Headcount optimization: ways of implementation. Analysis of the number and structure of the labor resources of the enterprise The basis for increasing the number of employees of the institute
At present, at an enterprise of any form of ownership, not only a qualitative forecast of employees is important, but also a regular, timely analysis of their number and composition, as well as an analysis labor indicators generally.
Employee headcount analysis- this is an assessment of the compliance of actual and planned indicators of the number and composition of employees of the organization, identifying opportunities for savings work force by proper placement and rational use, reducing the need for workers on the basis of staff retention. One of the important tasks economic activity any organization is to control the correct use of personnel, including an analysis of the compliance of actual and planned indicators of the number and composition of employees in the enterprise, identifying opportunities to optimize the number of employees through the correct placement and rational use of employees, reducing the need for employees based on staff retention.
The main purpose of the analysis of the number and composition of employees is to determine the validity of the planned number of employees, and then to establish the effectiveness of its use in the enterprise.
The tasks of analyzing the number and composition of employees are:
- study of the number and composition by sex, age, specialty, position and skill level;
- establishing the degree of provision of the enterprise with personnel;
- verification of data on the use of working time;
- study of the forms, dynamics and causes of the movement of workers, the state of labor discipline;
- determination of the number and dynamics of workers employed in manual, low-skilled and heavy physical labor;
- development of measures aimed at improving the staffing of the enterprise, improving their structure and use.
An analysis of the personnel composition of an enterprise is impossible without determining the average headcount, which is necessary to assess such indicators as the level of labor productivity, average wages, average income, personnel movement and the intensity of their use. This indicator is calculated as
At the first stage of the analysis of the number and composition of employees, absolute deviations are examined in general for the average headcount and by category, and relative deviations are calculated separately for the main workers, for workers in general, and for industrial and production personnel. Since the required number of workers depends on the degree of implementation of the production program, it is necessary to calculate the relative discrepancy between the actual number of workers and the planned number, adjusted for the rate of implementation of the production plan.
The relative surplus (shortage) of workers is determined by comparing the actual number with the planned one, adjusted for changes in output or changes in labor intensity. The result of the calculation will show the extent to which the enterprise is staffed:
where is the absolute surplus (shortage) of workers, people.
Example
The planned number of workers is 1000 people, the actual number is 1050 people, the implementation of the plan in terms of the volume of output is 103%, while the labor intensity of products decreased by 2%. Under this condition, the absolute
the deviation will be 50 people (1050 - 1000). In turn, the relative deviation, taking into account the implementation of the plan in terms of the scope of work and the reduction in labor intensity, will be
1050-1000 1.03 0.98 = 41 (people).
In addition, it is necessary to analyze personnel structure, and attention is paid to the ratio of the number of main and auxiliary workers, the reasons for the excessive number of the latter, as well as the share of main and auxiliary workers in the total number of workers.
So, for example, if according to the plan the share of the main workers was 42%, and in fact - 43%, then labor productivity per worker will increase by 2.4% (43/42 \u003d 1.024).
Particular attention should be paid to reducing the number of auxiliary workers who serve the main workers. The large proportion of auxiliary workers testifies to the presence of shortcomings in the organization of production and the mechanization of auxiliary work.
The next step in the analysis of the abundance is the analysis of its qualitative composition. Qualitative need, i.e. need by categories, professions, specialties, level qualification requirements to employees, is analyzed based on the following circumstances:
- professional and qualification division of works recorded in the production and technological documentation for the work process;
- requirements for positions and workplaces enshrined in job descriptions or job descriptions;
- staffing enterprise, its divisions, where the composition of positions is fixed;
- documentation regulating various organizational and managerial processes with the allocation of requirements for the professional and qualification composition of performers.
The analysis of quality needs is accompanied by a simultaneous calculation of the number of personnel for each criterion of quality needs. The total need for personnel is determined by summing up the quantitative need for individual quality criteria. An analysis of the qualitative composition of employees is necessary to predict the quantitative and qualitative needs for personnel and determine measures to bring the available composition in line with the needs, to develop programs for training and advanced training of employees.
For the effective operation of the organization, it is advisable not only to have the necessary number of employees, but also they must meet the requirements of the activity in terms of their qualifications.
enterprises. Therefore, the analysis of the professional composition and skill level of employees is important aspect population analysis.
When analyzing the qualitative composition of workers by profession, the list of production operations and their complexity are compared with the composition of workers by profession, category and structural divisions. The average ranks of work and the average ranks of workers are calculated as average weighted arithmetic values:
(10.18)
where P, p - the average category of work (workers); R; - the category of works (workers) of the i-th category; Tr, is the labor intensity of the work of the i-th category, standard h; Ch, - the number of workers of the i-th category, people.
