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

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

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

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

PP \u003d Tg / Fe (1).

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

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

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

Psp \u003d 1.1 Rya (2).

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

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

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

Рd = Рpl - Рf (4).

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

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

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

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

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

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

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

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

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

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

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

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

Planning for the need for personnel of the enterprise is:

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

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

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

Three main groups are known staffing planning methods.

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

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

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

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

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

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

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

where: N(- production program in physical terms;

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

Tr is the labor intensity of the volume of production;

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

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

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

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

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

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

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

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

T cm - the number of working hours per shift;

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

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

K p- loss ratio for intra-shift downtime.

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

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

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

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

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

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

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

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

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

The HR strategy must be translated into specific forms (HR programs, procedures, etc.). This is facilitated by the mechanism of personnel planning.

For a long time, the personnel management of economically developed countries focused mainly on the current needs of the organization: the employer expected to receive at any time the necessary number of employees, the use of which does not require long-term special training. The surplus labor market gave employers the opportunity to do so, and layoffs of surplus staff were not associated with large financial losses. Changes in the conditions of the activities of organizations put forward the requirement to focus on the formation of resources (including human resources) not only for current needs, but also for long-term prospects.

To date, almost all countries are abandoning the principle of "labor transfer", based on attracting the necessary labor force and crowding out superfluous or no longer needed in this moment workers, due to the growing demands on the quality of workers, their willingness to take responsibility.

If earlier it was believed that personnel planning was necessary only in case of a shortage of labor, today a different opinion prevails: planning is also necessary in times of unemployment, since qualified workers are still not easy to find; in addition, the social hardships often associated with layoffs should be avoided.

In the 70-80s. 20th century in management practice, a systematic analysis of the prospective needs of organizations in certain categories of personnel began to be applied. Currently, an increasing number of companies and firms distinguish personnel planning as an independent activity of personnel services. Organizational and technical changes in production make it necessary to timely search and train personnel to solve new production and management problems, as well as reduce social tension in relation to workers whose jobs are changed or eliminated. These tasks cannot be solved short term. Thus, personnel planning is a sign of the responsibility of the management of the organization in relation to personnel .

In Russian organizations, personnel planning, in contrast to the planning of production, marketing, and investment, has not yet been fully recognized.

Personnel planning is the process of determining the quantitative and qualitative needs of the organization for personnel in the future and assessing the extent to which this need can be satisfied.

At the same time, the existing staff of the organization is compared with its possible need in the future, the need for hiring, training, redistribution, and reduction of employees is determined. As emphasized by X.T. Graham and R. Bennett, the result of such planning should be the presence necessary people performing necessary work for necessary places exactly in necessary time.

Personnel planning should determine:

– how many staff and what qualifications are needed in the future;

– how to attract the necessary and reduce unnecessary staff, taking into account social aspects;

– how to use workers according to their abilities;

– how to purposefully promote the development of personnel, adapt their knowledge to changing requirements;

- what costs will be required by the planned personnel activities.

M. Armstrong interprets the main tasks of personnel planning as follows:

– attracting and retaining the necessary workers with the appropriate skills, experience and competence;

- anticipation of a possible surplus or shortage of workers;

– the creation of a well-trained and flexible workforce, which contributes to the ability of the organization to adapt to an uncertain and changing environment;

– reducing dependence on hiring workers from outside, when there is an insufficient supply of workers with skills important to the organization in the labor market, through retention and development own employees;

– Improving the use of labor through more flexible systems of work.

Personnel planning should be integrated into general process planning in the organization and is coordinated with its following areas:

- sales planning;

- supply planning (provision of raw materials, materials, attracted services);

– planning of capital investments for the acquisition of long-term property;

– financial planning;

- organizational planning (planning the organizational structure and the structure of the division of labor in the organization).

Only mutual coordination of all components of planning can ensure the unity of actions to achieve the goals of the organization.

Personnel planning can be represented in the form of a diagram (Fig. 4.1).

Rice. 4.1. Personnel planning process

Responsibility for personnel planning is shared between the personnel management service and line managers.

Human Resources Service:

1) participates in the development of the organization's development strategy, analyzes the needs for personnel, taking into account the plans of the organization;

2) analyzes information about the available personnel, develops proposals for more efficient use of available human resources, predicts the availability of personnel for various options for the development of the organization; works both at the level of individual departments and at the level of the organization;

3) analyzes macroeconomic information, legislation and information on the labor market and educational services to ensure the realistic plans for working with personnel;

4) proposes, agrees, approves strategic plans for working with personnel and is responsible for their implementation;

5) develops forms for providing information, applications, plans to facilitate interaction between the personnel management service, line managers and top management;

6) advises line managers on personnel planning issues.

Line managers in the field of personnel planning:

1) analyze the possibilities of fulfilling the plans of the department, taking into account the available personnel;

2) carry out their own analysis of the quantitative and qualitative composition of subordinate personnel, timely submit information and proposals to the personnel management service;

3) submit proposals related to the introduction of new technologies or changes in technological processes to a higher manager and to the personnel management service;

4) participate in the coordination of plans for work with personnel and their implementation after approval.

4.2. Personnel planning principles

The personnel planning process is based on a number of principles that must be taken into account in the process of its implementation.

First of all, this involvement employees of the organization to work on the plan already at the earliest stages of its preparation.

Another principle of personnel planning is continuity , due to the appropriate nature of the economic activity of the organization and the fact that the staff itself is in constant motion. At the same time, planning is considered not as a single act, but as a constantly repeating process.

Principle flexibility implies the possibility of constantly making adjustments to previously made personnel decisions in accordance with changing circumstances. In order to ensure flexibility, the plans must allow for freedom of maneuver within certain limits.

The unity and interconnection of the activities of individual parts of the organization requires compliance with such a planning principle as agreement personnel plans in the form of coordination and integration. Coordination is carried out "horizontally" - between units of the same level, and integration - "vertically", between higher and lower ones.

Principle economy means that the cost of drawing up a plan should be less than the effect brought by its implementation. As a principle of planning can also be considered creating the necessary conditions for the implementation of the plan .

The considered principles are universal, suitable for different levels of management; however, specific principles may apply at each level.

For example, when planning in a department, the principle plays an important role bottleneck : the overall performance will be determined by the worker with the lowest productivity. At the same time, at the level of an organization, this principle is usually not applied, but perhaps the most important specific principle here is scientific planning.

Despite the fact that personnel planning has much in common with other areas of planning, a number of specific problems may arise in its process due to:

- the difficulty of the personnel planning process associated with the complexity of predicting labor behavior, the possibility of conflicts, etc. The possibilities of using personnel in the future and their future attitude to work are predicted with a high degree of uncertainty. In addition, members of the organization resist being "objects" of planning, may not agree with the results of planning and respond to this with a conflict;

- the duality of the system of economic goals in personnel policy. If, when planning in the field of marketing, finance, planning goals affect economic aspects, then when planning personnel, components are added social efficiency. If in other areas it is possible to operate with quantitative values, then the data in personnel planning are largely of a qualitative nature (abilities, assessment of the work done, etc.).

Rothwell identifies the following difficulties, which cause some gap between theoretical provisions and their practical implementation:

– the impact of change and the difficulty of predicting the future;

- changing priorities of strategies in the organization;

- disbelief in theory or planning by some managers, who more often prefer practical adaptation to theoretical models.

However, Taylor notes: “It may seem that employers simply prefer to wait until their judgment of the environment is clear enough to see the full picture before mobilizing resources in preparation for the coming of the future.

With humor about serious

Planning and Parkinson's Law

“Work fills the time allotted for it. Since the work is so stretched out in time, it is clear that its volume has nothing (or almost nothing) to do with the number of people doing it. The matter is more important and more difficult, the more time is allotted for it. Everyone knows this, but the consequences of this rule, especially in the administrative field, have been little studied. Politicians and taxpayers almost never doubt that bureaucratic states are growing so much because there are more cases. The truth is that the number of employees and the amount of work are completely unrelated. The number of employees increases according to Parkinson's law.

We can identify two main driving forces. For our current needs, we will clothe them in the form of two almost axiomatic propositions:

1) an official multiplies subordinates, but not rivals;

2) officials work for each other.

To master factor 1, imagine that a certain official A complains about overload. In this case, it does not matter whether it seems to him or it is so; we note, however, that sensations A (true or imaginary) can also be generated by a decline in strength, inevitable in middle age. He has three exits. He can leave; he can ask official B to help him; he may ask for two subordinates, C and D. As a rule, A chooses the third path. If he left, he would lose his right to a pension. By sharing the work with his equal B, he runs the risk of not getting into W when it finally becomes available. So it's better to deal with two subordinates.

They will give him weight, and he will divide the work between them, and only he will understand both the one and the other category of cases. Note that C and D are practically inseparable. It is impossible to take on the service of one S. Why? Because he would share the work with A and become equal to him, like rejected B, and even worse, he would aim for A’s place. So, there should be at least two subordinates, so that each would hold the other, fearing that he would galloped. When C complains about the overload (and he complains), A, with his consent, will advise the authorities to take him two assistants. To avoid internal friction, he advises taking two and for D.

Now that E, F, G, H also serve under him, A's promotion is practically guaranteed. When seven employees do what one did, factor 2 comes into play. Seven work so much for each other that they are all fully loaded, and A is busier than before. Any paper should appear before everyone. E decides that she is in the hands of F, F sketches the answer and gives it to C, C boldly corrects it and turns to D, and D to G. However, G is going on vacation and transfers the file to H, who again writes everything in draft and signed D and hands the paper to C, who, in turn, looks through it and puts it in a new form on the table to A. What does A do? He could, with a light heart, sign without reading, as he has something to think about. He knows that next year he will take the place of W, and must decide whether C or D will replace him.

He will decide whether to go on vacation G - it seems to be too early, and whether it is better to let H go for health reasons - he looks bad, and not only because of family troubles. In addition, it is necessary to pay F for work at the conference and send E's application for a pension to the ministry. A heard that D was in love with a married typist, and G quarreled with F for some unknown reason. In a word, A could have signed without reading.

But A is not like that. No matter how he is tormented by the problems generated by the very existence of his colleagues, his conscience will not allow him to neglect his duty. He carefully reads the document, crosses out the unfortunate paragraphs introduced by C and D, and returns it to the form that was chosen by the initially reasonable (albeit quarrelsome) F. He also corrects the style - none of these youngsters really know their language - and as a result, we see the option that A would create if C, D, E, F, G and H were not born at all. But this option was created by many people, and it took a lot of time.

No one shied away from work, everyone tried. Only late in the evening does A leave his post to start the long journey home. Now, in all the windows of his institution, the light goes out and the darkness thickens, marking the end of another difficult labor day. And he leaves one of the last, stooping heavily, and thinks with a wry smile that the late hour, like gray hair, is the retribution for success.

(See: Parkinson S.N. Parkinson's laws: Per. from English. - M .: LLC "Publishing House AST", 2002.)

They feel that the more complex and unstable the business environment is, the more expedient it is to take a wait-and-see attitude and only then move on to concrete actions.”

Common mistakes in personnel planning are focusing on short-term needs and not coordinating with the long-term plans of the organization, which focuses only on problems and crises in the short term.

The following so-called "traps" or "stumbling blocks" of successful planning can be distinguished:

“1) HR planners have to work in an environment characterized by unclear instructions, different directions in the company's policies, diverse management styles;

2) personnel planning should be supported by top management;

3) many workforce planning programs fail due to excessive initial "stress": successful programs "start" slowly and develop gradually;

4) coordination of personnel management and management as a whole is necessary. Otherwise, personnel planning can be carried out "in isolation" from the overall management of the company;

5) personnel planning must necessarily be integrated into the overall plans of the organization. At the same time, the interaction between the planning departments and the personnel service is important;

6) the opposition of quantitative and qualitative approaches can lead to the fact that some consider personnel planning as a kind of numerical technique for organizing the flow of people in an organization. Others focus exclusively on the individual promotion and career development of employees, i.e. on a qualitative approach. The optimal result is given by the synthesis of the first and second;

7) personnel planning is not exclusively a function of the personnel planning department. Successful personnel planning depends on the involvement in this process of other managers who work directly with people "in the field";

8) as personnel planning becomes more and more popular, constantly emerging new technologies, techniques, etc. are increasingly involved in its process. because “everyone uses it”.

4.3. Basic elements of personnel planning

4.3.1. Analysis of the composition of personnel

First of all, an analysis is made of the actual compliance of the qualitative and quantitative composition of the personnel with the tasks facing the organization and the requirements for performers. In this case, the assessment takes the form of continuous monitoring, rather than periodic events (i.e., the answer to the question is always ready: “What is available?”).

The main task of qualitative analysis is to determine and evaluate the knowledge and skills of employees by a well-defined planning time.

