy of behavior, a possible change in personnel policy.
Internal factors:
1. Organization goals. The goals and objectives of the organization form the strategy and policy, both in the field of core activities and in the field of personnel management.
2. Financial resources. Assessment of the needs and possibilities of the organization in financing activities for personnel management.
3. Personnel potential of the organization. Analysis of the age, educational and qualification structure of the organization's personnel. Evaluation of the labor potential of employees.
What types of personnel policies can be implemented in modern business conditions? Every organization has specific strategies for personnel. The main argument in favor of the use of various strategies and policies observed in practice must be considered the difference in approaches and different situations in organizations. A significant role in choosing a personnel management strategy is played, for example, by a certain sales market in which the organization mainly sells its goods and services, the organization's specialization, changes in the type of labor relations, technology development and other factors.
There are various approaches to classification of strategies and policies of personnel management implemented by modern organizations. As a rule, the classifications of personnel management strategies are based on various options for their dependence on a number of factors:
Type of competitive strategy;
The type of overall strategy of the organization;
Development stages (stages of the life cycle) of the organization;
mission of the organization;
Ways to implement the strategy in the organization;
Philosophy of management.
In a market economy, the goal of any enterprise is to be profitable, competitive and developing. The reasons for the failure of many companies lie not in technology, finance or sales markets, but in the wrong personnel policy. In modern conditions of reforming the economy and the social and labor sphere, there is a need to apply adequate and flexible approaches to the management of labor resources Bazarova T.Yu., Eremina B.L. Control. -- M: UNITI, 2002.
Personnel policy is an integral part of all management activities and production policy of the organization. In our time, an enterprise that is clearly organized, with competent, dedicated and disciplined personnel who can quickly rebuild and retrain, wins and succeeds. Therefore, every manager of any enterprise, regardless of the level of professional training and knowledge, academic degree and practical experience, must master the science of management, the ability to manage their personnel.
The personnel policy of an organization is the general direction of personnel work, a set of principles, methods, forms, an organizational mechanism for developing goals and objectives aimed at maintaining, strengthening and developing human resources, creating a qualified and highly productive cohesive team capable of responding in a timely manner to constantly changing market conditions taking into account the development strategy of the organization.
The purpose of the personnel policy is to formulate goals in a timely manner in accordance with the organization's development strategy, set problems and tasks, find ways and organize the achievement of goals.
To achieve the set goals, it is especially important to ensure the production behavior of each of its employees required by the organization. Like the development strategy of the organization as a whole, personnel policy is developed taking into account the resources and traditions of the organization and the opportunities provided by the external environment. Personnel policy is part of the organization's policy and must fully comply with the concept of its development.
The main objective of the personnel policy of the enterprise is to ensure that the interests of all categories of employees and social groups of the workforce are taken into account in everyday personnel work.
Personnel policy should increase the capabilities of the enterprise, respond to changing market requirements in the near future.
The main characteristics of the personnel policy of the organization:
Communication with the development strategy of the organization;
Orientation to long-term planning;
The importance of the role of staff;
Philosophy of the company in relation to employees;
A system of interrelated functions and procedures for working with personnel.
The personnel policy of the organization is designed to ensure:
High quality of work and its results, working conditions, as well as the workforce itself;
Structural adaptation of personnel to continuous organizational changes, social and cultural innovations - flexibility of personnel potential;
Rejection of the traditional, strict restriction between different types of work, as well as the widespread use of various flexible forms of organization of labor processes: full-time, part-time and temporary employment, etc.;
Organizational integration, when the top management of the organization and line managers accept the developed and well-coordinated personnel management strategy as “their own” and implement it in their operational activities;
A high level of responsibility of all employees of the organization, which implies both identification with the basic values of the organization, and persistent, proactive implementation of their goals in everyday practical work;
A new quality of the content of labor and a high level of satisfaction with it, through the use of new forms that enrich the content of labor.
In market conditions, personnel policy is a conscious purposeful activity to create a workforce that contributes to the combination of the goals and priorities of the enterprise and its employees.
When choosing a personnel policy, the following factors are taken into account:
Production requirements, enterprise development strategy;
The financial capabilities of the enterprise, the permissible level of costs for personnel management determined by it;
Quantitative and qualitative characteristics of the existing staff and the direction of their change in the future, etc.;
Situation on the labor market (quantitative and qualitative characteristics of the labor supply by profession of the enterprise, conditions of supply);
Demand for labor from competitors, emerging wage levels;
The influence of trade unions, rigidity in defending the interests of workers;
The requirements of labor legislation, the accepted culture of working with hired personnel, etc.
Personnel policy is closely connected with all areas of the economic policy of the organization. Namely, consideration and decision-making in personnel policy takes place in all complex functional subsystems of the organization, for example: management of scientific and technical activities, production management, social policy, etc.
Thus, great attention should be paid to personnel policy in any organization, because the successful operation of any institution depends, first of all, on the well-coordinated and stable work of qualified personnel Makarov I.K. Personnel Management. - M.: 2004..
In the improvement of the personnel policy of most enterprises at the present stage, a number of directions and main trends can be distinguished.
The first and main trend is the humanization of management activities. Modern organizations perceive a person as their main value, the main resource. Any managerial activity is the activity of managing people.
The second trend follows logically from the first. This is a transition from personnel work as accounting for employees of an enterprise to personnel management and human resource management - as a tactic and strategy for using human potential. An organization striving for competitive activity in the market needs to manage personnel, search and hire the right employees, motivate and evaluate, train and develop, plan a career, etc.