If the average category of workers exceeds the average category of work, this means that workers are not used in full accordance with their qualifications and funds are overspent on wages due to payments of the difference between categories.
Exceeding the average category of work above the average category of workers can lead to a decrease in product quality, an increase in defects, and breakdown of equipment and machines. A slight excess of the average category of work is permissible, since conditions are created for the growth of workers' qualifications.
On the basis of data on the average category of work Рav work and the average category of workers Рav workers, it is possible to determine the number of workers Ch11KV who need advanced training:
Example
Based on the following data, it is necessary to determine the average category of work and workers performing turning work, as well as to establish the number of workers who need to improve their skills.
The average grade of work will be equal to
Average rank of workers:
Consequently, the number of workers in need of advanced training (3.83 - 3.57) 68 = 18 (persons). Moreover, due to this, it is possible to increase labor productivity, which is determined by the ratio of the average category of work to the average category of workers. In this example, the possible increase in labor productivity will be 7.3% (3.83 / 3.57 × × 100% -100%).
Such an analysis is carried out for each category in order to bring the qualifications into line with the volume and complexity of the work performed and, if necessary, to justify the qualification growth. It is necessary to establish precisely in which professions and categories the lag in the qualifications of workers is observed, in order to then include in the plan for the improvement of the qualifications those groups of workers who need it.
Due to the change in the nature of work and the composition of workers, it is practically impossible to achieve equality in the qualification level of work and workers. However, such an analysis should be carried out periodically in order to avoid large gaps between the qualification level of jobs and workers.
When analyzing the professional composition and skill level of workers by orders, it is determined what complexity and how many hours of work the workers of each category perform, and then the compliance coefficient is calculated:
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Tariff |
Labor intensity of work by tariff categories of work, standard hours |
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Compliance coefficient for the 1st category = 80/120 = 0.66; for the 2nd category = 140/230 = 0.67; for the 3rd category = 250/370 = 0.67: for the 4th category = 200/360 = 0.55. For each category, the performance of works of inappropriate qualifications was revealed. The labor of workers of the 4th category was used most irrationally. For all employees (except for workers of the 4th category), they have to pay the difference between the categories, which causes a direct overspending of the fund wages.
When analyzing the placement of workers, the amount of their workload and the rationality of the placement along the production chain are determined:
(10.21)
where - piece-calculation time, h; – number of employees per shift, pers.
Example
The production of a product consists of six operations. The ratio of the duration of operations: the first operation - 100%, two operations - 60% each and three operations - 70% each in relation to the first. In this case, the average load percentage is defined as the arithmetic mean value and is:
(1 100% + 2 60% + 3 70%)/6 = 72%.
Consequently, it is possible to reduce the number of employees by 28% with an increase in workload due to the combination of functions, professions, consolidation of operations, changes in the chain itself and other measures.
When analyzing, it is necessary to calculate the share of each category of workers in the number of industrial and production personnel. This will make it possible to establish the correct distribution and use of workers and to find out whether the possibilities of increasing the proportion of the main workers in the total number have been sufficiently used. Moreover, it is expedient to analyze not only the change in the proportion of auxiliary workers, but also their structure, to identify the reasons for the irrational placement of personnel (by function). In turn, in relation to managers, specialists and employees, it is advisable to take into account the norms of manageability in the analysis.
The main goal of analyzing the qualitative composition and use of specialists and managers is to develop measures to increase the efficiency of using the labor of specialists, improve their professional and qualification structure.
In practice, there are various ways to assess the qualitative composition of managers and specialists: annual certification, assessment based on the results of work, assessment of the achievement of goals.
The assessment includes several stages:
- definition of several main responsibilities of the employee;
- specification of each obligation in certain economic indicators (profit, production costs, volume, timing, quality, labor productivity, etc.);
- establishment of units of measurement (percentages, days, rubles, etc.) and a system of indicators reflecting the results of activities (reduction of terms, reduction of marriage, profit growth as a percentage of the envisaged period, etc.);
- setting minimum and maximum "performance standards" for each indicator;
- the ratio of the minimum and maximum performance results with the accepted standards (above the maximum, at its level, at the minimum level, below the minimum) and the derivation of the evaluation score;
- calculation of the average score for all indicators.
When choosing indicators for assessing the work of this category of workers, it should be taken into account that the results of such work have a direct and decisive influence on the result of all the activities of the enterprise, occupy a significant part of the staff's working time.