The task of quantitative analysis of the composition of personnel is to determine the number of employees for each category of personnel (for example, an employee or worker, trained or unskilled personnel, men and women, youth, etc.).

It is important to establish the nature of the discrepancy between the required and available personnel, since this determines the range of activities aimed at eliminating such a discrepancy.

4.3.2. Personnel planning

The main goal is to determine the quantitative and qualitative need for personnel to ensure the current and future performance of the enterprise.

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

The need for personnel is influenced by external and internal factors in relation to the organization (Fig. 4.2).

Rice. 4.2. Factors influencing the need for personnel

As R. Marr notes, determining the need for personnel can cause the creation and strengthening of "conflict potentials" in cases where:

- determination of the need for personnel leads to results that infringe on the interests of individual employees (for example, layoffs);

- when determining the quantitative need for personnel, it is found that there are either too few or too many employees. In the first case, there is a need for overtime, leading to overloads of employees and causing them a feeling of discontent. In the second case, there is a risk of conflicts with financial services if unproductive costs are identified, caused by an incorrect determination of the need for personnel;

- the results of determining the need for personnel are either not brought to the attention of employees, or they do not inspire confidence in them, for example, based on past negative experience;

- Determining the need for personnel serves as a tool for creating or building up power capacities in the organization, in particular by identifying a high need for personnel, since the number of employees is considered an indicator of the importance of the relevant unit in the organization. Conflicts arise in this case in departments where it is believed that their personal resources are too small.

At the same time, an unmistakable determination of the need for personnel serves as a prerequisite for the fact that employees will be at the disposal of the organization in accordance with its quantitative, qualitative, temporal and territorial needs, and thus eliminates conflicts that could arise due to imbalances in the above areas.

4.3.3. Staffing planning

It comes directly from the planning of personnel requirements and also takes into account both quantitative and qualitative aspects. It is divided into four components:

– recruitment planning. Associated with the choice of sources for attracting candidates (external or internal), as well as familiarizing potential candidates with the proposed vacancies using the media (publications, the Internet, etc.);

– selection planning. It is connected with the choice of selection tools, as well as the structuring of individual stages of the selection of candidates for vacancies;

– hiring planning. Standards are taken into account labor law and legislation, including when concluding labor contracts;

– employee adaptation planning, i.e. events that help new employees get acquainted with the organization, workplace and team.

4.3.4. Personnel planning

Its purpose is to ensure that the distribution of employees to jobs is consistent, the basis of which is the compliance of qualifications with the requirements of a given job. Comparison of the qualification profile of employees and these requirements makes it possible to assess the coefficient of professional suitability of employees for the workplace.

In addition, when planning the use of personnel, one should strive to ensure the optimal degree of satisfaction of employees with their jobs, taking into account their abilities, skills, and motivation. Planning for the use of personnel is implemented in the development of a plan for filling regular positions.

Another area of ​​this element of planning is employee time planning (development of work shift plans, plans for the use of non-permanent and partially employed labor and auxiliary employees, organization of the use of employees during an unstable work cycle associated, for example, with seasonal changes in trade). It is also necessary to pay attention to the planning of vacations, planning the provision of employees to participate in various educational programs.

4.3.5. Personnel development planning

The goal is to determine the future requirements for the workplace and plan activities that contribute to professional development employees. Personnel development planning is designed to use internal resources, and not to look for personnel in the external labor market. It can be divided into education planning, employee development and career planning.

All personnel development activities should be aimed at eliminating the deficit in the knowledge and skills of employees. Many large enterprises create their own educational centers to train their employees, as close as possible to the specifics of the company's activities. Small and medium-sized organizations can use the services of external educational centers.

4.3.6. Staff release planning

The goal is to establish and timely or ahead of schedule reduction of surplus personnel. The reasons for the release may be the termination of production due to the inexpediency of the further existence of the enterprise; decline in production; new technical development; changing job requirements; change in organizational structure, etc.

To prevent the splashing of qualified personnel on the external labor market and mitigate social tensions, organizations can use the advanced release of personnel: the development of forecasts for the release of personnel and the planning of alternative ways to use employees. Unfortunately, this direction personnel management activities have not been developed in domestic organizations.

When planning the release of personnel, first of all, it is necessary to outline activities that do not require a reduction in personnel:

1) termination of employment. This measure makes it possible to employ the laid-off workers at the expense of their own loss of workers;

2) moving surplus labor to other free places;

3) reduction of working hours. In this case, the excess number will be eliminated due to the fact that more workers will be required. There are several options for such a reduction: the abolition of overtime, the transfer of part of the workers to part-time work, etc.;

4) cancellation of the transfer of orders to other organizations, if these orders can be completed on their own, without losing the connections necessary for the organization;

5) the introduction of a shortened working week.

Then measures are planned aimed at reducing employees. Preference is given to those events in which employees leave the enterprise voluntarily. This may result in payment monetary compensation upon dismissal (at Western enterprises up to 7-10 monthly salaries, depending on the length of service and a number of other indicators); early retirement; assistance to the employee in the selection of a new job, etc.

4.3.7. Personnel cost planning

The goal is to establish changes in personnel costs within a certain planned period of time. At the same time, a comparison is made with the expected degree of success of the enterprise, its ability to withstand such a change in costs. This element of personnel planning is closely related to financial planning and business analysis.

In industrialized countries, the importance of cost planning is due to the trend of increasing the weight of personnel costs in the costs of the enterprise, which can be explained by the following factors:

– imbalance of worker productivity and personnel costs;

- the use of new technologies that require more qualified and, accordingly, more "expensive" personnel;

– impact of legislation and tariff agreements.

When planning personnel costs, the following cost items should be borne in mind first of all: basic and additional wages; social security contributions; travel and business travel expenses; expenses for training, retraining and advanced training of personnel; costs associated with supplements for catering, with housing and cultural services, physical education, health care and recreation, providing children's institutions, the purchase of workwear. It is also necessary to plan expenses for labor protection and the environment, for the creation of more favorable working conditions (compliance with the requirements of psychophysiology and labor ergonomics, technical aesthetics), a healthy psychological climate in the organization, and the creation of jobs.

If the organization has a high turnover of personnel, there are additional costs associated with finding a new workforce, instructing it and mastering the work. When staff turnover is high, pay rises overtime work, the level of marriage and the number of downtimes, the level of morbidity, industrial injuries increases, and early disability occurs. All this leads to an increase in personnel costs, an increase in the cost of production and a decrease in its competitiveness.

As market relations develop, it becomes necessary to take into account new types of costs associated with the participation of employees in the profits and capital of the organization.

Experience

Planning as a sign of management culture

“Planning is one of the signs of a high management culture in a company. Working in a recruiting agency and discussing recruitment orders with companies, I always ask when the required employee should start working. And often I get the answer: “Yesterday!” Interestingly, in Russian companies this is much more common than in the West. The presence of a recruitment plan is a prerequisite for budgeting the activities of the personnel service. A colleague of mine once said, “If I were allowed to ask an HR manager just one question to evaluate an HR manager, I would ask him about the budget for his HR department.” Indeed, the absence of such a budget or, on the contrary, its presence, volume and structure are important characteristics of the organization of work with personnel in the company.

(Valery Polyakov, President of the Personnel Association "Metropolis")

4.4. Personnel planning methods

When planning personnel requirements, you can use various methods.

balance method is based on the mutual linking of the resources available to the organization and the needs for them within the planning period. If there are not enough resources compared to the needs, then there is a search for their additional sources to cover the deficit. The necessary resources can be attracted from the internal or external labor market. The algorithm for calculating the actual need for personnel is presented in Table. 4.1.

The normative method of planning is that the basis of planned targets for a certain period is the cost of various resources (in our case, labor) per unit of output (in this case, working time, fund consumption wages etc.).

Table 4.1 The sequence of calculating the need for personnel

To labor standards include the norms of production, time, service, number. They are established for workers in accordance with the achieved level of development of technology, technology, organization of production and labor. In the conditions of collective forms of organization and remuneration of labor, enlarged complex norms can be applied. As the certification, rationalization of jobs, the introduction of new equipment, technology, the implementation of organizational and technical measures that ensure the growth of labor productivity, the norms are subject to mandatory revision. The normative method of planning is used both independently and simultaneously with the balance sheet.

When using the standard method, the initial data for determining the required number of workers are the production program for the planned period of time; norms of time, norms of production; the complexity of the production program; organizational and technical measures to reduce the complexity of the program; reporting (calculated) data on the coefficient of compliance with the norms; the balance of working time of one worker (Table 4.2), etc. The balance of working time is compiled for each structural unit separately.

Table 4.2 The balance of working time of one average worker per year

With simplified calculations, the total need for personnel is determined by production standards:

H pl \u003d Q pl / V pl, (4.1)

where Ch pl - the average planned number of workers; Q pl - the planned volume of output; In pl - the planned rate of output per worker.

The planned number (N pl) of piecework workers and time workers employed in standardized work is determined using data on laboriousness production program according to the formula:

H pl \u003d [T pr / F pl]? K cn, (4.2)

where T pr is the labor intensity of the production program; Ф pl - useful time fund of one worker (determined from the balance of working time); K cn is the coefficient for converting the attendance to the payroll (in discontinuous productions it is determined by the ratio of nominal time to attendance, in continuous productions - by the ratio of calendar to attendance).

The calculation of the number of workers involved in the maintenance of equipment, its adjustment, repair and other ancillary work is carried out according to service standards according to the formula:

H pl \u003d [(O? C) / H o]? K cn, (4.3)

where O is the number of pieces of equipment; C is the number of shifts; H o - service rate (how many pieces of equipment can be serviced by one worker).

Example . The company has 1000 units. equipment. The service rate of one repairman is 100 units. for a shift. The company operates in two shifts. Nominal fund of working time - 265 days, real - 230 days. The number of repairmen is calculated as follows:

H pl \u003d [(1000? 2) / 100]? (265 / 230) = 23 people

With regard to work for which their volumes and production rates are not established, the number of workers can be determined directly by workplace:

H pl \u003d n? WITH? K cn, ((4.4)

where n is the number of jobs.

Example. The workshop has four cranes. Each of them is served by a crane operator and two slingers. The shop works in two shifts. Data on the fund of working time - as in the previous task. Accordingly, the required number of crane operators will be:

H pl \u003d 4? 2? (265 / 230) = 9 people;

slingers:

H pl \u003d 4? 2? 2? (265 / 230) = 18 people

Calculation according to population standards is carried out when a production facility or equipment is serviced by a group of workers, and their placement within the facility is not predetermined. The number standard is determined on the basis of the service rate or the service time rate according to the formula:

H h \u003d (P / H o)? K cn, (4.5)

where P is the amount of work; H o - service rate (in the same units as the amount of work).

When determining the number of administrative and managerial personnel, you can use Rosencrantz formula. It serves to check whether the actual number of required, which is set by the load of a given unit or enterprise as a whole:

where N is the number of administrative and managerial personnel of a certain profession, specialty, division, etc.; n - the number of types of organizational and managerial work that determines the load of this category of specialists; m i - the average number of certain actions (calculations, order processing, negotiations, etc.) within the i-th organizational and managerial type of work for a specified period of time (for example, for a year); t i - the time required to complete the unit m within the i-th organizational and managerial type of work; T is the working time of a specialist in accordance with the employment agreement (contract) for the corresponding period of calendar time taken in the calculations; K nv - the coefficient of the necessary distribution of time; K fr - the coefficient of the actual distribution of time; t p - time for various works, which cannot be taken into account in preliminary (planned) calculations.

The required time distribution factor (Knrv) is calculated as follows:

K nv \u003d K dr? To about? K n, (4.7)

where K dr is a coefficient that takes into account the costs of additional work, not taken into account in advance in the time required for a certain process

usually within 1.2? To others? 1.4; K o - coefficient taking into account the time spent on rest of employees during the working day, as a rule, is set at the level of 1.12; K p is the coefficient of conversion of the attendance number into the payroll.

The coefficient of the actual distribution of time (K fr) is determined by the ratio of the total fund of working time of any unit to the time calculated as

Experience

Planning example

To determine the number of personnel, the management of the Major automobile holding uses several methods. When a new dealership opens, its staff is formed based on the experience of foreign car companies. The volume of mandatory work per center in the first months of its development is approximately the same, so for each of them there are about 40 standard job positions. They are divided into typical divisions: directorate (director of the center and 2 secretaries), car sales salon (head, administrator and 4 sales assistants), spare parts sales department (manager and three sales assistants), service department (5 general managers and 12 mechanics), warehouse (manager and 2 employees), etc.