The third trend is the improvement of personnel management methods. This trend is typical for all elements of personnel policy - recruitment and selection, motivation, evaluation, training, career planning, and release of personnel. For example, in personnel assessment it is necessary to use such methods as Assessment center, business games, management by objectives (MBO).
The fourth trend is the introduction of information technologies into personnel management systems. Enlargement of an enterprise requires automation of personnel records; modern organizations use various software for personnel records, control and documentation. Computer technologies should also be used in planning, training, and personnel assessment. In addition, thanks to the Internet and other network technologies, new forms of interaction between a person and an organization are emerging - such as SOHO (Small Office Home Office) - remote work that does not require the presence of a person in the office. Accordingly, the personnel policy should be adjusted to this type of organization of work.
The fifth trend is connected with global globalization processes. Firstly, in the context of globalization, human resources are becoming more mobile not only within the country, but also between states, competition for the best personnel exists not only at the level of organizations, but also at the level of states (there is such a phenomenon as “brain drain”). Secondly, transnational companies are emerging, whose employees are representatives of different countries and cultures. Under these conditions, a new task appears in personnel management - the organization of conflict-free and effective interaction of employees with different national mentality, national value system, culture.
In modern conditions, personnel policy should be focused on the priority of social values, social policy, since the ultimate goal of the ongoing reforms is not the market as such, but the well-being of each person.
- Introduction - Personnel policy is an integral part of all management activities and production policy of the organization. It is no secret that the formation and development of market relations in Russia largely depends on the successful work of enterprises today. In our time, an enterprise that is clearly organized, with a competent, dedicated and disciplined staff, able to quickly rebuild and learn to speak, wins and prospers. In this regard, every manager of any enterprise, regardless of the level of professional training and knowledge, academic degree and practical experience, must master the science of management, the ability to manage their staff. In domestic times, personnel problems have traditionally been given minimal attention. However, in recent years, not only scientists, but also managers of many Russian enterprises have begun to pay attention to the role of the "human" factor in Russian organizations. Many leaders realized that the American, Japanese, German experience is not suitable for a Russian person and the current state of the Russian economy. Of course, valuable foreign experience in personnel management can be used in Russian organizations, but in an adapted form. It is necessary to take into account national characteristics and the prevailing managerial mentality. The specifics of the commercial structure - the period of its existence and its position in the market, the number of staff, the composition of personnel services, etc. have a special influence on working with personnel.Of particular interest are the development of personnel policy and corporate culture of the enterprise, since these issues are aimed at creating a team capable of creatively searching for the most correct effective solutions, perfect methods, and techniques in work. The problem of the subject of management is also interesting, because it is the manager who develops and sets the algorithm for all work with personnel, determines its strategy and tactics.
It is personnel policy that aims to create a cohesive, responsible, highly developed and highly productive workforce. Personnel policy should create not only favorable working conditions, but provide the possibility of promotion and the necessary degree of confidence in the future. In this regard, the main task of the personnel policy of the enterprise is to ensure that the interests of all categories of workers and social groups of the workforce are taken into account in the daily personnel work. The successful operation of any institution depends, first of all, on the well-coordinated and stable work of a qualified staff. Personnel policy in any organization should be given great attention. One of the areas of training and formation of effective personnel potential of SU-451 is cooperation with educational institutions on the training and education of enterprise socialists, as well as attracting young socialists - university graduates.
Without a well-established personnel system, it is difficult to increase the capabilities of an enterprise, respond to changing technology and market requirements in the near future, create favorable working conditions, provide opportunities for promotion and the necessary degree of confidence in the future. Today, it is important for human resources departments to achieve more than just timely filling of vacancies in order to maintain production at the proper level. The personnel management system should be planned in such a way as to constantly seek to increase the number of people who have good knowledge in the workforce of the enterprise, and to ensure that there are more such workers. Scientific principles of production organization, optimal systems and procedures, of course, play an important role, but the implementation of all the possibilities inherent in new management methods depends on specific people, on their knowledge, competence, qualifications, discipline, motivation, ability to solve problems and susceptibility to learning. Credibility is required for a worker involved in the development of new products or equipment, if only because the creation of new good equipment requires, at a minimum, knowledge of how old machines and equipment work. But for an enterprise that has decided today to excel in the competition, it is necessary that each employee has a very extensive knowledge. The formation of the necessary competence among employees begins already during the selection of personnel and their hiring. People who come to the organization should strive to master the aspects of this activity as much as possible. It is often more a matter of the will of the workers themselves than of their prior work experience or basic education.
The purpose of the thesis is to improve the personnel policy of SU-451.
The objectives of the study of personnel policy and personnel formation in SU-451 are: determining the priority of personnel policy, the styles of managing the personnel of an enterprise and reviewing personnel information.
The object of the study is the Construction Department No. 451.
The subject of the research is the personnel policy in SU-451.
The priority issues of the thesis are the selection and involvement of SU-451 employees, their certification, the organization of vocational training, advanced training, reserve training and career planning. In addition, the thesis considers stimulating the staff of the enterprise to the most efficient work through the formation of a corporate culture of the enterprise, planning an intra-corporate career and motivation to work, as the main success factor in the field of enterprise activity.