When conducting an analysis of the number of employees of an enterprise, it is advisable to single out the stage of analysis of the use of working time. At this stage, the working time budget of one employee per year is analyzed and the causes of deviations are identified in general in terms of the total value and for individual items. Attention is drawn to absenteeism due to the performance of state duties, due to illness, due to absenteeism, all-day and intra-shift losses, i.e. the composition and structure of working time is analyzed, and the reasons for these deviations are determined.
A mandatory section of the analysis of the number of employees is to determine the degree of permanence of personnel, their turnover and turnover. The organization of personnel movement is of fundamental importance in the placement of personnel, as it ensures the replacement vacancies and compliance with the planned career of employees.
The following indicators are used to evaluate the movement of personnel.
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Kcm - the turnover rate is defined as the ratio of the smaller value of the number of employees hired or dismissed from the organization for the analyzed period to the average number of employees for the same period |
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Kstab - the staff stability coefficient is calculated as the ratio of the share of employees with five or more years of work experience at the enterprise to the total number of employees; Mconst-r - the number of permanent payroll for the entire year, people. |
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Example
It is necessary to determine the indicators of personnel movement at the enterprise, if at the beginning of the year there were 2550 people on the payroll, during the year 326 people were hired, 484 people were dismissed, including own will- 315 people, in connection with retirement - 73 people, for staff reduction - 50 people, for absenteeism - 6 people.
To determine the indicators of personnel movement, it is necessary to calculate the average number of employees. To do this, we determine the number at the end of the year: 2550 + 326 - 484 = 2392 (people). Then the average number is (persons). Frame rates will be equal 
Dismissals for reasons of turnover are dismissals but of their own free will and for violations labor discipline. Hence,
Employee turnover is costly for every business. Turnover costs include:
- losses caused by equipment downtime due to the formation of empty jobs, a decrease in the quality of products and the output of workers before they leave the enterprise, deterioration in equipment maintenance;
- losses due to reduced labor productivity during the period of adaptation to a new workplace;
- rising costs of severance pay, unemployment benefits;
- costs for the selection, training of personnel, registration of the admission and dismissal of employees.
Enterprises can reduce employee turnover in various ways: better selection of employees, through their orientation, training, remuneration. An analysis of staff turnover will reveal the reasons for the departure of employees from production.
The coefficient characterizing the level of turnover in individual units (groups of workers) is called partial flow rate. The ratio of the private coefficient to the total for the enterprise characterizes flow rate factor :
Also used to analyze the movement of personnel staff stability factor as the ratio of the number of employees with more than one year of experience to the number of employees hired during the year.
The analysis of the number will be incomplete if we do not investigate the state of preparedness and training of personnel in accordance with the requirements of developing production. The results of such an analysis are used in drawing up a plan for the training and advanced training of personnel. In accordance with this, the final stage of the analysis of the number and composition of personnel is to verify the implementation of the plan for training and advanced training of personnel.
The enterprises draw up a plan for training workers in all forms of training, as well as a plan for improving the skills of workers. This plan, as a rule, reflects the number of employees who need to be sent for training or advanced training, as well as the timing and costs of training and training. The analysis is carried out for each type of training and advanced training, the degree of implementation of the plan is determined for the total number of students and for each type of training, in terms of training time and costs. The reasons for the deviations are also clarified.
In the course of the analysis, the number of employees who have improved their qualifications and graduated from educational institutions is established. Then measures are determined to improve the placement and use of personnel in accordance with the plan for training and advanced training of employees. Compare the planned and actual costs of training and advanced training.
Thus, when analyzing the number and composition of employees, the compliance of the actual number of personnel and its professional and qualification composition with planned indicators is determined; studying the use of workers in accordance with their profession and qualifications; the causes of the identified shortcomings are identified and directions for their elimination are outlined; the positive experience of the rational use of workers in certain areas is summarized and measures are developed to disseminate it. The economic analysis of the number of personnel is aimed at identifying untapped opportunities for a more rational use of the organization's employees.
Planning, formation and analysis of the number of employees of the enterprise is one of the topical areas in modern innovative economy Russia, since, among other conditions, the success of any enterprise (organization) directly depends on the formation of the number of personnel, its professional and qualification composition, as well as on the effective use of employees in terms of time, qualifications and level of education.
Efficiency of financial and economic activities commercial enterprise largely depends on the personnel performing all the necessary functions, its number, composition and rationality of the use of employees, therefore, the economic analysis of all processes associated with the use of such an important labor resource as the number of employees is of particular importance.