Over time, the number of customers of the dealership grows (when and how it will increase, the company knows approximately based on its own market research), so the typical staff needs to be replenished. For example, to determine how many additional technicians need to be hired, Major uses a work rate metric that indicates how much time one employee needs to complete a given amount of work. The production rate base is compiled by the research departments of suppliers - automotive companies. For example, under these regulations, a mechanic at a Nissan dealership should be able to change an air filter in 0.2 hours, an engine oil in 0.4 hours, and front pads in 0.6 hours. the conclusion is whether the staff of the service will cope with it or additional mechanics are needed.

At Major, a functional analysis is also carried out to find out if employees have new tasks over time that distract them from their main tasks. For example, sales of cars on credit have risen sharply. All issues related to the execution of documents for such purchases were resolved by sales consultants. It soon became clear that paperwork left them with less time to perform their primary function of communicating with customers and selling cars. To relieve sellers, a new position has been introduced in all dealerships - a credit manager.

((According to the materials of the magazine "The Secret of the Firm"))

To mathematical and statistical can be attributed to the following methods of planning the need for personnel.

extrapolation method - transferring the current situation (proportions) into the future. The attraction of this method lies in its general availability; limitation - the inability to take into account changes in the development of the organization and external environment. Therefore, the method is suitable for short-term planning and for organizations with a stable structure operating in a stable environment. Many organizations use an adjusted extrapolation method that takes into account changes in the ratio of factors that determine the number of employees - productivity increases, price increases, etc.

Regression analysis method - establishing a relationship between the number of personnel and the factors influencing it. With linear regression (i.e., Y = a + bX), forecasts are based on the correlation between employment and a business measure such as sales. Since no single factor can fully reflect the need for personnel, such forecasts have little chance of being accurate, except perhaps in small firms in very stable environments. Accordingly, to calculate the state of demand in the future, it may be necessary to enter an extended set of factors, which will lead to multiple regression analysis (i.e. Y = b 0 + b 1 x 1 + b 2 x 2 + b 3 x 3 + b 4 x 4 + ...). The b coefficients are calculated to separate the direction and magnitude of the impact that each variable has on the demand for human resources. After that, the obtained estimates of independent variables are entered into the equation to calculate the need for personnel.

Linear Programming Methods allow, by solving a system of equations and inequalities linking a number of variable indicators, to determine their optimal values ​​in mutual combination. This helps, according to a given criterion, to choose the most appropriate option for the functioning or development of a control object, for example, the distribution of workers, which allows, on the one hand, to serve all customers most fully, and on the other hand, to do this with minimal cost etc. However, the possibilities of applying this method in the field of personnel planning are limited.

Method of expert assessments is based on using the opinions of specialists to determine staffing needs. Such specialists in the organization are, first of all, heads of departments. The personnel management service is engaged in the collection and processing of assessments. Depending on the size of the organization and the number of line managers, various methods can be used for this - group discussion, a written review (when each manager is asked to answer a questionnaire prepared by the personnel management service), the Delphi method - a written dialogue between the personnel service and a group of experts. The Human Resources Department develops a questionnaire on staffing needs and sends it to the experts, then processes their responses and returns the summarized results to the experts along with the questions. This procedure is repeated until the experts reach an agreement on manpower requirements.

The advantage of the peer review method is the participation of line managers, whose knowledge and experience give the plan additional weight in the eyes of senior management. The disadvantages of the method are the laboriousness of the process of collecting and processing expert opinions, as well as the subjectivity of their judgments.

In order to optimize the number of staff, it can also be used benchmarking method . To do this, companies use open or commercial information sources. At the same time, direct competitors or individual divisions of successfully operating firms can be used as a “role model”. However, this method provides only approximate guidelines. In addition, in most cases, direct copying is not correct and one has to use a series additional indicators(costs per employee; the ratio of the number of personnel and the volume of work performed; the share of turnover or profit of the company attributable to one employee).

Personnel planning tasks

Task 1 . Based on the initial data, calculate the number necessary personnel according to service standards.

The number of units is 8.

The operating mode of the units is 2 shifts.

The number of units working in the 1st shift is 8.

The number of units working in the 2nd shift is 4.

Useful time fund of 1 employee per shift - 7 hours.

Time for additional service unit per shift - 1.4 hours.

The coefficient for converting the attendance to the payroll is 1.15.

Task 2 . Based on the available data, calculate the number of production personnel for each type of work in terms of labor intensity.

Task 3 . Company development plan in the forecast period ( next year) the increase in the volume of production is envisaged only through the growth of labor productivity, without an increase in the number.

From the analysis of indicators, it was found that 40% of employees who reach retirement age remain working in the company.

The share of employees for whom the retirement age will come in the planned period is 6% of the total number of employees.

The share of attrition of employees due to disability and mortality is 3% of the total number of employees.

The number of people dismissed into the ranks of the armed forces is expected to be around 60 people, in connection with the direction to study - 40 people.

The share of dismissals due to natural attrition, going to study, conscription into the army is approximately 60% of the planned loss.

The staff turnover rate is expected to be reduced in the planned period from 14 to 10%.

Newly recruited personnel after serving in the army is 10% of the number of employees discharged into the armed forces.

Exercise : determine the total number of employees of the company and the number of employees who need to be attracted from external sources.

Questions and tasks for self-examination

1. What are the main tasks and principles of personnel planning.

2. How is the responsibility for personnel planning distributed between the personnel department and line managers?

3. Describe the main elements of personnel planning.

4. What factors influence the organization's need for personnel?

5. Give the characteristic to the basic methods of planning of requirement for the personnel.

6. Solve the tasks of planning the need for personnel.

is the process by which top management defines the organization's intent and goals and the means by which they are to be achieved.

Personnel planning - the process of systematically analyzing staffing needs to ensure that the right number of people with the right skills are available, where they are needed, when they are needed.

Human resource planning involves the selection of the workforce available inside the organization and outside it, based on vacancies that are expected in the organization after a certain period of time. Naturally, strategic planning precedes personnel planning.

Specific quantitative and qualitative plans in the field of human resources are determined by the plans of the organization. Note that staff planning is influenced by two factors − need and availability. Forecasting the need for human resources involves determining the number and type of workers needed by their skills and location. This design reflects various factors such as production plans and changes in productivity. To predict the availability of resources, the HR manager will look at internal sources (already hired employees) and external sources (labor market). After analyzing the need for workers and their availability, the firm can determine whether it has a surplus or shortage of employees. If a surplus of workers is predicted, ways must be found to reduce their number. Some of these practices include limited hiring, reduced hours, early retirement, and layoffs. If a shortage of workers is predicted, the firm must obtain the right amount of appropriate quality employees from the labor market.

Since the conditions of the external and internal environment can change rapidly, the process of human resource planning must be ongoing. Changing conditions can affect the organization as a whole, thus requiring extensive changes in forecasts. Planning in general gives managers the ability to anticipate and prepare for changing conditions, while personnel planning, in particular, allows them to be flexible in the area of ​​people management.

5.1.1. Forecasting from Zero

Zero level forecasting technique uses the current level of employment in the organization as a starting point for determining future staffing needs. Essentially, human resource planning uses the same procedure as zero level budgeting, where each budget must be justified annually. If an employee retires, quits or leaves the firm for any other reason, his position is not automatically filled. Instead, an analysis is made to determine whether the firm can justify holding the position. Similar attention is given to the creation of new posts when there appears to be a need for them. The key to predicting from the ground up is a thorough analysis of the human resource needs. In today's globally competitive environment, a vacant position is thoroughly reviewed before a replacement is authorized. Very often, the position is not filled, and the work is distributed among the remaining employees.

5.1.2. Upside down (bottom up) approach

The forecasting method used throughout the organization from the bottom of the organization to higher levels is ultimately a cumulative forecast of employment needs.

Some firms use what might be called a "bottom-up" (bottom-up) technique to forecast employment. In her favor is the argument that the manager in each department is best informed about the needs of the workplace. Using upside down techniques (bottom up) each subsequent level of the organization, starting from the lowest, predicts its needs, ultimately, this will constitute a cumulative forecast of the necessary workers. Forecasting the need for personnel is more effective when managers carry it out systematically, according to current and forecasted needs, while realizing that the HR department needs adequate time to prepare for the use of internal and external sources.

5.1.3. Using Mathematical Models

Another approach to predicting the need for human resources is use of mathematical models to predict future needs. One of the most commonly used metrics for forecasting employment levels is sales volume. There is a positive relationship between demand and the number of workers needed. Using this method, managers can roughly estimate the number of workers required for different levels of demand.

5.1.4. Modeling

Modeling is a technique for conducting an experiment with a real situation using a mathematical model that represents this situation. The model is a generalization of the real world. Thus, modeling is an attempt to represent a real-life situation using mathematical logic in order to predict what will happen. Simulation helps HR managers by allowing them to ask a lot of questions like "what if" without forcing a decision that leads to real results.

In personnel management, modeling can be done to represent relationships between employment levels and many other variables. The manager can then ask questions what if like the following:

What happens if we put 10 percent of the current workforce on overtime?

What happens if the plant starts using two shifts? Three shifts?

The purpose of the model is to enable managers to achieve a significant understanding of a particular problem before making a decision in reality.

5.2. Forecasting the need for human resources

Demand forecast represents an assessment of the number and qualities of employees that the organization will need in the future to achieve its goals. Before making an assessment of the need for human resources, you must first make a forecast of demand for the goods or services of the company. This forecast is then translated into people needs data to provide the metrics needed to meet the demand. For a personal computer firm, the metrics might be expressed as the number of units planned to be produced, the number of purchase requisitions, the number of warranties to be processed, and so on. For example, a weekly production of 1000 personal computers may require 10,000 assembly hours in a 40-hour work week. Dividing 10,000 hours by 40 hours of the working week gives the answer that 250 assembly workers are required. Similar calculations are made for other types of work required for the production and sale of personal computers.

Demand forecasting gives managers a means to estimate how many and what kind of employees are needed. But there is another side to the coin, as you can see from the following example.

A large manufacturing firm on the West Coast of the United States was preparing to start work at a new plant. Analysts have already determined that new product demand will exist for a long time. There were no problems with financing, the equipment was placed. But for two years, production could not start! The administration made a fundamental mistake: it studied the demand side of human resources, but did not study the supply. There were not enough skilled workers on the local labor market to work in the new market. The new workers had to receive a comprehensive education before they could fill the newly created jobs.

Determining whether a firm is able to provide itself with employees with the necessary skills and from what sources is called forecast of. It helps to show whether the required number of employees can be obtained in the company itself, or outside the organization, or from these two sources.

Many of the workers who will need to be placed in future positions may already be employed by the firm. If the firm is small, management probably knows its employees well enough to match their skills and desires to the needs of the company. However, as the organization grows, the recruitment process becomes more complex. Organizations that take people seriously use databases. Succession planning also helps in securing an internal supply of highly qualified management personnel.

Databases include information about all employees - both managerial and non-managerial. Information commonly reported about line workers includes the following:

Basic education and curriculum vitae;

Experience;

Individual skills and knowledge;

Available licenses and certificates;

Training programs completed during the period of work in the organization;

Previous performance appraisals;

professional goals.

Firms may maintain additional databases for their managers. As such, this type of list contains information for replacement or promotion decisions. It will, as far as you can expect, include this kind of data:

Service record and work experience

Basic education

Assessment of strengths and weaknesses

Growth Needs

Potential for promotion now, prospects for further growth

Results of current work

Area of ​​specialization

Preferred Job

Geographic Preferences

Career goals and desires

Expected retirement date

Personal (private) history, including psychological assessment of personality

5.3. Determining the need for personnel

The need for personnel, as in other types of resources, depends on many factors. Since the staff is special and the most important view resources, and the qualities of employees cannot be accurately measured, insofar as planning the need for personnel and especially satisfying this need is much more difficult than the need for material and financial resources, and here, even after staffing, there is a high probability of detecting an error made at the planning and selection stage.

The need for personnel is influenced by circumstances related to the characteristics of the achieved level of development of the company and the expected state after the completion of the next stage of development. These circumstances can be: the dynamics and forecast of the state of the market in which the organization operates (prospects business activity and expansion or contraction of the market for goods, services of the company); the company's internal resources, including human resources, and their development (availability of reserves and their size); policy in the field of production, personnel and the economy (what the company usually undertakes, what ways and methods it uses in these areas); the state of the labor market for the required professions (the ratio of supply and demand, the price of workers), etc.

Typically, the need for personnel is determined at the stage of developing programs to implement the development strategy, preparing and developing a business plan.

At the preparatory stage, the prospects for the organizational, economic and production development of the company are coordinated, applications are collected from managers for the acquisition of their divisions.

At the stage of developing a business plan, its sections are linked to each other and balancing in terms of deadlines, performers, resources and sources of their receipt.

Among others, as part of business plans, sections are being developed that are directly related to personnel - these are sections "Personnel" and "Management".