Thesis tasks:
To reveal the theoretical issues of personnel policy;
Describe the activities of the enterprise, its functions, goals, objectives, financial condition;
To characterize the number and categories of personnel of SU-451, the organization of the reception of personnel and the improvement of their qualifications;
Identify problems and propose measures to improve the personnel policy in SU-451.
1 MeaningAndrolepersonnelpoliticiansenterprises
1.1 Contentpersonnelpoliticians
The implementation of the goal and objectives of personnel management is carried out through personnel policy.
Personnel policy is the main direction in working with personnel, a set of fundamental principles that are implemented by the personnel department of an enterprise. Personnel policy as a management tool is an organizing activity aimed at merging the efforts of all employees of the enterprise to solve the set tasks. The personnel policy of an enterprise is a holistic personnel strategy that combines various forms of personnel work, the style of its implementation in the organization and plans for the use of labor.
Personnel policy should increase the capabilities of the enterprise, respond to changing market requirements in the near future.
The main characteristics of the personnel policy of the organization:
Communication with the development strategy of the organization;
focus on long-term planning;
the significance of the role of staff;
philosophy of the company in relation to employees;
a system of interrelated functions and procedures for working with personnel.
The main object of the personnel policy of the enterprise is -- ᴨȇpersonnel (personnel). The personnel of the enterprise is the main (regular) composition of its employees. Personnel is the main and decisive factor of production, tearing the productive force of society. The efficiency of production largely depends on the qualifications of workers, their professional training, and business qualities.
The basis for the formation of personnel policy is the analysis of the structure of the staff, the efficiency of the use of working time, forecasts for the development of production and employment.
The tasks of the personnel strategy include:
Raising the prestige of the enterprise;
Study of the atmosphere inside the enterprise;
- analysis of the ᴨȇrsᴨȇactivities of the development of labor force potentials;
Generalization and prevention of reasons for dismissal from work.
The day-to-day implementation of the personnel strategy, as well as at the same time assisting the management in carrying out the tasks of managing the enterprise, lie in the operational area of personnel management.
The personnel policy of the organization is designed to provide:
High quality of work and its results, working conditions, as well as the workforce itself;
Structural adaptation of staff to continuous organizational changes, social and cultural innovations - flexibility of human resources;
Rejection of the traditional, strict restriction between different types of work, as well as the widespread use of various flexible forms of organization of labor processes: full-time, part-time and temporary employment, etc.;
Organizational integration, when the top management of the organization and line managers accept the developed and well-coordinated strategy of personnel management as "their own" and implement it in their operational activities;
A high level of responsibility of all employees of the organization, which implies both identification with the basic values of the organization, and persistent, proactive implementation of their goals in everyday practical work;
A new quality of the content of labor and a high level of satisfaction with it, through the use of new forms that enrich the content of labor.
In market conditions, personnel policy is a conscious purposeful activity to create a workforce that contributed to the combination of the goals and priorities of the enterprise and its employees.
When choosing a personnel policy, the following factors are taken into account:
Production requirements, enterprise development strategy;
The financial capabilities of the enterprise, the permissible level of costs for personnel management determined by it;
Quantitative and qualitative characteristics of the existing staff and the direction of their change in the ᴨȇrsᴨȇktiv, etc.;
Situation on the labor market (quantitative and qualitative characteristics of the labor supply by profession of the enterprise, conditions of supply);
Demand for labor from competitors, emerging wage levels;
The influence of trade unions, rigidity in defending the interests of workers;
The requirements of labor legislation, the accepted culture of working with hired personnel, etc.
The content of the personnel policy is not limited to hiring, but concerns the fundamental positions of the enterprise in relation to the training, development of staff, ensuring interaction between the employee and the organization. While the personnel policy is associated with the selection of targets designed for further development, the current personnel work is focused on the operational solution of personnel issues. Between them there should, of course, be a relationship, which usually happens between strategy and tactics for achieving the goal.
The target task of personnel policy can be solved in different ways, and the choice of alternative options is quite wide:
1. Dismiss employees or retain; If you save, which way is better:
a) transfer to reduced forms of employment;
b) use at unusual works, at other objects;
c) send for long-term retraining, etc.
2. Train workers yourself or look for those who already have the necessary training.
3. Recruit from outside or ᴨȇtrain workers to be released from the enterprise.
4. Recruit additional workers or get by with the existing number, provided that it is used more rationally, etc.
Personnel policy is both general in nature when it concerns the personnel of an enterprise as a whole, and private, selective, when it focuses on solving particular problems (within individual structural units, functional or professional groups of employees, categories of employees). This takes into account:
Requirements for the labor force at the stage of its employment (to education, gender, age, length of service, level of social training, etc.);
Attitude towards "investment" in the labor force, to the purposeful influence on the development of certain aspects of the employed labor force;
Attitude to the stabilization of the team (of all or a certain part of it);
Attitude to the nature of the training of new workers at the enterprise, as well as to the retraining of personnel;
Attitude towards intra-company movement of personnel, etc.
The personnel policy of an enterprise is a holistic personnel strategy that combines various forms of personnel work, the style of its implementation in the organization and plans for the use of labor.
For a complete analysis of the personnel policy of any enterprise, it is necessary to highlight the evaluation criteria:
Quantitative and qualitative composition of staff;
Staff turnover rate;
Policy flexibility;
The degree of consideration of the interests of the employee / production, etc.