In the process of analysis, the absolute and relative deviations of the number of employees of the reporting period in comparison with the base one are calculated, the dynamic indicators of its change are determined, and the structural parameters of the personnel structure of the enterprise are studied in the context of the main categories of employees. Such an analysis allows not only to identify the dynamics and trends in the number of employees, but also to assess the nature of shifts in the composition of the staff.
The absolute change in the number of employees (Chabs) is defined as the difference between the indicators of the reporting (Chotch) and the previous (Chbaz) years:
Chabs = Chotch - Chbaz
The calculation of the relative deviation (savings or overspending) of the number of employees is based on the adjusted (taking into account the turnover growth index) base indicator of the number, which is then compared with its actual value in reporting period:
Chkorr \u003d Chbaz x y t
Chotn = H otch – H corr
where Ch corr - adjusted number of employees, people;
Ch ba z Ch o ch - the number of employees in the base and reporting periods, people;
y t - index of growth in trade turnover in comparable prices;
H rel - relative savings (overspending) of the number of employees, people.
An analysis of the personnel structure involves determining the proportion of the main groups of employees of a trade enterprise in its total number. At the same time, the larger the scale of the enterprise's activities and the number of employees, the more differentiated and detailed the study of the personnel composition for each group, up to individual positions, should be. Comparison of structural indicators makes it possible to determine the rationality of the relationship between groups and categories of employees, to identify the degree of compliance of their number with the volume and profile of a particular activity, and to outline areas for improvement personnel policy trading enterprise.
As can be seen from Table. 6.2, the total number of employees of a trade enterprise in the reporting year increased by 3 people (55 - 52), or 5.8%, in absolute terms compared to the previous year. The change in the number of employees is associated with an increase in sales employees from 35 to 36 people, or by 2.9%, and an increase in support (other) personnel by 2 people (11 - 9), or by 22.2%.
tab. 6.2. dynamics of the number of employees and the structure of the personnel of a trade enterprise
The adjusted indicator characterizing the change in the number of employees, taking into account the growth in turnover for the reporting year in comparable prices by 7.4%, led to the conclusion that the company is experiencing a relative savings in the number of employees:
52 x 1.074 = 56 people,
55 - 56 = - 1 person
This means that the increase in the number of sales workers at the enterprise is justified, since it is associated with production needs (an increase in the volume trading activities, increasing the level of service, etc.).
An assessment of the personnel structure of the enterprise indicates that the largest share in it is occupied by trade and operational workers (67.31% and 65.45%). For two years, there have been no sharp changes in the ratio of certain categories of workers. At the same time, attention is drawn to the growth in the number of other employees and the high proportion of this group in the total number of employees - 20%, that is, every fifth employee. This trend requires the identification of specific reasons that explain the need for this growth, as well as the adoption of measures to optimize the number of support staff in case of its unreasonable overstatement.
characteristic feature Many trade enterprises are characterized by a high level of staff turnover, therefore a detailed analysis of the problematic aspects of the state and dynamics of personnel acts as the most important condition for the rationality of its use in order to increase the efficiency of the entire enterprise.
Analysis of the movement of personnel is based on the calculation and evaluation of a number of indicators combined into two groups. The first reflects the intensity quantitative change human resources(turnover ratios for the admission and departure of employees, the coefficient of the total turnover of personnel, the coefficient of the objective turnover of personnel). The second group characterizes the qualitative parameters of the dynamics of the personnel composition (staff turnover rate, staff replenishment and stability rates, staff retention rate).
Turnover ratios for admission (Kp) or retirement (Kv) are defined as the ratio of the number of employees hired (Np) or retired (Nv) for the analyzed period to the average number of staff (Nss):
Kp \u003d (Chp / Chss) x 100%; Kv \u003d (Chv / Chss) x 100%.
The coefficients show the degree of renewal and retirement of the personnel of the enterprise. Their values must be compared in dynamics with similar indicators for the base period, and the ratio between them in the reporting year should be considered, identifying the predominant changes in the number of employees and their causes. For example, an excess of the level of departure of workers in comparison with their admission may indicate both the introduction of advanced trading technologies, which objectively lead to a reduction in staff, and various personnel problems(organizational, economic, psychological, etc.), leading to the dismissal of employees.
The coefficient of the total turnover of personnel (Ktot) is calculated as the ratio of the totality of hired and retired employees to their average number:
Ktotal \u003d ((Chp + Chv) / Chss) x 100%.
The coefficient reflects the general level of intensity of personnel turnover in the enterprise and characterizes the share of those employees who are somehow connected with the movement of personnel. The growth of the coefficient indicates, as a rule, the instability of the working personnel, and, consequently, the problems of the personnel policy of the trade enterprise.