Based on the assessment of the state of the factors affecting the company's need for personnel, missions and policies in the field of personnel, measures are being developed for the planned period: upcoming reductions, recruitment, including key specialists, relocations, advanced training, changes in the system of motivation and evaluation of results, increasing the level of working life and labor safety, etc.

The number of workers is usually determined normative method. Based on the norms of time, production, maintenance or labor intensity of the planned volume of production, the need for workers in the necessary specialties is determined, while linking middle rank work planned for execution and employees. Time standards are taken from industry or republican reference books of standards or developed in the organization itself based on experience, examples or by calculation. In a simplified form, the number of piecework workers is determined by the formula:

where t- the total complexity of a certain type of work;

F p - the full useful fund of working time of one employee per year; on average Ф n = 1910 hours;

q n is the coefficient of performance by workers of production standards.

where B is the planned volume of output in a given period in the appropriate units of measurement;

In n - the rate of output per worker in the planning period in the same units of measurement.

The number of employees in the general case is determined by the formula:

where T n - annual labor intensity standardized work, determined in accordance with standard time standards and the planned scope of work or by expert means;

T nn - the annual labor intensity of non-standardized work, determined mainly by expert means.

In more detail, the problems of determining the need for personnel and methods for calculating the number of employees of various categories are considered in a number of works devoted to the regulation and organization of labor, personnel management.

Since the content of the work of employees, and especially specialists and managers, has a large percentage of non-standardized, creative work, it is difficult to determine the need for specialists and managers. For managers, there are average standards of manageability (Table 5.1).

Table 5.1

Manageability norms

When determining the number of subordinates, the following factors are used:

The level of competence of the manager and subordinates;

The intensity of interaction between groups or individual subordinates;

The volume of non-managerial work of the manager and the need for contacts outside the unit;

Similarity or differences in the content of the work of subordinates (with the same work, the allowable number of subordinates is greater);

Breadth of new issues in the unit (share of innovations);

The level of standardization and unification of management and production procedures in the organization;

The degree of physical differences in activity.

In intersectoral methodological materials on improving the organizational structures of the management of enterprises and production associations, the norms of manageability are given:

For heads of organizations and their first deputies - no more than 10-12 people. (divisions);

For functional departments - at least 7-10 people;

For functional bureaus - at least 4-6 people;

For design and technology departments - 15–20 people;

For design and technological bureaus - 7-10 people.

The position of deputy head of a subdivision is introduced, as a rule, when the controllability norm is exceeded by 1.5 times.

The need for personnel is influenced by the organizational structure of the company: linear, linear-headquarters, functional, program-targeted, matrix, divisional, which, in turn, depends on the fundamental approaches to the division and organization of labor. Factors that determine the structure of an organization can be objective, reflecting the specifics of production and the equipment and technology used, or subjective, reflecting the personal potential of the leader and his team.

Consider some examples of calculating the number of personnel.

Example 1 Planning the number of personnel of the organization based on the forecast of changes in labor intensity.

Initial data (results of the current year, determining the number of personnel):

The number of elevators in service - 10,252;

The total number of productive hours worked on the maintenance of elevators is 218,000 (useful time fund);

Number of employees: production (mechanics) - 145, non-production - 16.

Forecast for next year:

The time limit for servicing one elevator is increased by 15%;

Efficiency in the use of working time (the useful time fund of each mechanic) will increase by 10%;

The portfolio of orders will remain unchanged;

The ratio between production and non-production personnel will not change.

Calculation of standards for the current year:

Time spent on servicing one elevator \u003d 218,000 / 10,252 \u003d 21.3 hours;

Productive time fund of one mechanic = 218,000 / 145 = 1503 hours;

The ratio of the number of productive and unproductive workers = 145 / 16 = 9.1.

Taking into account the forecast, the need for personnel for the next year is calculated:

The time spent on servicing one elevator will be 21.3 / 1.15 = 18.5 hours;

The required number of productive hours will be 18.5 x 10,252 = 189,662 hours;

The productive time fund of one mechanic will be 1503 x 1.1 = 1653 hours;

The required number of mechanics will be 189 662 / 1653 = = 115 people;

The number of non-production personnel will be 115 / 9.1 = 13 people.

Example 2. Rationing of labor and calculation of the number of employees.

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

Managerial work as a kind of mental activity allows for the possibility of its quantitative and qualitative assessment based on the creation and use of a system of basic standards that reflect the measure of costs and results of this work at the level of primary elements.

Basic standards are calculated values ​​on the basis of which consolidated standards are developed, since the use of basic standards directly for standardizing specific work is often unnecessarily laborious.

Basic standards are created for typical elementary actions in three areas - the perception of information (listen, read, observe), its processing (actual mental work to find solutions) and use (speak, write, direct impact on a material object); into typical elementary complexes, each of which is a process consisting of at least three elementary actions (one from each direction).

When determining mental costs, it is necessary to investigate and develop the dependence of these costs on various norm-forming factors.

There are three types of complexity of the problem being solved - constructive (structural, large-scale), creative (intellectual) and operational complexity.

Each type of difficulty corresponds to a certain coefficient. For example, the coefficient of creative complexity (K TC) is set based on the following conditions: if additional information(preparation) is not required or you can limit yourself to a little analysis, then K ts = 1; if analysis is required, but the general approach, principle, solution procedure are established, K TC = 1.7; at complex work with little prior experience K TC = 2.0; with complex problems and lack of previous experience K TC = 2.5; with complex problems, the solution of which is associated with the analysis and synthesis of many uncertain factors, K TC = 3.0.

Structural complexity is determined by the composition and number of interrelated parts in the problem being solved, the number of object parameters, the degree of their diversity, etc. Operational complexity is associated with the required accuracy of decisions made, the degree of their regulation, independence, responsibility, degree of risk, scale of the solution, urgency.

The coefficients are set by experts.

To calculate the optimal number of employees for many industry-wide functions, aggregated standards for the number of employees by management functions were developed. These standards could be translated into differentiated ones for individual units and positions, taking into account the specifics of the division of labor in a particular organization.

There are enlarged time standards for office work, standard time standards for the development of design documentation, technological documentation, standards for the number of engineers for rationalization and invention; uniform time standards for drawing and copying work, etc.

In table. 5.2 shows an example of calculating the planned number of employees of the organization's archive, made according to the aggregate time standards for work on office work.

The annual labor intensity of work T n is calculated according to the time standards, adjusted for the coefficient K\u003d 1.1, taking into account the time spent on organizational and technical maintenance of the workplace, rest (including physical culture breaks) and personal needs: T n \u003d 2136 x 1.1 \u003d 2349.6 people. / h

The labor intensity of work not provided for by the collection of enlarged standards (non-standardized work), T nn is determined by an expert and is 50.3 people. / h

Table 5.2

Initial data for calculating the number of employees of the archive of the organization

The useful fund of working time of one worker per year F p is taken on average equal to 1910 hours. Substituting the initial data into the formula, we obtain the required planned number:

The employee who took this workplace, have the right to count on additional remuneration for increased labor intensity.

5.4. The concepts of rationing and labor organization, their meaning

Without norms for the cost of material and labor factors, it is impossible to plan activities, set clear goals, and determine results. Norms different kind- these are standards based on a scientific or everyday (everyday) approach, without which the activity would eventually lose its expediency. Sometimes, without knowing it, we correlate all our actions, measure them with some norms. The content and quantitative parameters of the norms, as F. Taylor proved, are radically influenced by the organization of labor. Let us give definitions to some basic concepts of organization and labor rationing.

Organization of production- the form, the procedure for combining labor with material elements of production in order to ensure the release of high-quality products, the achievement of high productivity of social labor, based on the best use of production assets and labor resources.

Scientific organization of labor (SOT)- the organization of labor, based on the achievements of science and best practices, systematically introduced into labor activity, which allows the best way to combine equipment and people in the labor process, ensuring the most efficient use of material and labor resources, continuous increase in labor productivity, contributing to the preservation of human health, the gradual transformation labor into a vital necessity.

NOT is designed to solve three main interrelated groups of tasks: economic - to ensure the most rational use of labor and material resources and thereby accelerate the growth rate of labor productivity and increase production efficiency; psychophysiological - to ensure the most favorable conditions in the labor process in order to preserve the health and sustainable performance of a person - the main productive force of society, ensure the content and attractiveness of labor, improve the culture and aesthetics of labor; social - to educate a positive attitude towards work, create conditions for the comprehensive development of the personality of workers, the transformation of labor into the first necessity of life.

Division of labor, differentiation is the specialization of labor activity, leading to the separation and coexistence of its various types. The social division of labor is the differentiation in society as a whole of various social functions performed by certain groups of people, and the allocation in connection with this of various spheres of society (industry, Agriculture, city and country, science, art, army, etc.), which, in turn, are divided into smaller branches. The technical division of labor is the division of labor into a number of partial functions, operations within an enterprise, organization. The social and technical division of labor finds expression in the professional division of labor. The specialization of production within a country and between countries is called the territorial and international division of labor. The type of division of labor is determined by the prevailing production relations. The initial division of labor (gender and age) is natural. In the future, the division of labor, in conjunction with the action of other factors (the growth of property inequality, etc.), leads to the emergence of classes, the opposition between town and country, between mental and physical labor.

Manufacturing process is the process of converting raw materials into finished products. Usually, a distinction is made between the main production processes, the purpose of which is to produce products for the market, and auxiliary (repair, transport, etc.) production processes that ensure the normal functioning of the enterprise. Everyone manufacturing process can be viewed from two sides: as a set of changes that objects of labor undergo (technological process), and as a set of actions of workers aimed at expediently changing the objects of labor (labor process).

Technological processes are classified according to the following main features: the source of energy (passive and active), the degree of continuity (continuous and discrete) and the method of influencing the object of labor (mechanical - manual or machine, and hardware).

Labor processes are classified according to the following characteristics: the nature of the object and product of labor (material-energy, characteristic of workers, and information, characteristic of employees), by functions (for workers - main and auxiliary, for employees - the functions of managers, specialists and technical performers), by degree human participation in the impact on the subject of labor (the degree of labor mechanization) (manual, machine-manual, machine, automated), according to the severity of labor.

When organizing and planning production, rationing and remuneration, cost accounting, the production process is divided into operations.

Operation- a part of the production process performed on a specific object of labor by one worker or link (team) at one workplace.

Workplace- the zone of labor activity of one worker or link (team), part of the production space, the sphere of application of labor of one worker, link.

Labor rationing- a type of production management activity aimed at establishing necessary costs and labor results, as well as the necessary ratios between the number of employees various groups and the number of pieces of equipment. Allocate norms of time, production, service, number, controllability, norms of expenditure of working time, labor force, material resources, energy etc. General provisions on labor rationing, the development, introduction, replacement and revision of norms, the provision by the employer of normal working conditions for the implementation of norms are given in Chapter 22 of the Labor Code of the Russian Federation.

To the main labor rationing methods refer analytical associated with the division of the labor process into elements, the study of these elements and the receipt of technically and scientifically sound standards, and total, using experience or statistics and allowing to obtain experimental-statistical norms. More information about labor rationing can be found in special works and guidelines.

Methods for studying labor processes and working time:

Timing - used to analyze the methods of labor and determine the duration of the repeating elements of the operation; distinguish between continuous, selective and cyclic types of timing;

Photo of working time (FW) - used to establish the structure of the cost of working time (time spent on all types of work and breaks that were observed during a certain period of time); PDFs by types of observed objects are divided into individual PDFs, group (in particular, with a brigade form of labor organization), self-photography, PDFs of equipment, production process; PDF methods - direct measurements of time, the method of momentary observations;

Photochronometry - is used to simultaneously establish the structure of the cost of working time and the duration of individual operations.

Technical means studies of labor processes and working time - stopwatch, chronoscope, film and television cameras.

Workplaces classified by profession, number of performers, type of production, type of production, degree of specialization, level of mechanization, amount of equipment. The organization of workplaces includes a system of measures to equip the means of production, objects of labor and their placement in a certain order (equipment, planning, maintenance of the RM).

Organization of workplace services classified by functions (industrial and preparatory, instrumental, commissioning, control, transport and storage, energy, repair and construction, household, maintenance of the main and auxiliary equipment), by degree of centralization (centralized, decentralized, mixed), by form (standard, preventive, duty). The type of service depends on the type of production, the nature of specialization, the range of products and other factors. The principles underlying the choice of the form of workplace service: functionality, planning, complexity, precaution, efficiency, high quality and reliability, cost-effectiveness.

Division and cooperation of labor. Social labor presupposes a general, private and individual division of labor. At the enterprises there is a technological, functional and vocational division of labor. Joint work requires cooperation: intershop, intrashop, intrasectoral, intrabrigade.