For ease of analysis, the quantitative composition of the organization is usually divided into three categories: senior managers, middle managers and service personnel with differentiation into men and women, employees and persons under the age of 18, working and on vacation (for example, to care for a child, without maintenance, etc.), as well as for those working in the parent company or branches, etc. The qualitative composition of the staff is usually divided into employees with higher, secondary social, secondary and primary vocational education, taking into account work experience, staff development and other factors.
The level of staff turnover is one of the most revealing criteria for the personnel policy of an enterprise. Of course, staff turnover can be seen as both a positive and a negative phenomenon. Firstly, the worker's capabilities are expanding, and his ability to adapt increases. Secondly, the staff of the enterprise is “refreshing”, there is an influx of new people, and, consequently, new ideas.
The flexibility of personnel policy is assessed based on its characteristics: stability or dynamism. Personnel policy should be dynamically rebuilt under the influence of changing conditions and circumstances.
The degree of taking into account the interests of the employee is considered in comparison with the degree of taking into account the interests of production. Examines the presence or absence of an individual approach to the employees of the enterprise.
1.2 GoalsAndprinciplespersonnelpoliticians
In modern conditions, personnel policy should be focused on the priority of social values, social policy, since the ultimate goal of the ongoing reforms is not the market as such, but the well-being of each person.
The main goal of personnel policy is to create a personnel management system based mainly not on administrative methods, but on economic incentives and social guarantees focused on convergence of the interests of the employee and the organization, achieving high labor productivity, increasing production efficiency, obtaining the best economic results for the organization.
The main goal is specified in the following tasks:
1. Providing conditions for the implementation of the rights and obligations of citizens provided for by the Constitution of the Russian Federation, labor legislation.
2. Compliance by all organizations and individual citizens with the provisions on trade unions, model internal regulations and other documents adopted in the framework of the state personnel policy.
3. Ensuring the optimal balance of the processes of updating and maintaining the numerical and qualitative composition of personnel, its development in accordance with the needs of the organization itself and the state of the labor market.
4. The subordination of all work with personnel to the tasks of trouble-free and high-quality support of the main economic activity by the required number of employees of the necessary professional qualified composition.
5. Rational use of human resources available to the organization.
6. Formation and maintenance of effective work of labor collectives, development of intra-industrial democracy.
7. Development of principles for organizing the labor process.
8. Development of criteria and methodology for the selection, training and advanced training of employees; personnel remuneration.
9. Development of principles for determining the social economic effect of activities included in the personnel management system.
All goals of personnel policy can be divided into economic and social.
Economic goals are derived from the priority production principles of maintaining the competitiveness of the organization and maximizing profits. Achieving the optimal ratio between costs and results is an important achievement of the personnel policy. In the current economic conditions, personnel decisions are rarely aimed at an absolute reduction in personnel costs, more often they are designed to optimize the ratio between these costs, on the one hand, and labor productivity, on the other.
Social goals are to improve the material and non-material situation of the employees of the enterprise. This applies especially to wages, social spending, reduction of working hours, as well as the equipment of workplaces, demands for greater freedom of action and the right to participate in decision-making.
Own goals of the personnel policy are determined taking into account the main provisions of all the components of the development of the organization:
1. Goals related to the external conditions of the enterprise (labor market, relationships with state and local authorities).
2. Goals determined by internal conditions, the implementation of which is aimed at improving the relationship of the enterprise with its employees (their participation in the management of the enterprise, deepening professional knowledge, etc.).
Table 1.1 discusses the fundamental principles of the formation of personnel policy.
Table 1.1 - Fundamental principles for the formation of personnel policy
Name of the principle | Principle characteristic | |
Scientific | use of all modern scientific developments in this field, which could provide the maximum economic and social effect | |
Complexity | coverage of all areas of personnel activity and all categories of employees | |
Consistency | taking into account the interdependence and interconnection of the individual components of this work; the need to take into account the economic and social effect (both positive and negative), the impact of a particular event on the final result | |
Efficiency | any costs for activities in this area should be repaid through the results of economic activity | |
methodical | qualitative analysis of the selected solutions, especially in cases where there are a number of mutually exclusive methods |
Of the several options for the proposed principles in relation to the conditions of a given organization, one must be chosen. Such materials include the development of provisions on job descriptions, the methodology for hiring and the placement of newly hired workers, etc.
1.3 Generalrequirementstopersonnelpolitics
The general requirements for personnel policy in modern conditions are as follows:
1. Personnel policy should be closely linked to the development strategy of the enterprise. In this respect, she represents the staffing support for the implementation of this strategy.
2. Personnel policy should be flexible enough. This means that it must be, on the one hand, stable, since certain employee expectations are associated with stability, and on the other hand, dynamic, i.e. be adjusted in accordance with the change in the tactics of the enterprise, the production and economic situation. Those parties that are focused on the interest of the staff and are related to the organizational culture of the enterprise should be stable.
3. Since the formation of a qualified workforce is associated with certain costs for the enterprise, the personnel policy should be economically justified, i.e. based on his real financial capabilities.
4. Personnel policy should provide an individual approach to their employees.
5. Personnel policy should create not only favorable working conditions, but provide the possibility of promotion and the necessary degree of confidence in the future.
So, the personnel policy is aimed at creating such a system of work with personnel, which is focused on obtaining not only economic, but also social benefits, subject to compliance with current legislation.