The coefficient of objective turnover of personnel (Cob) shows the ratio of the number of employees who left due to objectively necessary circumstances (Cob) and the average number of staff. Such circumstances are associated with a number of reasons of a state or commercial and industrial nature: conscription into the army, retirement, admission to educational institutions, transfer to other enterprises, disability, performance of state duties:
Ko6 \u003d (Cho6 / Chss) x 100%.
This coefficient does not depend on the activity of the enterprise and characterizes the specifics of the objective change in the composition of personnel in a specific time period.
All other coefficients reflect the qualitative aspects in the movement of personnel and make it possible to identify positive and negative trends in this process.
The staff turnover rate (Ktek) is the ratio of the number of employees who left for a number of subjective personal reasons (NSU) to the average headcount:
Ktek \u003d (Hsu / Hss) X 100%.
Such reasons include dismissals of their own free will, in connection with the expiration of the contract, at the initiative of the administration of the enterprise (for example, for absenteeism, violations of labor discipline). The turnover rate gives an idea, mainly, of the negative processes of personnel movement, and each trade enterprise should strive to minimize it on the basis of increasing efficiency. individual work with staff.
The staff replacement ratio (Kvp) reflects the degree of replacement of workers who left for any reason with newly hired workers and is calculated as the ratio of the number of newly hired workers to the number of those who left:
Kvp \u003d Chp / Chv
When the replacement factor is equal to one, there is a complete quantitative (but not necessarily qualitative) replacement of departed workers by new ones. If the value of the coefficient is less than one, there may be a shortage or reduction of personnel, and an excess of one indicates an additional need for workers. At the same time, in both cases, we can talk about a particular level of staff turnover in a trading enterprise.
The personnel stability coefficient (Kst) shows the ratio of the number of employees who left for subjective reasons (Nsu) to the total value of the average headcount and newly hired employees:
Kst \u003d 1 - (Chsu / (Chss + Chp)).
The closer the value of this coefficient is to one, the more stable the personnel composition is, which positively characterizes the activity of the enterprise in relation to the use of labor potential.
The staff retention rate (Kps) characterizes the presence of workers who work for this enterprise long term, and is calculated as the share of the number of employees with five or more years of experience in the total population of employees. A high value of this coefficient usually indicates the presence of a single cohesive team that can successfully achieve its goals.
Evaluation of the coefficients given in table. 6.3, indicates a fairly stable situation in the field of movement and turnover of personnel at the enterprise. With an increase in the average headcount by 3 people, the turnover ratios for the admission and departure of employees decreased by 2.7% and 1.1%, respectively. At the same time, rather high values of the overall turnover rate of personnel are noteworthy, especially last year (25%), when every fourth employee was hired or fired. In the reporting year, there is a decrease in this indicator to %, which can be considered as a positive trend.
Table 6.3. Indicators of turnover and personnel movement of a trade enterprise
| Name of indicators and conventions | Base year | Reporting year | Deviations |
| Personnel movement indicators | |||
| 1. List number of employees at the beginning of the year, pers. | |||
| 2. Employees hired for the year, pers. (chp) | -1 | ||
| 3. Dismissed employees - total, pers. (Chv) including for the reasons: | -2 | ||
| - retirement (chob) | - | ||
| - call for military service (chob) | - | ||
| - transition to study (chob) | - | - | - |
| - voluntary dismissals (Chsu) | |||
| - dismissals at the initiative of the administration (Chsu) | - | ||
| 4. List number of employees at the end of the year, pers. | |||
| 5. Average number of employees, pers. (HR) | |||
| - including employees with more than 5 years of experience | |||
| Personnel turnover intensity indicators | |||
| 1. Personnel turnover rate for admission,% (Kp) | 15,4 | 12,7 | -2,7 |
| 2. Personnel turnover rate by retirement, % (Kv) | 9,6 | 5,5 | -4,1 |
| 3. The coefficient of the total turnover of personnel,% (Ktotal) | 25,0 | 18,2 | -6,8 |
| 4. Coefficient of objective staff turnover, % (Kob) | 3,8 | - | - |
| Personnel turnover quality indicators | |||
| 1. Staff turnover rate, % (Kt) | 5,8 | 5,5 | -0,3 |
| 2. Replenishment rate, % (Kvp) | 1,6 | 2,3 | 0,7 |
| 3. Frame stability coefficient, % (Кс) | 0,95 | 0,95 | - |
| 4. Personnel retention rate, % (Kps) | 53,8 | 54,5 | -0,7 |
The level of staff turnover at the enterprise is low, and in the reporting year, compared to the previous year, its value decreased even more (from 5.8 to 5.5%). The staffing rate exceeds one, that is, the enterprise does not experience a shortage of personnel, since the number of hired workers annually exceeds the number of departing ones.