The most complete manifestation of labor cooperation is found in the brigade form of labor organization. brigade- this is the primary link in the management system and at the same time - the primary cell of the labor collective. These features, the social and production essence of the brigade, determine the specifics of the organization of labor in the brigade. The production team independently carries out the production process and manages it in its work area, bears collective responsibility for the results of its work and the implementation of the tasks assigned to it. Integrated the team is organized from workers of various professions to perform a complex of technologically diverse, but interconnected work, covering the full cycle of production or its finished part. Specialized the brigade unites, as a rule, workers of the same profession, employed in homogeneous technological operations. Integrated and specialized teams can be shift, if all the workers included in them work in one shift, or through, if they include workers from all shifts. The team is usually present and must solve the whole range of problems associated with group processes, including the problems of formal leadership and leadership, compatibility, cooperation, identification, use and development of individual and group potential, etc.

5.5. Japanese methods of labor organization and management

Starting from the 20s. of the last century, in countries with a developed market, studies were carried out related to identifying the role of a person in production, and not just as one of the factors, not just as a carrier of "living labor", as the owner of a specific product "labor force", but as a unique personality, carrier many and varied properties, qualities, potential, manifested in different ways in different conditions, in individual work and in a team. It turned out and received a comprehensive, including economic justification, that the results of both individual and collective labor are determined to a decisive extent by the attitude of people to work. It determines labor behavior, contribution to the common cause, development and competitiveness of the enterprise. It turned out that it is the quality of the workforce that is a decisive factor in ensuring the viability of the company, that it is investments in improving the quality of the workforce that pay off most fully in comparison with investments in material factors.

How to make the company's employees share its goals and interests, associate their expectations and striving for success with it, and show innovative behavior? It seems that everyone in the modern world considers the experience of large Japanese companies, the so-called " japanese phenomenon". But if at the first stages of research on the "Japanese miracle" attention was focused on subjective factors - the Japanese national character, community consciousness, the spirit of collectivism, religion, then now the reasonable opinion prevails that the basis for the success of Japanese firms is the involvement and systematic use of personal and group properties of personnel firms, competent linking of aspirations, needs, expectations, natural for a person, with the interests of the firm. We are talking about a non-trivial organization of individual and collective labor at levels from inter-company interaction to the workplace based on a truly individual approach and providing employees with opportunities for active participation in the affairs of the company and their own development.

The fact that the point is in the system of organizational decisions related to socio-psychological factors is proved by the unprecedented success of joint American-Japanese enterprises with a predominance of American personnel and some Western companies that more or less systematically use the Japanese approach, called " compacted technology”(as opposed to “in-line, Taylorist technology”), or “lean production” as the antithesis of “mass production”, and which, according to many experts, is the basis for organizing production in the 21st century. Examples - joint venture Nummi, offspring General Motors and Toyota on American soil, as well as the successes Japanese management achieved by a German car firm Porsche.

The main elements of this organizational technology, hopefully, the near future of our country, requiring research, linking with the original and constantly changing conditions of Russian reality, are as follows:

implementation of the concept of "shojinka": systems for regulating production volumes by streamlining and redistributing the workforce. Flexible redistribution of workers on the production line allows you to change the flow cycle in accordance with the demand for the company's products (usually these changes are for the coming month), due to the rational placement of machines, the availability of a sufficient number of production personnel - well-trained multi-machine workers, constant evaluation and periodic revision of the sequence of execution of technological operations reflected in the map of labor processes, continuous training of workers at the workplace, in "quality circles", due to rotation;

predominantly horizontal communications, when the bulk of operational information that controls and regulates the production process moves towards material flows without passing through the highest level of management;

The system of operational support of production with material resources "just in time" ("kanban");

complete quality control system all objects of labor at each workplace (“ jidoka»);

a system of constant search for ways to improve quality, safety and efficiency of labor and products, unification of products, reducing the labor intensity of production ("kaizen"). Under lifetime employment, workers realize that their innovations and management efforts are not intended to make their job harder, but to avoid unnecessary movements to produce more products as the basis for the prosperity of the firm and workers;

brigade organization of labor, cooperation and mutual assistance;

Orientation of all labor collectives to achieve end results linked to the final results of the firm as a whole, targeted management;

overall production synchronization, minimizing the number of workers also for production as a whole;

A system of special relations with suppliers and banks based on cooperation and taking into account the interests of the parties.

It is no coincidence that the concept of “system” is widely used here (although it would be more correct to speak of “subsystems”): the fact is that these elements are really worked out deeply, comprehensively, provided with all types of resources, interconnected, brought to the level of technological operations, constantly improved and effectively are functioning. The development of the “densified technology” system and its elements was carried out mainly in the electronic and electrical industries, automotive and shipbuilding, so the use of the potential of this approach in other areas of activity, at enterprises of a different size, organizational and legal forms, in particular, remains a big and difficult problem. , in banking structures, and here there are ample opportunities for realizing the creative potential of specialists with an economic education, especially in combination with fundamental training in the field of human behavior and personnel management.

Since this system is associated with the promotion of the personality of the employee and the labor collective to the first place, increasing their role in achieving the goals of the organization, the quality of the workforce and its attitude to work at the enterprise play the most important role in the success of the common cause. The full use of such labor enrichment factors as decision-making, independence, responsibility, feedback, and others in the main production cell, in fact, delegating the function of operational management of production to the personnel of the main production link, implies the ability of this link to effectively perform the assigned functions. This, in turn, imposes increased requirements on the personnel management system, on the activities of which the quality of the company's personnel and its development, as well as the degree of job satisfaction and, consequently, the attitude to work and returns depend.

5.6. Enlarged algorithm for the transition to the organization of labor in groups, teams

Consider, based on the analytical method of problem solving popular in management (which, by the way, is the implementation of systems approach), the logic (enlarged algorithm) of organizing the transition to group methods of work, the process of managing the creation and development of teams in the organization.

The scope of the work depends little on whether we already have a group that has shown itself positively in the performance of previous tasks and deserves the effort to achieve it. further development, turning into a “dream team”, or we must attend to the formation of a group (team) before the start of issuing a task to it or at the very beginning of the process of its implementation.

In the first case, when we already have a fairly productive group, we lean towards the choice for the group of such work that would contribute to its further development, improvement of its best qualities; in the second case, we are talking about the formation of a group with the ability to do the job, and the development of the group "from scratch" in the process of completing the task.

So, if the organization has a task for which the group form of labor organization is recognized as the most effective (according to some important criteria), or due to a clearly perceived disadvantage, it is recognized as necessary to move to the organization of teams, but there is no group as such yet, the “group for work". In this case, a full-fledged project for the formation and development of a group in the process of completing a task is needed, including the following elements (the project can be represented as an algorithm for simultaneously solving a production and socio-psychological problem):

1. Analysis of the situation and strategic and tactical plans of the organization, the formation of conviction in the need and justification for the effectiveness of the transition to teamwork. Determination of the parameters and prospects of the team (teams), principles, methods and sources of its formation. Appointment of persons responsible for implementing changes, up to senior managers. Evaluation of resources of all kinds.

2. 1) the formation of team building competencies for the future team leader and for those responsible for the reorganization. If it is necessary to restructure and reorganize the activities of the entire company on the principles of teamwork, the entire management of the company should master the maximum possible set of team building competencies for each and decide which, how much and from where external specialists will have to be involved. A manager who has mastered the basic competencies will be able to independently organize or, at least, actively participate in the formation of a group, including at the stage of selecting candidates for a future team;

2) teaching future team members the basics of teamwork, acquiring a number of necessary team building and teamwork competencies (the composition and content of competencies is determined at the discretion of managers and specialists of the organization who are already quite competent in this area).

3. Description of the problem, tasks for the future team, assessment of the degree of its attractiveness for members of the future group (for example, according to the theory of R. Hackman and G. Oldham, the task should contain: significance, completeness, independence, diversity, feedback, developing potential) .

4. Formulating an attractive image (vision) of the team's future, setting goals and defining criteria for achieving them.

5. Putting forward hypotheses, alternatives, establishing criteria for choosing among the most preferred alternatives (fast, cheap, promising, attractive to customers, etc.).

6. Selection on the basis of an express assessment of the considered alternatives of the most preferred option for completing the task according to the established criteria.

7. Elaboration of the selected preferred hypothesis to the state of the program, plan for its implementation, achievement of goals and calculation of the necessary resources of all types, including material, financial, labor. More:

1) calculation of all necessary types of resources and costs to achieve goals;

2) determination of sources, time and probability of timely receipt of resources, including material, financial, temporary, labor (group personnel);

3) linking resources and individual stages of work, if necessary - up to the development of network plans;

4) planning activities, stages of achieving goals, intermediate and final indicators;

5) determination of the requirements for the group from the side of the task, the necessary properties and qualities, abilities and skills, the level of the labor potential of the group, as well as methods and indicators for their measurement. It is necessary to organize and evaluate the qualities of candidates for members of the group, make a forecast of the degree of usefulness for the group, functional and official and social status and role in the group; determine the labor potential of the group, usefulness in terms of competencies and roles;

6) a comprehensive review of the structure and composition of the group and testing the ability of the group to group work. It is useful to offer the group to perform a trial (test) task aimed at identifying the possibility of joint work and potential for development (consideration of a business situation, conducting a business game, brainstorming, group training of cohesion, mutual understanding, trust, communication), as well as aimed at identifying the level of professional - qualification potential. Based on the results of the approbation, it is necessary to analyze the results and make changes to the composition and / or structure of the group, and possibly to the task itself;

7) determination of working conditions, organization and regulation of the work of the group;

8) development of a system of remuneration and incentives for the work of the group as a whole and members of the group, the distribution of collective bonuses among members of the group;

9) determination of the form of control over the activities of the group and labor behavior.

8. Implementation of the alternative, i.e., the implementation of the plan, the program: ensuring the flow of resources, organizing and implementing the activities of employees, monitoring, regulating, coordinating, stimulating, monitoring progress in the activities and development of group processes.

9. Obtaining intermediate production and / or socio-psychological results and their analysis, substantiating the need to either continue the implementation of the plan, or make adjustments, or stop work, or return to any previous stage of the algorithm. Implementation of measures consistent with the decision taken on the basis of the results of the intermediate control and analysis.

10. Obtaining the final result and its analysis, substantiating the conclusion: either the goal is achieved and the problem is solved, or it is necessary to continue work, expand the scope of work, or stop working, or return to any previous stage.

11. Making an informed decision regarding the future fate of the group: dissolution, transformation, assignment of other work.

The sequence of stages, works, procedures included in the algorithm should not be considered as rigid. Many procedures are implemented in an iterative mode: work on the next stage may lead to the need to clarify, redo some aspects of the previous stages. In addition, a specific competent manager may come to the need to make changes to this algorithm.

The criteria for deciding on the future fate of the group may be as follows:

Favorable / unfavorable from the point of view of the organization, trends in the development, behavior and productivity of the group;

Presence / absence of work that can interest the group and ensure its development;

Favorable / unfavorable prospects for the development of the organization itself and group work in it.

In the case of a situation favorable for the organization and development of the group, the “work for the group” approach is implemented:

An analysis of the new situation and the new state of the group is carried out;

The tasks that could be assigned to the group are determined;

Criteria for selecting a task for a group are defined, for example, such as more high level complexity compared to the previous task, the level and reasons for the interest of the group members in it, the significance of the task for the organization, the presence of developing potential in the task;

From a set of possible tasks, a task is selected that can captivate the group “to new achievements”;

5.7. Working conditions and safety

Article 209 of the Labor Code of the Russian Federation defines the basic concepts of labor protection in this way.

Occupational Safety and Health– a system for preserving the life and health of employees in the course of their work, including legal, socio-economic, organizational and technical, sanitary and hygienic, medical and preventive, rehabilitation and other measures.

Working conditions- a set of factors of the working environment and the labor process that affect the performance and health of the employee.

Harmful production factor- a production factor, the impact of which on an employee can lead to his illness.

Hazardous production factor- a production factor, the impact of which on an employee can lead to his injury.

Safe working conditions– working conditions under which the impact on workers of harmful and / or dangerous production factors excluded or the levels of their impact do not exceed the established standards.

The formation and change of working conditions is influenced by many factors, combined into three groups:

1. Socio-economic:

1) normative and legislative regulation of socio-economic and production working conditions (duration of working hours and modes of work and rest, sanitary norms and requirements, a system for monitoring compliance with applicable laws, requirements and rules in the field of working conditions);

2) socio-psychological factors that characterize the employee's attitude to work and working conditions, the psychological climate in production teams, the effectiveness of applied benefits and compensation for work, which are inevitably associated with adverse effects.