1.4 CertificationpersonnelAndherprocedure
The business assessment of an employee most often takes place in the form of certification. Organizationally, its implementation is formalized by an appropriate order for the enterprise, which gives it an official status and gives the right to use its results to make organizational decisions in relation to a particular employee. So, attestation should be considered as some completed, documented result of an employee's assessment.
Certification is a widespread form of work with personnel, actively used by enterprises, institutions and organizations. The object of certification are employees of certain categories who are in labor relations with this enterprise. Its implementation is regulated by a number of official documents and relevant methodological support.
At the same time, the enterprise has the right to develop its own provisions for the certification, based on the goals set. However, it should be borne in mind that there are certain formal requirements for the procedure for its implementation, and compliance with these procedures is of particular importance, since their violation may serve as a basis for an employee who is dissatisfied with the decision made against him to challenge this decision.
The certification methodology developed in the country and its procedure are typical for enterprises with a public form of ownership of the means of production. Responsibility for the timeliness of its implementation lies with the director, and the direct executor is the personnel service (personnel department) with the active participation of the heads of departments of the enterprise and the trade union organization.
Certification of employees, in its essence and organizationally, cannot but differ at enterprises of various forms of ownership. At the same time, the certification functions do not depend on the form of ownership of the enterprise. This is control, stimulation, improvement of the selection and placement of personnel. The essence of the control function is to periodically check the business and personal qualities of employees for their compliance with the position held. The incentive function is aimed at increasing the employee's interest in the continuous development of their business and personal qualities, improving labor results as a condition for successful certification.
Certification should be carried out systematically. There are the following types:
Regular main, deployed (every 3-5 years);
Regular intermediate, simplified, focused on assessing the results of current work (for managers and socialists once a year, and for some categories 2 times a year and more often);
Irregular, caused by extraordinary circumstances (unexpected vacancy, unplanned opportunity to go to school), with the introduction of new wage conditions.
Certification includes several stages:
Preparatory;
Preparation of a package of necessary documents for attested employees;
Carrying out the certification itself;
Use of certification results.
At the preparatory stage, a decision is made to conduct certification, the timing of its implementation is determined, lists of employees subject to certification are compiled, and the quantitative composition of the certification commissions is determined. All these documents are given legal force: an order is issued for the enterprise on the certification of employees, indicating the timing, composition of the certification commissions and their work schedule. The appendix to the order contains a provision on attestation.
Managers and socialists who have worked in this position for less than a year, pregnant women, women with a child under one year old, etc. are exempt from certification. The subject of evaluation is a person, a group of persons, a body that has the right to evaluate employees. Most often, the attestation commission acts as the subject of evaluation.
The attestation commission is headed by a chairman, it consists of members of the commission and a secretary. Executives, leading socialists of the enterprise, representatives of the public (trade union), experts - highly qualified socialists authorized to conduct an assessment are involved as members of the commission. Employees of this enterprise, who know the certified persons well, can also act as expatriates. The composition of the attestation commission is no more than 5 - 6 people.
Explanatory work is carried out among the employees of the enterprise about the tasks of certification, familiarization with the methodology for its implementation, the procedure for preparing the necessary documents.
The certification schedule is communicated to employees at least one month before the certification, and materials must be submitted to the commission at least two weeks before the certification. This is most often a certification sheet and a review is a characteristic. The attestation sheet contains objective information about the employee: education, work experience by profession, at the enterprise, in position, etc. This information is prepared by employees of the personnel service. Review - the characteristic reflects the generalized results of the assessment of the employee's activities, a questionnaire survey about the behavior of the employee in the team, the assessment of the employee by the manager. The head of the enterprise is responsible for recording and evaluating the activities of the employee. Feedback - the characteristic is discussed at a team meeting. The employee must be familiarized with it at least a week before certification against signature. Review - a characteristic ᴨȇ is given to the personnel department or directly to the certification commission.
The attestation commission considers the documents submitted to it, hears a message about the employee, about the achievements and shortcomings, the results of current assessments, and on the basis of this, taking into account the discussion in the absence of the certified by an open vote, gives one of the following final grades:
Corresponds to the position held;
Corresponds to the position held, subject to improvement of work and implementation of the recommendations of the certification committee with re-certification in a year;
Doesn't fit the position.
The employee is introduced to the decision of the commission, pointing out the strengths and weaknesses of his work. The Commission may make recommendations regarding his promotion (professional growth) or the need for advanced training. The meeting of the attestation commission is recorded. It is important that the appraisal of employees takes place in a friendly environment, so that the commission is aware of its responsibility in ensuring the objectivity of the assessment. The effectiveness of certification increases if certain legal consequences are associated with it: promotion, transfer to a higher position, dismissal, etc. In this regard, based on the results of the certification, an order is issued that approves its results, decisions on changes in the placement of personnel, on official salaries, enrollment of ᴨȇᴨȇactive employees in the reserve for promotion, positively certified employees are encouraged, etc.
The results of the certification are discussed at production meetings, meetings together with the trade union organization, the results of the certification, compliance with the procedure and conditions for its implementation are analyzed, decisions are made to eliminate the identified shortcomings.
1.5 Methodsformsingᴨȇpersonal
A workforce plan is developed to calculate the number of employees that an organization will need and the professional structure that will be needed in a given period. Decisions should also be made about sources of potential recruitment, and contacts established and maintained to ensure that the needs of the organization and the potential rewards for work, monetary or moral, are known to the future composition of employees, since companies recruit people of a wide variety of professional levels and need the most diverse socialities.