The high level of personnel stability (0.95) is due both in the past and in the reporting year to a small number of persons (3 people) dismissed for subjective reasons, in comparison with the total number of personnel in conjunction with newly hired employees. As a positive factor one can also consider the presence of a stable contingent of employees working at this enterprise for more than 5 years; their share was 53.8% and 54.5%, respectively.
Further analysis of the indicators of the use of the enterprise's personnel can be deepened in the direction, firstly, of a more detailed study of the indicators of the movement and turnover of personnel in the context of the main groups (sales workers, support personnel, etc.) and, secondly, identifying and assessing the causes layoffs of specific employees in order to further reduce staff turnover.
V modern conditions intensive development of new information and trade technologies, the efficiency of a trading enterprise can only be ensured if there are personnel with the appropriate knowledge and qualifications. Therefore important integral part analysis of the number of employees is the study of their educational and vocational composition.
The indicators characterizing the educational level of employees include the proportion of specialists with higher education in the total number (or the same persons, but in relation to the number of administrative and managerial employees); the proportion of sales personnel with special secondary and higher education in a group of sales workers (or the same persons, but in comparison with the total number of employees); the share of junior service personnel in the total number of employees of the enterprise, etc.
The analysis of the qualification level is carried out, first of all, in relation to the main group of employees of the enterprise, that is, sales personnel. It is based on the calculation of specific indicators that reflect the share of sellers (cashiers, controllers, etc.) of each category in the total number of sellers themselves and the entire trading group. A generalizing parameter of the skill level of salespeople is the indicator of the average wage category of sellers (cashiers, etc.), which is calculated both separately for sellers (cashiers, etc.) and for the whole trading group based on the arithmetic mean formula:
TRav = (Pj x Chj) / H,
where TRavg - average tariff category by group of sellers;
Pj - value (number) of the category (for example, 4th, 5th, etc.);
Chj - the number of employees of this category;
H is the total number of sellers.
The generalized results of the analysis of the dynamics, composition, movement and qualifications of employees of a trading enterprise are a mandatory basis for developing a set of organizational and technological measures to improve the efficiency of personnel use, including such areas as optimizing the number of employees for specific positions and jobs, improving working conditions, reducing the share manual labor, the growth of technical equipment, the improvement of the organization of jobs, the use of progressive trade technologies, the training and advanced training of workers. The implementation of the whole set of measures or its individual areas helps to reduce staff turnover, stabilize the staff, strengthen discipline, and, consequently, increase the efficiency of the labor process at the enterprise.
Enterprises
The labor and personnel plan consists of three sections:
Tasks to increase labor productivity;
Number determination industrial personnel;
Calculation of the payroll fund (PHOT).
The main tasks of labor and wage planning:
1. Ensuring high and sustainable growth rates of labor productivity;
2. Observance of outpacing rates in the dynamics of labor productivity growth in relation to wage growth;
3.Making the most complete use labor resources for each indicator.
Initial data for the development of a plan for labor and wages:
Manufacturing program enterprise and its subdivisions;
Plan of technical development and organization of production;
Standards for the cost of living labor for the main technological operations;
The results of the analysis of the implementation of the plan for labor and personnel for the past period;
Typical structures management of similar production processes;
Tariff conditions and systems of payment and bonuses at the enterprise.
Labor productivity is efficiency labor costs, which can be expressed by the quantity of products produced per unit of working time, or by the amount of labor time spent on the manufacture of a unit of output.
Labor productivity indicators are determined for 1 employee:
P = V: ∑t i × CH i ; T = ∑t i × P i: B, (8.1)
where P - productivity per 1 worker;
B - output for the period under review, for example, pieces / year;
t i - time worked i-th employee, hour;
N i - the number of employees performing i-th operation;
T is the labor intensity of a unit of production, man-hour.
Number of products V can be measured in natural, conditionally natural, normalized time and in monetary terms. The natural measurement of output is characteristic of mass production.
To measure output in a standardized time, for each type of product, a standard of labor input per standard hour is established (for all areas of production). The ratio of the total labor intensity of products to the average number of employees is the production of products in a standardized time per worker. The use of this indicator is limited by the complexity of developing standards for all types of products.
In general, for the enterprise, labor productivity is expressed by the volume of normatively clean production (NCP) per one average employee in the planned year in % of the base year. The absolute indicator of labor productivity in the planned year is determined by adjusting the basic labor productivity by the amount of the planned increase:
, 
, 
, (8.2)
where ΔP is the planned increase in labor productivity according to the plan;
ΔChP - the planned increase in the number of employees of the subdivision;
K in - the coefficient of growth in output.