2. Organizational and technical:

1) means of labor (industrial buildings and structures, sanitary and domestic devices, technological equipment, tools, devices, including means that ensure the technical safety of labor);

2) objects of labor and the product of labor (raw materials, materials, blanks, semi-finished products, finished products);

3) technological processes (physical, mechanical, chemical and biological effects on the processed objects of labor, methods of their transportation and storage, etc.);

4) organizational forms of production, labor and management (level of specialization of production; its scale and mass character; shift work of the enterprise; discontinuity and continuity of production; forms of division and cooperation of labor; its techniques and methods; applied modes of work and rest during the work shift, week , years; organization of workplace maintenance; structure of the enterprise and its divisions; correlation of functional and linear control production, etc.).

3. natural factors, which are of particular importance in the formation of working conditions in agricultural production, mining, transport, construction, etc.

According to the Decree of the Ministry of Labor and Social Development of the Russian Federation of March 14, 1997 No. 12, all workplaces available in the organization are subject to certification in terms of working conditions.

The results of certification of workplaces in terms of working conditions, carried out in accordance with this regulation, are used for the purposes of:

Planning and carrying out measures to protect and improve working conditions in accordance with the current regulatory legal documents;

Certification of production facilities for compliance with labor protection requirements;

Justifications for the provision of benefits and compensations to employees engaged in hard work and work with harmful and dangerous working conditions, in the manner prescribed by law;

Deciding whether the disease is related to the profession (if an occupational disease is suspected), establishing a diagnosis of an occupational disease, including when resolving disputes and disagreements in court;

Consideration of the issue of termination (suspension) of the operation of the workshop, site, production equipment, changes in technologies that pose a direct threat to the life and (or) health of workers;

Inclusion in the employment contract (contract) of the working conditions of employees;

Familiarization of employees with working conditions in the workplace;

Compilation of statistical reporting on the state of working conditions, benefits and compensation for work with harmful and dangerous working conditions in the form No. 1-T (working conditions);

Application of administrative and economic sanctions (measures) against the guilty officials in connection with violation of labor protection legislation.

The terms of certification are established by the organization, based on changes in the conditions and nature of work, but at least once every 5 years from the date of the last measurements.

Workplaces are subject to mandatory recertification after the replacement of production equipment, changes technological process, reconstruction of collective protection equipment, etc., as well as at the request of the State Expertise of Working Conditions Russian Federation who revealed violations during the certification of workplaces in terms of working conditions. The results of the recertification are drawn up in the form of an appendix for the relevant positions to the certification card of the workplace for working conditions.

Measurements of the parameters of dangerous and harmful production factors, determination of indicators of the severity and intensity of the labor process are carried out by the laboratory divisions of the organization. If an organization does not have the necessary technical means and the regulatory and reference base, centers of state sanitary and epidemiological surveillance, laboratories of the bodies of the State Expertise of Working Conditions of the Russian Federation and other laboratories accredited (certified) for the right to conduct these measurements are involved.

Assessment of injury safety of workplaces is carried out by organizations independently or, at their request, by third-party organizations that have permission from the bodies of the State Expertise of Working Conditions of the Russian Federation for the right to carry out these works.

Working conditions include mode of work and rest, and although some employees would prefer to work on an individual basis, the enterprise cannot always meet them halfway due to the requirements of the technological process, content and nature of work. Usually, the mode of work and rest is reflected in the work schedule of the organization or in collective agreement, and when hiring, the employee decides whether he is satisfied with such a regime or not. The mode of work and rest is developed taking into account the maximum possible preservation of the working capacity of people and the reduction of fatigue.

AT Civil Code there is chapter 59 "Obligations due to injury", according to which the employer bears liability for damage, incurred by an employee of his enterprise (this may be an injury or other harm caused to the life or health of citizens in the performance of their contractual obligations).

Compensation is subject to income lost by the victim as a result of the injury, as well as all expenses incurred by him in the course of treatment, the purchase of medicines, prosthetics, sanatorium treatment, the purchase of special Vehicle, preparation for another profession, etc., while the pension and earnings of the victim are not taken into account.

In the event of the liquidation of the enterprise, the successor assumes the compensation for the damage, or an amount is withdrawn from the account of the enterprise and capitalized, the interest on which is sufficient to compensate for the damage caused to the employee. The Rules for Compensation by the Employer of Harm Caused to Employees by Injury, occupational disease or other damage to health associated with the performance by them job duties» in red. Federal Law No. 180-FZ dated November 24, 1995. The conclusion that the entrepreneur must make is that the costs of labor protection are economically feasible and pay off.

CHAPTER 1. Theoretical foundations of planning the need for enterprise personnel

1.1. Essence, goals and objectives of personnel needs planning ....... 4

1.2. Methodology for planning the needs of personnel personnel .............................. 7

1.3. The main directions for improving the planning of personnel needs…………………………………………………………………..….…12

CHAPTER 2 analysis of the main results of economic activities of ZELENSTROY JSC

2.1. Brief description of JSC "Zelenstroy" .............................................. ....17

2.2. Characteristics of Zelenstroy personnel ....................................................... .......22

2.3. Analysis of the effectiveness of planning the needs for personnel of JSC "Zelenstroy" .............................................. ................................................. ................25

Conclusion..................................................................................................44list of sources used.....................................46

INTRODUCTION

For all organizations - large and small, commercial and non-commercial, for any enterprise, the need for personnel is important. Without people, there is no organization. Without the right people, without specialists, no organization can achieve its goals and survive. Therefore, the problem of rational planning of personnel needs in the enterprise has been and remains very relevant.

Creating world-class production is always associated with the people who work in the enterprise. The correct principles of organizing production, 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, susceptibility to learning.

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 hiring. People who come to the organization should strive to master aspects of this business as much as possible.

Practically significant is the planning of personnel needs. In most companies, human resources departments or human resource management are more accustomed to planning the number of employees in enterprises. Their main task is to ensure that the enterprise or organization has as many employees as there should be in accordance with the staffing table, so that the needs for them do not go beyond the possibility and usefulness.

But 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 system of work with personnel should be planned in such a way as to constantly achieve an increase in the labor force of the enterprise of those people who have good knowledge, and to ensure that there are more and more such workers in each department.

As a result of forecasting supply and demand for labor resources any organization can figure out the number of people it needs, their skill level and staffing.

As a result, a coordinated personnel policy can be developed, including systems for recruiting, training, improving and remunerating personnel, as well as a policy of relations between the administration and employees. This strategic plan can be broken down into specific workforce programs.

The concept of workforce planning is simple. But its implementation is difficult. The corporate strategy does not always develop smoothly, because the equipment is not always available on time, or it does not fulfill the tasks that were predicted. Sometimes there is a greater than expected turnover of personnel in some areas of production and regions. The planned recruitment is not ongoing. Step-by-step training is calculated with errors, potential handouts are discredited. As a result, the plans are not fulfilled. However, the existence of a plan, at least, gives a sense of perspective, and systematic monitoring and control of its implementation can help correct deviations from the strategic direction.

The purpose of this course work is to carefully study one of the most important aspects of the theory and practice of management - the planning of needs for the personnel of an enterprise, as well as to consider the practical application of planning for personnel needs on the example of Zelenstroy JSC.

To achieve the set goals, it is necessary to solve the following tasks:

consider the theoretical aspects of staffing needs planning;

conduct a general analysis of the enterprise;

to analyze, on the example of a particular enterprise, the effectiveness of planning for personnel needs;

The object of consideration in this course work is Zelenstroy JSC, which carries out its economic activity in Almaty.

The subject of this course work are issues related to the planning of personnel needs, the methodology for accounting for the necessary personnel, the effectiveness of planning measures, etc.

Chapter 1.Theoretical foundations of planning for the personnel needs of an enterprise.

1.1. Essence, goals and objectives of personnel needs planning for

enterprise.

One of the main tasks of personnel planning is to determine the needs for personnel. The need of an enterprise for personnel is understood as the necessary quantitative and qualitative composition, determined in accordance with the chosen development strategy of the company. This planning is carried out in order to determine the number of employees by categories of personnel who are involved in performing specific tasks. At the same time, their professional composition is indicated, the states are approved.

As can be seen from the foregoing, one should distinguish between qualitative and quantitative need for personnel. Both of these types of needs in the practice of headcount planning are calculated in unity and interconnection.

Qualitative need, i.e. the need for categories, professions, specialties, the level of qualification requirements for personnel, is calculated based on:

professional and qualification division of works recorded in the production and technological documentation for the working process;

requirements for positions and workplaces enshrined in job descriptions or job descriptions;

the staffing table of the organization and 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.

Calculation of the qualitative need for professions, specialties, etc. accompanied by a simultaneous calculation of the number of personnel for each criterion of quality needs. The total need for personnel is found by summing up the quantitative need for individual qualitative criteria.

The qualitative need for specialists and managers can be determined through the consistent development of the following organizational documents:

goal systems as the basis of the management structure;

general organizational structure, as well as organizational structures of departments;

staffing;

job descriptions (job descriptions) of specialists and managers. This type of document can be used as the basis for calculating the labor intensity of performing job functions.

A typical job description should have the following sections:

characteristics of the organizational status of the position (working meta) - place in the hierarchical system of the organization or division, wage group, etc.;

description of work requirements for the performer - knowledge, experience, abilities, character traits necessary for the specifics of the workplace, organizational skills, managerial qualities, etc.;

rights, responsibility, relationships of the workplace - given and entrusted instructions, input and output information (and forms of its presentation), the nature of participation in the decision-making process, structural relationships with other workplaces and subdivisions.

The task of determining the quantitative need for personnel is reduced both to the choice of a method for calculating the number of employees, and to establishing the initial data for calculating and directly calculating the required number of employees for a certain time period.

The planning of the company's needs for personnel necessary to fulfill the plan for production and sales of products is carried out in terms of labor and personnel (Fig. 1).

The purpose of developing a plan for labor and personnel is to determine the rational (economically justified) needs of the company in personnel and ensure its effective use in the planned period of time.

The main tasks that are solved in the process of labor planning are the following:

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

formation of the optimal gender, age and qualification structure of the workforce of the company;

training, retraining and advanced training of the company's personnel;

improvement of labor organization;

stimulation;

creation of favorable working and rest conditions for personnel;

increase in productivity and quality of work;

ensuring the optimal ratio between the number of personnel, salary and labor productivity in the planned period;

personnel rotation (hiring, dismissal, transfer to another job);

optimization of funds for the maintenance of personnel, etc.

The labor planning process is an integral part of tactical planning. However, if the planning of material factors of production is not difficult, then personnel planning is the most difficult. This is due to the fact that each member of the company's workforce has its own potential employment opportunities, character traits, and in this respect it is unique. Consequently, the labor collective as an object of tactical planning does not represent the sum of the company's employees, but is characterized by a synergistic effect, which is extremely difficult to assess.

1.2. Methodology for planning the needs of personnel.

In order to assess the needs for personnel for each structural unit, and for the enterprise as a whole, the technological process of planning labor and the number of employees is analyzed, because it is directly related to planning the needs of the enterprise in personnel.

The technological process of labor and headcount planning is a sequence of interrelated procedures that have a certain set of initial data, an algorithm for calculating indicators and a final result (Fig. 2), the following planned calculations are performed in the planning process:

analyzes the implementation of the plan for labor and number for the previous period;

planned indicators of labor productivity are calculated;

the normative labor intensity of manufacturing a unit of production, work and commercial output is determined;

the planned balance of working time of one worker is calculated;

the need for personnel, its planned structure and movement are calculated;

personnel development is planned.

The planned indicators of labor productivity, which are most often used, include production and labor intensity.

Yrabota (B) is the amount of output produced per unit of time. This indicator is calculated according to the following formula:

where O rfact is the actual volume of sales, T is the time spent on sales.

In planning practice, the indicators of annual, monthly, daily, and hourly output, calculated for marketable products in value terms, are most often used.

Annual (monthly) output. This indicator is called output per worker. Annual output characterizes the use of working time for the year, month.

year = ,

where Ch p - the average number of workers.

H r * T d

Nevnaya development characterizes the effectiveness of the use of the working day.

In days = ,

where T days is the number of working days.

H r * T days * T cm

Ace production characterizes the hourly labor efficiency.

per hour = ,

where T cm is the duration of the work shift.

Q O rfact

On intra-company planning, especially in industry, labor intensity indicators are widely used.

t e = = ;

The planned balance of working time for one worker involves an assessment of the number of days and hours worked by one employee for the pre-planning period, as well as the use of the working time fund. This analysis is carried out for each structural unit, category of employees and for the whole enterprise. The indicators of the base and reporting year and the plan for the reporting period are analyzed, the following indicators are calculated:

F 1 P rd1 * P rp1 * H ss1

F 0 P rd0 * P rp0 * H ss0

The index of hours worked (I ov) is determined by comparing hours worked in the reporting F 1 and base F 0 periods.