1.5 . 1 Selectionpersonnel
Staff engagement refers to all measures that are taken to meet the organization's staffing needs in a timely manner with the right people. This requires going through a multi-step planning process. As part of staffing requirements planning, the future staffing requirement is first determined. It is recommended to plan from medium-term to planning for a long-term project from three to five years. The result of workforce planning is to determine how many employees are needed, with what qualifications and abilities, for what positions, and from what time. After the future quality need for personnel is determined, it is necessary to determine the requirements (qualifications, knowledge, abilities, behavior ...) that employees must meet in order for them to perform their tasks. This process is also referred to as job requirement profiling.
Most organizations cover their staffing needs through systematic vocational training, as the external labor market often cannot provide the required quantity and quality of staff. In addition, many organizations adhere to such principles of personnel policy, in which vacancies are filled mainly by their own employees. In this way, they open up opportunities for promotion to their employees, and employees are more willing to contribute to improving the climate at work. As a rule, a new position sets higher requirements for the employee, that is, such a position is associated with professional growth. In this regard, the search for personnel from the inside, that is, the replacement of free space with your own employee, is hardly possible without thorough training and assistance in advanced training. As a result of planning for staffing requirements, it may turn out that for a particular workplace it is necessary to hire additional staff, for example, because among the existing employees there is not one who would have the necessary qualifications, or because in the interests of entrepreneurial policy it is necessary to infuse fresh blood from the outside. Employees from outside often give new impetus to the institution, and employees inside are more likely to accept them as bosses than their former peers. In addition, filling vacancies from internal reserves cannot solve the quantitative aspect of the need for personnel, because the employee who is transferred to a new position leaves behind a vacancy, which, as a rule, also needs to be filled. In extreme cases, filling a vacancy at the expense of its own employees can lead to a chain of ᴨȇplacements, at the end of which, in the most favorable case, there will be a vacancy for a newcomer to the profession.
Depending on the situation on the market and on the requirements for a replacement job, measures to attract staff may be addressed to high school graduates who begin their career after receiving vocational education, university graduates who are looking for a job, the unemployed or looking for a job, but not yet busy. If, for example, an additional employee is needed to serve the clientele, it may be worthwhile to train a growing socialist who is on the verge of completing his education and is already thinking about a permanent job in working with clients. If, for example, it is known that the head of a department is leaving for a position, and none of its own employees is suitable as a candidate, then the organization should start looking for a suitable successor in the external labor market about a year before the intended replacement of the position.
The purpose of staff recruitment is to reach out to relevant stakeholders, or to try to convince the attractiveness of the vacancy to such job seekers who have already declared their interest without an invitation. If there are no candidates from internal reserves, the organization should first select suitable candidates from existing applications from outside. If there are none, or only those of little interest, the organization itself will have to turn to potentially interested parties. To do this, there are the following possibilities: inquiries to the labor exchange or other organizations dealing with employment issues; contacts with schools and universities; announcements in regional or inter-regional daily and weekly newspapers; announcements in professionally specialized periodicals; assignment to the HR consultant.
In the process of attracting staff, it is necessary to pay attention to ensuring that the potential candidate is as widely informed as possible about the organization, the future workplace and the requirements that he will have to fulfill. The vacancy announcement, first of all, should have an attracting effect, that is, be addressed to as many suitable candidates as possible, for which the announcement on the first plan should have the attractiveness of the advertised vacancy. At the same time, the announcement should have a selective effect, that is, it should lead to the fact that, if possible, unsuitable candidates do not apply.
1.5 . 2 Selectionᴨȇpersonal
When selecting staff, it is a matter of choosing from among the identified interested persons and applicants those who best meet the requirements of the vacancy. To do this, it is necessary to identify the suitability indicators of candidates (ability, knowledge, experience) and compare them with predetermined indicators of requirements for a free place. Here it is necessary to avoid mistakes that may arise as a result of insufficient or excessively high qualifications.
In practice, the following selection procedures are commonly used:
Analysis of the documents submitted with the application (certificates, biography, characteristics ...);
Hiring interviews (in a free or pre-prepared form); - psychological tests;
Using a personality assessment method that simulates typical workplace situations (consulting clients or handling incoming mail) and where candidates are assessed by several socially trained observers. In most institutions, the face-to-face interview with the candidate is at the center of the selection process. In such a conversation, one should strive for the following goals: the candidate and the employer should get to know each other; the candidate must be given the opportunity to prove his abilities, knowledge and experience, and to state his goals; the employer should be able to explain to the candidate the requirements of the vacancy and together with him fix the goals of possible cooperation.
If there is a sufficient understanding between the production expectations and the candidate's personal premises and the choice is made, still further formal steps should be followed:
It is necessary to obtain the consent of the body representing the staff (council for staff issues) at the hiring institution (the right to participate in decision-making);
The candidate must receive an offer to conclude an agreement with him only after the consent of the body representing the staff;
For other applicants who have applied, a refusal can be sent only after the selected candidate has put his signature on the proposal to conclude an agreement with him and sent it back.
The recruitment network should be sufficiently wide and varied. Local schools are a good source for recruiting junior employees, and many companies maintain useful contacts with them to participate in training contracts for schoolchildren. Most large companies also take part in annual meetings with graduates of higher education in order to provide them with information about career opportunities. Sources for recruiting more qualified executives are varied, including job centers, social agencies, and recruitment consultants or executive search consultants.