Factors that increase labor productivity include:
Structural shifts in production;
Change in production volume;
Raise technical level production;
Improvement of management, organization of production and labor;
Commissioning of new facilities.
A. Raising the technical level of production , i.e., the introduction of progressive technology; mechanization and automation production processes; improvement and updating of equipment; improving the use of material resources.
B. Improvement of management, organization of production and labor; increasing time and service standards; reduction of loss of working time; improving the organization and maintenance of workplaces; improvement of working conditions; introduction of computers and computer technology.
V. Change in the volume and structure of products, i.e., a relative decrease in the number of PPPs with an increase in the volume of production; change in cooperative deliveries.
G. Industry Factors : changing natural conditions and methods of extracting raw materials, increasing the content of useful components in it.
Calculation sequence:
1. The initial number of employed PE Ref for the planned period is determined while maintaining the base output:
CHP Ref \u003d CHP Base × K About: 100, (8.3)
where PE Base - the actual number of employees in the base period, people;
TO About - growth in the volume of the normative number of personnel (NCHP) in planning period, %.
2. Calculate the change in the initial number ΔChP Ex as a result of the action of each factor by comparing labor costs for the planned volume of production under planned and basic conditions.
3. The total change in the initial number of personnel and the planned increase in labor productivity in% (Δ PT Pl) is determined:
ΔChP Ref = ; Δ PT Pl = 
. (8.4)
Disadvantage of the method: artificial selection of factors acting in real working conditions in close relationship and interaction.
Reserves for increasing labor productivity:
Reducing the technological complexity of products;
Improving the use of working time through the organization of labor;
Increasing the proportion of key workers in the headcount;
Structural shifts in production (change in the share of certain types products in the total output and changes in industrial cooperation).
3.1 Change in the number of key workers due to changes in the structure of production:
where T Usl. Pl, T Cond. Base - conditional labor input per 1000 rubles. NPP according to the norms of the base period with a planned and basic structure of production;
d Main Slave. - the share of the main workers in the headcount of the unit.
3.2 Change in the number of industrial personnel with the improvement of cooperation (both intershop and interfactory):
, (8.6)
where Δ T K is the change in labor intensity with a change in production cooperation;
To V.N. Base - the average coefficient of performance of production standards in the base period;
FV Ef.Baz - efficient fund working time in the base period, hour/year.
3.3 Relative decrease in the number of employees ∆CHP 3.3 with an increase in the production volume of the enterprise unit:
, (8.7)
where PE UP.Baz is the number of the conditionally permanent part of the personnel of the organization's division in the base period, people;
To U.P. - the growth of the conditionally permanent part of the personnel of the subdivision of the organization in the planning period, in%;
K O - growth in the volume of the standard number of personnel (NCHP) in the planning period.
An increase in the volume of production does not cause a proportional increase in the number of service and management workers, who constitute a conditionally permanent part of the PPP. According to the Research Institute of Economics and Labor Organization, 1% increase in the number of main (technological) workers corresponds to 0.5% increase in auxiliary (servicing) workers and 0.2 ÷ 0.3% of other categories of PPP.
3.4 Change in the number of employees ∆PE 3.4 as a result of an increase in the technical level of production at the workplace of the enterprise unit:
Improving the design of manufactured products;
Introduction of progressive technological processes;
Integrated mechanization and automation of production processes;
Introduction of new and modernization of existing equipment;
Introduction of new and replacement of used materials and components.
These measures reduce the complexity of manufacturing products:
, (8.8)
where Δ T T is a decrease in labor intensity as a result of measures to improve the technical level of production of a subdivision of the enterprise;
To V.N. Base - planned coefficient of performance of production standards;
FV Ef. Base - effective fund of working time in the planned period, h / year.
Similarly, the change in the number of employees as a result of improving production management (APCS, NOT) of the enterprise division is calculated and is determined by direct account for each event.
3.5 Change in the number of employees ∆NP 3.5 as a result of improving the organization of production
Change in the number of employees as a result of improving the organization of production in the case of cooperation, specialization, improvement of operational calendar planning, etc.
The measures lead to the release of workers by reducing labor intensity, increasing service standards, and increasing the level of fulfillment of production standards. Reducing the number of industrial personnel by improving the organization of production.
In general, the number of employees at the end of the year in the reporting year, compared with the previous year, increased by 17 people. The increase in the number of personnel was due to an increase in all groups of employees, but to a greater extent due to an increase in the main staff by 10 people.