I ov = = ,

where P rd1 , P rd0 - the actual average length of the working day in the reporting and base periods (h), P rp1 , P rp0 - the actual average length of the working period (month, quarter, year) in the reporting and base periods, H ss1 , H ss0 - the average number of workers in the reporting and base periods (persons).

2. The impact on the change in the total number of hours worked of the duration of the working day is determined as follows:

a) the index of the duration of the working day (I rd):

rd = ;

b) in absolute terms (∆F pd):

∆F pd \u003d P rd1 * P rp0 * H ss0 - P rd0 * P rp0 * H ss0 \u003d (P rd1 - P rd0) * P rp0 * H ss0.

3. Impact of working period change:

) index of duration of the working period (I rp):

I rp = ;

b) in absolute terms (∆Ф rp):

∆F rp = P rp1 * P rd1 * H ss0 - P rp0 * P rd1 * H ss0 = (P rp1 - P rp0) * P rd1 * H ss0.

Effect of deviation in the number of workers:

a) population index (I h):

I h \u003d;

b) in absolute terms (∆F h):

∆F h \u003d H ss1 * P rp1 * P rd1 - H ss0 * P rp1 * P rd1 \u003d (H ss1 - H ss0) * P rd1 * P rp1.

P rd1 * P rp1

P rd0 * P rp0

The integral coefficient of the use of working time (Kirv) generally characterizes the level of use of the working day and the working period:

K irv = .

6. The number of unemployed workers due to incomplete use of the planned duration of the working period (∆Ch rp):

P rp p - P rp f

H rp \u003d * H ss f,

where P rp p, P rp f - respectively, the planned and actual duration of the working period (days), H ss f - the average number of employees of the company in this period (persons).

To calculate the staffing needs, we will need the following indicators:

The index of the average number of employees (I hss) is determined by the ratio of the average number of employees in the company (structural unit) per one calendar day in the reporting (planned) year (Ch ss1) and in the base year (Ch ss0):

I heart rate = .

The index of the share of personnel in this category (I uv i) is determined by the ratio of the share of the i-th category of employees in the total number of personnel in the reporting (planned) year (Uv1) to their weight in the base year (Uv0):

Iuvі = .

3 . Labor force index (I hrs) is determined taking into account the change in the number of employees (usually for certain categories) at the beginning and end of the analyzed period.

where N 0 - the number of employees at the beginning of the analyzed period (persons), N pr - the number of newly hired for a given period (persons), N uv - the number of dismissed for a given period (persons).

When planning the release and additional need for personnel, the following coefficients are used:

1. The staff attrition rate (Kvk) is determined by the ratio of the number of hired employees for the analyzed period (N pr) to the average number of employees (N ss) for the same period (in%):

vk = * 100.

2. The recruitment rate (K pc) is determined by the ratio of the number of hired employees for the analyzed period (N pr) to the average number of employees (N ss) for the same period (in%):

pc = * 100.

The staff turnover rate (K tk) is determined by dividing the number of employees of the company (department) dismissed for unplanned reasons (Ch unp) by the average number of employees (Ch ss) for the same period (in%):

K mk \u003d * 100.

4. The relative surplus (shortage) of labor force (∆Ch) is determined by comparing the actual number of employees (Ch f) with the planned average headcount (Ch n), adjusted for the level of implementation of the plan in terms of the volume of marketable (gross) output (I cp): ∆Ch \u003d (Ch f - Ch p) * I vp.

Personnel development planning – this is the planning of activities that should be carried out at the enterprise for the development, retention and effective use of personnel.

The objectives of personnel development planning are to determine future requirements for jobs (strategic objectives) and plan activities that serve the professional growth of employees in order to ensure that personnel meet the requirements of scientific and technological progress (tactical objectives). Planning for the training and advanced training of personnel has a positive effect on the growth of labor productivity and profitability of the enterprise. It expands the possibilities of the enterprise to more qualifiedly select an employee for a specific workplace.

1.3. The main directions for improving the planning of personnel requirements.

To conduct a more effective planning of the needs for the personnel of the enterprise, it is necessary to assess the need for personnel. It is obvious that the planning of personnel requirements is part of the overall planning process in the organization. Ultimately, successful workforce planning is based on knowing the answers to the following questions:

how many workers, what skills, when and where needed;

how to attract the right people and reduce or optimize the use of redundant staff;

how best to use personnel in accordance with their abilities, skills and intrinsic motivation;

how to provide conditions for personnel development;

what costs will be required by the planned activities.

Personnel planning is carried out in three stages:

Forecast of staff needs, collection of information on the qualitative and quantitative need for staff, taking into account the time factor;

Planning for the availability of personnel: establishing the actual availability of personnel, taking into account their qualitative, quantitative characteristics and the temporal aspect;

Planning the discrepancy between actual and planned indicators of the availability of personnel: clarification of the shortage or excess of personnel in time and, in accordance with this, the development of measures to provide personnel, release personnel, and improve the qualifications of personnel.

When planning for the necessary staffing requirements is completed, the next step is to publish a job posting. In doing so, the following key factors must be taken into account.

Make sure the ad is designed and worded in a way that attracts those who could potentially do the job and excludes those who can't. There is no point in wasting the time of either the HR person or candidates looking for those who are not suitable for the job. Job advertisements should not focus on a large number of responses, but on one sensible selection of relevant responses. The advertisement should state the salary or amount, because this gives one of the best indications of the scale and level of work.

If the advertisement is not made correctly, then the company may lose a lot of time on workers who are not suitable for the job offered. Having recruited workers that do not correspond to the profile, the enterprise will incur losses, because. labor productivity will decrease significantly as a result of an increase in labor intensity.

Chapter 2analysis of the main results of economic

activitiesJSC "ZELENSTROY"

2.1. Brief description of JSC

"Zelenstroy".

In October 1934, in the city of Alma-Ata, the "Office of landscaping the city" was organized, which was directly subordinate to the city department of public utilities. After many transformations in 2003, a large enterprise, Zelenstroy JSC, was reorganized.

Today JSC "Zelenstroy" is a modern specialized enterprise. The organization performs complex work on the maintenance and improvement of green spaces, parks, squares and flower beds in the city of Almaty. In 2007, the area of ​​serviced public facilities is 385.24 ha. Every year, Zelenstroy JSC carries out major repairs of public facilities in terms of landscaping. In 2005-2006, the following facilities were commissioned and put into operation:

Overhaul of the park of 28 Panfilov guardsmen;

Landscaping of the interchange on Sain - Raimbek;

Overhaul of green spaces on Raimbek Ave., st. Halliulina, st. Tattibekova;

Well Youth Theater;

Overhaul on the mountain "Kok-tobe";

Landscaping and landscaping of the station square in Almaty I;

Replacement of thujas in the public garden of the city Akimat along the southern side of the RK Square;

Landscaping and landscaping of the Zhas Kanat square;

Landscaping of the territory of the village of Alatau, Medeu district;

Improvement of the western side of the green zone of st. Dulaty;

Creation of a tree and shrub composition "Symbol of the city of Almaty" on the western slope of Mount Kok Tobe;

Landscaping and gardening of the territory along the western side of the Kazakh State Circus and the embankment of the Esentai River, Zhas Kanat Square;

Capital repairs st. Kurmangazy.

Zelenstroy serves five districts of the city: Almalinsky - 60.5 hectares, Bostandyksky - 167.79 hectares, including Dendropark - 73 hectares, Medeusky - 45.2 hectares, including Park 28 Guards. Panfilov - 17.6 ha, Zhetysu - 43.3 ha, Turksib - 50.85 ha. Each production area is equipped with utility and storage facilities. In addition, the Turksibsky, Medeusky and Zhetysusky production sites have their own water intake stations to ensure the irrigation of green spaces. At production sites, water supply, sewerage and heating exist from the relevant networks of the city.

Greenhouses with a total area of ​​1.5 hectares are located on the territory of Zelenstroy JSC. Experienced specialists grow planting material and flower seedlings for landscaping city boulevards, alleys, parks, squares. Every year, more than 250,000 cannes, over 400,000 tulip bulbs, 983,000 seedlings (potted, carpet), roses, as well as various types of flowers (chrysanthemum, kala, freesia, dahlias ...) are planted in greenhouses for sale to third parties and population.

The total area of ​​the nursery is 84.6 hectares. 35 hectares are occupied by young plantings, including 3.3 hectares for conifers, 24.5 hectares for deciduous and shrubs, and 1.2 hectares for tulips. and 6 ha. - lawn grass. Tree species are presented in a large assortment: 11 species of coniferous species in the amount of 17,000 pieces, 20 species of deciduous trees in the amount of 28,000 pieces, 15 species of shrubs in the amount of 16,000 pieces. The main task of our nursery is the cultivation of planting material for landscaping the city .

In 2007, the area for growing lawn grass increased to 10 hectares, planting conifers was carried out on 5 hectares, and another 18 hectares were allocated for planting deciduous trees and shrubs.

Our plans include expanding the types of species composition of trees to update the decorative design of the green fund of the city. For this purpose, contracts were concluded with foreign nurseries ARBOR (Belgium) and LORBERG (Germany) for the supply of seedlings of coniferous and hardwood species, both for sale for private customers and for growing the material with subsequent planting at public facilities in Almaty.

On the territory of the enterprise there is a mechanization base equipped with the necessary premises for the repair, maintenance and parking of vehicles, including the territory has its own gas station to provide equipment with fuel and lubricants. To carry out the work, there are 148 units of the necessary vehicles (buses, dump trucks, tractors, watering machines, loading equipment, cranes, aerial platforms) and 133 units of small-scale mechanization (lawn mowers, chainsaws, brush cutters, motor pumps, sod cutters, snowplows, mini tractors).

In addition to landscaping, Zelenstroy JSC is engaged in the repair and maintenance of the canal network of the city. To do this, there is a special Hydro site, which around the clock serves about 130 kilometers of the city canal network, cascades of the head canal and the M. Almatinka river and distributes the water flow for irrigating the city's green spaces. The enterprise also maintains city fountains, where a separate team works.

JSC "Zelenstroy" is constantly striving to improve the modern look of the city. The once-abandoned forest parks are gaining new life. The successful activity of the organization is marked by the receipt of many diplomas, certificates and thanks. JSC "Zelenstroy" is a professional in his field and today he can really be proud of his achievements.

Joint-Stock Company "Zelenstroy" is an independent business entity, a legal entity, has an independent balance sheet, a current account in banking institutions, a seal and stamps with its name, letterheads.

The enterprise carries out its activities in accordance with the Civil Code of the Republic of Kazakhstan and other regulations in force on the territory of the Republic of Kazakhstan and this Charter.

The enterprise operates on the basis of economic calculation, is responsible for the results of its production and economic activities and the fulfillment of obligations to suppliers, consumers, the budget, and banks.

The enterprise, on its own behalf, acquires property and non-property rights and bears obligations, acts as a plaintiff and defendant in court and arbitration in accordance with the current legislation of the Republic of Kazakhstan:

the enterprise is not liable for the obligations of the founder;

the founder is not liable for the obligations of the enterprise, with the exception of cases established by law;

the company is liable for its obligations with all its property.

Enterprise goals:

performance of work;

production of products;

provision of services in the field of improvement in order to meet public needs;

Receiving a profit.

The production structure of JSC "Zelenstroy" is represented by a set of main and auxiliary, which are assigned the functions of ensuring the rhythmic, continuous operation of the entire enterprise (Fig. 3).

O the main division is directly involved in the implementation of works and services for the population, carries out the main activities that were listed above. The landscaping site ensures the supply of the main production with raw materials and materials.

The repair and mechanical workshop is responsible for the normal functioning and repair of equipment and machinery.

Garage - premises in which machinery and equipment are stored until the moment of its use, as well as everything that needs repair. The production structure is represented only by the main production, which in turn does not interfere with ensuring the smooth and rhythmic functioning of the enterprise. This production structure is subject, it has a corresponding nature and types of services.

2.2. Characteristics of the personnel of Zelenstroy JSC

The management system of JSC "Zelenstroy" includes two subsystems: control and managed (Fig. 4). The management system includes a director, chief accountant, leading economist, chief engineer, personnel inspector, headed by the director of the enterprise. The main and auxiliary workers that provide the processes for the provision of services act as a managed system.

The enterprise under consideration is characterized by a linear-functional management system, when functional services or individual specialists, depending on the functions performed, develop solutions for production units, and then these decisions are approved by the line manager.

SECRETARY

ECONOMIST

CHIEF ENGINEER

		WORKING
O MAIN

DISPATCHER

ENGINEERS

Fig 4. Organizational structure of the enterprise

The director is the highest official of the enterprise. The appointment of a director and the conclusion of an employment agreement (contract) with him is carried out by the founder. The director on issues referred by the contract to his competence acts on the principles of unity of command.