2 AnalysispersonnelpoliticiansAndpersonnelplanningon theenterpriseSU-4512 .1 Generalcharacteristicenterprises Construction Department 451, abbreviated name: SU-451, is a branch of the open joint-stock company Primortransstroy, located in Vladivostok, st. Strelnikova, 3a. The Company may create branches and open representative offices on the territory of the Russian Federation and abroad. Branches and representative offices carry out their activities on behalf of the company, which is responsible for their activities. A branch of a company is its separate subdivision, located outside the location of the company, performing all or part of its functions, including the functions of representation. The representative office of the company is its separate subdivision, located outside the location of the company, which represents the interests of the company and protects them. Branches and representative offices are not legal entities, they are endowed with property by the company and act in accordance with their regulations. The property of branches and representative offices is accounted for on their separate balance sheet and on the balance sheet of the company. The decision on the establishment of branches and representative offices and their liquidation, the regulations on them, the decision on the appointment of the head are made by the board of directors of the company in accordance with the legislation of the country of establishment of branches and representative offices. The heads of branches and representative offices act on the basis of a power of attorney issued by the company. Legal address: Bolshoy Stone, st. Karla Marksa, 57. SU-451 is allocated to an independent balance sheet and registered with the tax authority at its location. The main activity of the Construction Department 451 is the performance of works and the provision of services in the field of construction activities. The organization has its own concrete-mortar unit, which is engaged in the manufacture of concrete, reinforced concrete products, mortar, both for its own needs and for sale to the side. In addition, there is a fleet of vehicles, the services of which are used for the performance of work and the provision of services by mechanisms to third-party organizations and the public. Dalmetalltorg LLC, Mir Supply LLC, Kiparis LLC, etc. On the balance sheet of SU-451 is an administrative building with a total area of 1080 sq.m. Part of the area of this building is leased for offices. Main tenants: Nefteprodukt Zvezda CJSC, Zvezda Oil CJSC, Standart LLC, etc. The construction department also has a material warehouse and mechanical workshops for the repair of its own vehicles.2. 2 WorksAndservices,carried outSU-451
Construction Department No. 451 is engaged in the repair of buildings and structures, the reconstruction of various heating networks, carries out construction and installation work, provides services for vehicles and mechanisms, and leases premises to other enterprises.
Works and services performed by SU-451 in 2005 - 2007 on the basis of the charter and power of attorney of Primortransstroy OJSC:
Repair of the court building;
Repair of the City House of Culture;
Repair of the Administration building on the street. Karl Marx 4 "Front Entrance";
Repair of the monument to the participants of the Great Patriotic War;
Strengthening (strengthening) of the house on the street. Blucher 31;
Capital repairs of administrative premises of the employment center;
Reconstruction of heating networks on the street. Gagarin;
Renovation of the orphanage;
Repair of the subscriber hall of the Central City Library;
Overhaul of the heating system of the kindergarten "Mishutka";
Repair and construction work in the music room of the kindergarten "Mishutka";
Pressure pipe laying Oil product;
Reconstruction of heating systems from the Arlekin cinema;
Repair of the roof of the Medical Unit;
Repair of the premises of the tax office;
Repair of the heating main of the OVD ZATO Bolshoy Kamen;
Repair of school No. 1;
Renovation of school No. 4;
Construction of a 60-apartment building "Zvezda";
Construction of the water pipeline Service-Vostok;
Construction of the boiler house Nefteprodukt-Zvezda;
Construction and installation work on the installation of storage tanks Teploenergo;
Reinforcement of the walls along the street. Krylova, 6;
Cemetery fence device;
Sewerage device MSCh-98;
Formation drainage of a 60-apartment building;
Construction of sewerage and treatment facilities in the "New World";
Construction of external networks in the bakery area;
Reconstruction of the retaining wall of the kindergarten "Zhuravushka";
Repair of the 2nd floor of the infectious department of the medical unit.
2. 3 Characteristicorganizationalsystemsmanagement,goals,functionsAndtasksorganizations
The SU-451 has a linear control structure, which is shown in Figure 2.1. At the head is the head of the department, endowed with all powers and exercising sole leadership of subordinate employees, concentrating all management functions in his hands.
Figure 2.1 - Organizational structure of management of SU-451
Advantages of a linear management structure:
Unity and clarity of command;
Consistency of actions of performers;
A clear system of mutual relations between the leader and the subordinate;
Speed of reaction in response to direct instructions;
Receipt by performers of interconnected orders and tasks provided with resources;
Personal responsibility of the head for the final results of his enterprise.
There are also disadvantages of a linear management structure:
High requirements for the manager, who must have extensive versatile knowledge and experience in all management functions and areas of activity;
- ᴨȇloading top-level managers, a huge amount of information, a flow of papers, multiple contacts with subordinates and superiors;
A tendency to red tape when dealing with issues involving multiple departments.
The enterprise organizes work based on the tasks assigned to it and the functions performed in accordance with the planned and current work plans; coordinates its activities with other organizations in order to comply with the interests of its enterprise. The construction department is headed by a chief who holds a position and is relieved of it by order of the director of OJSC Primortransstroy.
The main tasks of the SU-451 are:
Increasing the volume of services offered;
The expansion of the customer base;
Strengthening the image of the organization, including by improving the quality of customer service.