The total number of employees of the Rybinsk post office at the end of 2008 amounted to 802 people, compared with 2007 (785 people), the number increased by 17 people due to filling existing vacancies, and to a greater extent due to an increase in the number of main and auxiliary industries.
The structure of the number of personnel for the past and reporting years is clearly shown in Figure 4.2:
Figure 4.2 - Structure of the number of personnel
The most important stage in the analysis of the number of personnel is the study of the movement of labor. The movement of labor force at communication enterprises is due to various reasons of an objective and subjective order. Objective reasons include: expansion or reduction of production, admission of workers to study, conscription into the armed forces, retirement, etc. Among the subjective reasons, one should especially highlight such negative factors as dismissal due to violation of labor and production discipline, in connection with not passing probationary period or professional incompetence. Excessive labor movement has a negative impact on economic indicator enterprises:
a) costs increase (training, admission);
b) labor productivity decreases;
c) the quality of work deteriorates.
To characterize the movement of workers and assess the stability of labor collectives, the coefficients of turnover and staff turnover are used. Labor turnover is understood as any change in the number of employees in connection with their hiring or dismissal, regardless of the reasons. The turnover ratio is calculated as a percentage of the average number of employees. It can be determined separately both for hiring and dismissal, and in general, i.e. as a percentage of the total number of hired and laid off workers for a certain period to the average number of production personnel for the same period.
When evaluating turnover indicators, a distinction is made between the so-called necessary turnover of labor, i.e. hiring and dismissal of employees for good reasons, and the turnover rate is associated with subjective reasons. Its increase should be considered as a negative factor that reduces the efficiency and quality of work.
Table 4.6 - Analysis of the movement of personnel
|
The name of indicators |
Last year, pers. |
In the reporting year, people |
Absolute change, +,- |
|
1 Number of employees at the beginning of the year | |||
|
2 Number of hired employees during the year | |||
|
3 Number of retired employees | |||
|
including the number of dismissed employees at their own request and for violation of labor discipline | |||
|
4 Acceptance turnover ratio, % | |||
|
5 Retirement turnover ratio, % | |||
|
6 Total turnover ratio, % | |||
|
7 Flow coefficient, % |
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The procedure for the establishment, reorganization and liquidation of enterprises (organizations)
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The increase in the number of production personnel is due to similar reasons.
The growth of the labor force is of great importance for successful work production.
Firstly, this is one of the main factors of expanded reproduction, which is observed in the analyzed period on the "Royalty".
Secondly, it leads to the improvement of the qualifications of each individual member, the accumulation of work experience in the specialty.
The increase in the number of personnel of the enterprise is largely due to the high level of wages. The influx of labor indicates a favorable socio-psychological climate in the team, which contributes to the achievement of such high results.
We will analyze the qualitative composition of the personnel of LLC "Royalty" by examining the level of education and age composition.
The data of the survey of employees of the enterprise and the analysis of documentation for the above excellent features showed that all employees, including managers and specialists, have higher education. This suggests that the image of the enterprise is high, and the level of material and technical base, and, consequently, the complexity of the work performed, require a high level of education.
Employees received their higher education at the Kostroma State Technological University and the Kostroma state university them. ON THE. Nekrasov, as well as in the Kostroma branches of Moscow universities.
The distribution of production personnel by level of education is clearly shown in fig. 2.3.
Rice. 2.3. Distribution of workers by level of education
A significant proportion of workers with higher education is explained by the high level of the technical base of production, complex equipment, which requires certain technical calculations to perform work.
Another explanation for this situation is the relatively high wages for the city of Kostroma. The amount of wages is a trade secret, however, more than 50% of these workers noted that it corresponds to the labor return. This conclusion is confirmed by the results of the test "Material and moral incentives" conducted by the author during the preparation of this work. (See Appendix 1)
More than half of the workers with higher education noted that they are satisfied with the social and psychological climate at the enterprise. So the workers note that the management organizes corporate celebrations, which really unite the team as a whole.
The proportion of workers in the amount of 72% with a secondary professional education is an average indicator and indicates the existing reserve for the growth of professionalism. Secondary vocational (secondary special) education employees of the administrative apparatus received in educational institutions Kostroma: Kostroma Power Engineering College, Kostroma technological college, Kostroma Polytechnic College.
It should be noted here that the management pursues a policy of mandatory retraining of employees when they receive a new job (position) at the expense of the enterprise. Note that such trends are not sufficiently common in Kostroma industrial enterprises, especially small businesses. In this case, we are talking about both workers and employees. The distribution of employees of the enterprise by age is shown in fig. 2.4
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