To solve problems, SU-451 performs the following functions:
Organization of work with clients;
Implementation of work to attract customers for the organization;
Formation and timely submission to JSC "Primortransstroy" of primary documents and required reporting;
Client consulting;
Development of proposals for changing the procedure for the implementation of the provided works and services and the introduction of new ones;
Preparation of proposals for changing the operating mode of SU-451 in order to improve the quality of customer service;
Improving the culture of customer service and the qualifications of employees;
Timely informing clients about new works and services provided.
Functions of the head of SU-451:
Manages all activities of the construction department and bears personal responsibility for the correct and timely performance of tasks and functions, as well as the results of work;
Organizes the development of ᴨȇrsᴨȇactive and current work plans of the department;
Carries out a systematic analysis of the state of affairs on issues within the scope of SU-451, and on its basis prepares proposals for the director of OJSC Primortransstroy to make decisions aimed at improving the activities of the enterprise;
Organizes the study of the construction services market and the possibility of expanding the circle of potential consumers (clients) on issues included in the SU-451 mandate;
Performs representative functions and participates in meetings and meetings held in the organization;
Ensures the preservation of commercial secrets about the activities of the enterprise and its customers, the correct application of current legislation and record keeping in the prescribed manner;
Ensures the development of the draft Regulations on SU-451, distributes duties between the deputy heads of SU-451, considers and approves regulations on departments that are part of SU-451, as well as job descriptions of employees developed on the basis of the qualification characteristics for the position approved by the decree of the Ministry of Labor of the Russian Federation ;
Contributes to the creation of the necessary working conditions and a favorable moral and psychological climate in the team. Ensures compliance with labor discipline by employees of SU-451;
Submits for consideration to the director of the enterprise proposals for changing the structure, staffing of SU-451, as well as for the admission, placement and dismissal of employees of SU-451, their encouragement and the imposition of disciplinary sanctions;
Resolves operational issues, signs documents on issues related to the activities of SU-451, within its authority, delegated by power of attorney;
Concludes contracts for the implementation of transactions SU-451, within its competence, on the basis of the powers granted to it in accordance with the power of attorney issued to it;
The positions of socialists SU-451 are accepted by persons who meet the qualification requirements of this enterprise;
During the period of temporary absence of the head of SU-451, the execution of his duties is entrusted to an authorized person, in accordance with the order of the director of the enterprise or his deputy;
For shortcomings in work and violations of labor discipline, disciplinary measures may be applied to managers and employees of SU-451 in accordance with applicable law, as well as measures of material influence. Employees may be held liable for other types of liability by law.
2. 4 populationAndstructureᴨȇpersonalSU-451
The structure of the Construction Department No. 451 includes:
Head of Department;
Chief Engineer;
Chief Accountant;
Chief mechanical engineer;
Supply manager;
Secretary;
Foremen;
workers;
Watchman.
SU-451 also includes the following departments:
Human Resources Department;
Department of Chief Mechanic;
Purchase department;
Accounting;
Office of labor protection.
Each employee has his own job description, which describes in detail all his functions. The head of the department deals with all organizational issues, controls the activities of the enterprise. The chief engineer solves technical issues. Deputy The head of the procurement department is engaged in providing all the necessary materials and equipment for construction and installation work at various facilities. The chief accountant is engaged in the preparation of reports, payroll, monitors all financial activities of the department. PTO orders design and estimate documentation for facilities under construction or repair, draws up work execution forms and presents them to the customer for payment. At the disposal of the department of the chief mechanic are all control mechanisms: dump trucks, truck cranes, bulldozers, mixers for transporting concrete. The Human Resources Department handles the hiring and firing of employees. Secretary - assistant chief for general matters. Foremen and foremen directly carry out the repair and construction of facilities that the management has won in tenders (competitions).
The lowest level is occupied by staff, whose labor functions are strictly regulated, freedom of choice is maximally limited by regulatory documents. As a rule, this is a technical staff and technical performers (foremen, workers, foremen). They are obliged to clearly comply with the rules and regulations, by all means follow the requirements of job descriptions, and diligently learn typical patterns of business behavior. This is considered the highest sign of professional culture. Such work does not require the manifestation of individuality, limits creativity and encourages the performer to be conscientious, organized, collected and methodical, ready for regulated activities. However, even in the conditions of a clearly organized hierarchically constructed system of rigid organizational technologies, there is always a place for the initiative of the performers.
The middle level is occupied by middle managers, leading and chief socialists of the organization, forecasters, etc. Their main role is to coordinate, monitor the strict observance of established procedures, ensure the achievement of business plan indicators. For them, professional knowledge of instructive documents is required, as well as knowledge of computer technology, theoretical training in the basics of economics and law. At the same time, many economic situations give rise to fundamentally new tasks, in which the accumulated experience and knowledge of technology do not always help. To a certain extent, the skills of a creative approach to the situation, entrepreneurial intuition are required, but within the framework of a service role.
The highest level is occupied by managers (director, chief) - analysts who perform the functions of strategic analysis and planning. These are the leaders, the think tank of the organization. They are endowed with maximum powers and the greatest responsibility. Their business activity determines the competitiveness of the enterprise, and the absence of socialists of this level is considered as a risk factor. The content of their work includes: audit, diagnostics and optimization of financial processes; oᴨȇrative preparation of decisions on the management of archives and obligations of the enterprise, costs and profits, productivity and efficiency; identifying trends in the development of financial processes and ensuring security.
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Writing a business plan, complete structure of a business plan
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