The director performs the following permanent functions and responsibilities for organizing and ensuring the activities of the enterprise:

organization of the statutory activities of the enterprise;

formation of production work plans;

approval of internal documents, determination of the organizational structure of the enterprise;

selection, reception and placement of personnel;

statement staffing and wages of its employees.

The relationship between employees and the director, arising on the basis of employment contract(contract) are regulated by labor law.

The chief accountant performs work on various types of accounting, receives and controls primary documentation, prepares it for reporting processing, draws up the balance sheets of the enterprise. And two accountants subordinate to him divided between themselves the functions of a cashier and a calculator.

The Lead Economist prepares reports on labor, wages, costs and other financial indicators. Provides at the end of each year an analysis of the financial and economic activities of Zelenstroy JSC.

The chief engineer organizes production at the enterprise. Provides labor protection and safety, personnel training, etc.

The secretary, respectively, performs the following main functions of office work:

accounting, registration, consideration of incoming correspondence for a report to management;

control over the execution of the decision of the director;

preparation and printing of documents and orders;

preparing files for archiving.

Workers perform their duties according to their specialty.

2.3. Analysis of the effectiveness of planning the need for personnel in JSC

"Zelenstroy".

To analyze the effectiveness of planning the need for personnel of Zelenstroy JSC, it is necessary to calculate the indicators presented in paragraph 1.2. this course work.

Initial data:

№ p/n	Indicators
		Human	specific weight, %	Human	specific weight, %	Human	specific weight, %
	Average number of total
Employees:
	Leaders
	Specialists
	Own employees
	Main
	Auxiliary
	Was taken

Average headcount index: I hss =

Total for the enterprise: I heart rate 2008 = 71: 80 = 0.89; I heart rate 2009 = 71: 71 = 1

Working staff: I heart rate 2008 = 58: 67 = 0.87; I heart rate 2009 = 58: 58 = 1

Index of the share of personnel of this category

Employees: 2008 2009

I uv (managers) = 7.05: 6.25 = 1.13 I uv (managers) = 7.05: 7.05 = 1

I SW (specialists) = 5.63: 5 = 1.13 I SW (specialists) = 5.63: 5.63 = 1

I SW (employees) = 5.63: 5 = 1.13 I SW (employees) = 5.63: 5.63 = 1

№ p/n	Indicators			Deviation			Deviation
				absolute	relative, %		absolute	relative, %
	Total headcount index
	workforce
	Index of the proportion of employees:
	Leaders
	Specialists
	Own employees
	Index of the proportion of workers:
	Main
	Auxiliary
	Labor force index

- workers:

I SW (basic) = 74.65: 76.25 = 0.98 I SW (basic) = 77.46: 74.65 = 1.04

I SW (auxiliary) = 7.04: 7.5 = 0.94 I SW (auxiliary) = 4.23: 7.04 = 0.60

A analysis of the number and proportion of workers and workers

JSC "Zelenstroy" for 2007 - 2009

The index of the average headcount of the enterprise in 2008 was 0.89. This suggests that the number of employees of the enterprise decreased by 11%, because the services performed by the organization were less labor intensive this year than in 2007. The workforce index does not differ much from the index for the entire enterprise, here the number of workers decreased by 13%. This is explained by the fact that the number of AUP employees has remained the same for three years. In 2009, there are no changes in the number of both the entire enterprise and workers, because the average number of workers in 2008 was sufficient to provide services.

The index of the proportion of employees in each category in 2008 was the same 1.13, because. the number for each category did not change, but the total share of employees changed due to changes in the number of workers (16.25% → 18.31%). The percentage of personnel ratio remained at the level of 2008: 18.31%/87.69% respectively.

The share index of the main workers in 2008 amounted to 0.98, for auxiliary workers - 0.94. In 2009, the number of main workers increased, thus. the share index of this category increased by 0.06 and amounted to 1.04. And the index of the share of auxiliary workers decreased to 0.60 (by 0.34) as a result of a decrease in the number of workers in this category.

The labor force index says that:

in 2007, the payroll at the beginning of the year was 62 people, and as a result of hiring and dismissal, it decreased to 56 people at the end of the year, this decrease was 10%, i.e. 6 people;

in 2008 at the beginning of the year the headcount was 56 people, after the recruitment and departure of personnel at the end of the year it was 55 people, thus the number decreased by 2%, i.е. 1 person;

in 2009 the trend of headcount reduction does not change. At the beginning of the year, it amounted to 55 people; the number decreased by 1 person, i.e. on 2 %.

When planning the release and additional staffing needs, the following calculation is used, its initial data:

№ p/n	Indicators
	Average number of workers
	Average headcount of key workers
	Headcount at the beginning of the year
	Was taken
	payroll at the end of the year

Personnel dropout rate: Kvk = * 100.

KVK 2007 = (29: 61) * 100 = 47.54%

K vk 2008 = (34: 53) * 100 = 64.15%

Kvk 2009 = (38: 55) * 100 = 69.09%

Frame acceptance rate: K pc = * 100.

To pc 2007 \u003d (23: 61) * 100 \u003d 37.70%

To pc 2008 \u003d (33: 53) * 100 \u003d 62.26%

To pc 2009 \u003d (37: 55) * 100 \u003d 67.27%

Staff turnover rate: K tk = * 100.

K tk \u003d K vk

Relative surplus (deficiency) of the working: ∆Ch \u003d (Ch f - Ch n) * I vp

I vp \u003d O r fact: O r plan

I VP 2007 = 8588: 8319 ≈ 1.03;

I VP 2008 = 8845: 8647 ≈ 1.02;

I VP 2009 = 11124: 11128 ≈ 1

∆H 2007 \u003d (67 - 73) * 1.03 \u003d - 6 people

∆H 2008 \u003d (58 - 70) * 1.02 \u003d - 12 people

∆H 2009 = (58 - 65) * 1 = - 7 people

Personnel movement indicators of Zelenstroy JSC for 2007-2009

№ p/n	Indicators			Deviation			Deviation
				absolute	relative, %		absolute	relative, %
	Retirement rate, %
	Personnel acceptance rate, %
	Staff turnover rate, %
	Relative lack of labor force, pers.

The attrition rate at this enterprise is a large percentage, because the enterprise is seasonal in nature. In 2008 and 2009, the retirement rate increases first by 35.49%, then by another 11.73%. recruitment is also increasing.

The recruitment rate has increased over the course of three years, as The ball set the task to implement the largest number of services that the company succeeded. As a result, the recruitment rate was 56.90% in 2008 and 63.79% in 2009.

The staff turnover rate is equal to the staff attrition rate, because the enterprise has a seasonal nature of work, and the main dismissal occurs here for only one reason - the end of the season.

The calculations show that there is a shortage of labor, but purely theoretically. But in practice, there is no shortage of labor force. Labor productivity does not fall due to a decrease in the number of workers, but rather increases due to a decrease in labor intensity. Labor intensity, in turn, decreases as a result of improved technical equipment.

In this chapter of the course work, an analysis was made of the main results of the economic activity of Zelenstroy JSC, which showed that the company is working stably. The development of the organization is at a normal level of existence: wages are paid on time, there is a certain profit and demand for the services of this organization. The disadvantage of this enterprise is the lack of any planning in the field of personnel policy. If no action is taken to improve, then Zelenstroy JSC may turn out to be an uncompetitive enterprise in this industry, because various design decorations and landscaping of the city territory are carried out at a fairly high competitive level.

At this enterprise, as such, planning of the need for personnel is not carried out. The first activity will be the planning of the need for personnel of Zelenstroy JSC.

How can this be done?

First, you need to find out the number of contracts that the company entered into over the three analyzed years.

Secondly, we will find the average number of contracts that can be offered in the next year (we will plan):

Qty. Dog= 76

Calculate the average cost per order in 2009:

S. zak. = 11124 tons : 70 contracts = 158.9 tons

Now you can find out how much sales will be, approximately, next year:

Op = 76 orders * 158.9 tons = 12076.4 tons

Based on the data obtained, you can find the need for personnel (A) for the next year, provided that the output per worker and labor intensity do not change:

A \u003d 12076.4 t.t. : 191.79 tons = 63 people.

It is 63 workers that the enterprise will need to fulfill the planned volume of services (12076.4 tons) while generating 191.79 tons per worker.

Labor intensity has a significant impact on the planning of the need for personnel. If we reduce this figure, then we will need fewer workers.

Cho 2009 \u003d 1: 191.79 \u003d 0.0052 hours / t.t. ;

Let's reduce the complexity to 0.005.

You can find a new development per worker:

B 1 = 1: Cho 2010;

B 1 \u003d 1: 0.005 \u003d 200 t.t.

Having received an output of 200 tons, we calculate the required number of workers for the implementation of services in 12076.4 tons:

A 1 \u003d Or: B 1 \u003d 12076.4 t.t. : 200 tons = 60 people.

Let's build the final table:

Influence of labor intensity on the required number of personnel for 2010.

№ p/n	Indicator	2010 (from 20 09 )	2010 ’	Deviation
				absolute	relative, %
	Volume of sales
	Labor intensity, hours / t.t.
	Output per worker, t.t.
	The required number of workers, pers.

From the table we see that it was worth reducing the labor intensity by 0.0002 h / t. , i.e. by 3.85%, then the output per worker increases by 8.21 tons, i.e. by 4.28%. As a result, the need for a staff is reduced by 3 people, i.e. by 4.76%. It turns out that in order to implement the planned scope of work at the lowest labor intensity (0.005 hours / ton), we need 60 people.

You can reduce labor intensity by:

improvement of the technical condition of old equipment;

purchase of new equipment. For example, purchase lawn mowers with the largest blade diameter;

hire more experienced workers.

(Tr 1 - Tr 2) * O pl

Ech \u003d * K cf,

K ext \u003d 2004: 1891.62 \u003d 1.1

Ch b main (O (%) - Ch to main (%)

h =

Ech = = 1.38 people.

H ref - Ech total

∆ Fri = * 100

Ech total \u003d 1.38 + 0.001 \u003d 1.381 people.

∆ Fri = * 100 = 2.36%

The headcount savings will amount to 1,381 people, the planned increase in production volume and reduction in labor intensity can be available with the existing human resources of the enterprise, but with the improvement of technology, because. the measure being implemented gives an increase in labor productivity by 2.36%.

It may turn out that planning will not give the desired result. Because Today, contracts are concluded on a competitive basis, i.e. an application is submitted to the customer from several enterprises (an estimate of work is attached to the application) and he already chooses who is best to put on the proposed job. And there is no guarantee that the customer will choose Zelenstroy JSC. Therefore, in our time, in planning the need for personnel at such enterprises, it is not perspective, but one-time at the time of the execution of the concluded contract that matters.

To improve the efficiency of the work of personnel, it is necessary to carry out an event to improve the qualifications of a specialist. In our case, we will raise the level of the leading economist.

One of the most important functions of the leading economist at this enterprise is the preparation of estimates, which he draws up manually using a calculator, because. there is no special budgeting program. That. the estimate of the work of one order (contract) is on average three working days, i.e. you have to wait a given number of days before the start of work, because until the estimate is completed it is impossible to start work on the provision of ordered services.

The calculation will be based on the latest data for 2009.

Initial data:

№ p/n	Indicator		Growth rate, %	Source of information, calculation
	Volume of sales of services, t.t.			enterprise reports
	Number of contracts, units			enterprise reports
	Cost of services, t.t.			enterprise reports
	Profit from sales, t.t.			enterprise reports
	Value added tax rate, %			enterprise reports
	Average cost of one contract, t.t.
	Average number of days required to prepare an estimate, days			enterprise reports

* Note: we indicate only those growth rates that we will need for calculations.

Let's calculate how many days a year the specialist spent on preparing estimates for 70 contracts:

K dn g \u003d K dog * K srdn1cm,

where K dn g - the number of days spent on compiling 70 cost estimates; K dog - the number of contracts per year; To srdn1sm - the average number of days spent on the preparation of estimates for one contract.

K day g = 70 * 3 = 210 days.

It turns out that the lead economist was engaged in budgeting for 210 days in 2009.

Let's do the following:

we will purchase a special program for budgeting for 25 tr;

we will send a leading economist to the courses (the cost of training is 0.8 tr, the training period is 5 working days).

As a result of using the program, the specialist will already spend less time on cost estimates, approximately 2 working days. Let's find how many estimates of contracts the leading economist will have time to draw up:

K dog \u003d (K dn g - K dnob): K srdn1cm;

where K dnob is the number of days spent on training;

K dog \u003d (210 - 5): 2 \u003d 102 contracts.

102 estimates of contracts will have time to draw up a leading economist in 2010.

Knowing the number of contracts, we find the average sales volume for 2010:

O r cf = K dog * C cf 1dog,

where C cf 1dog is the average cost of one contract (order);

About r cf \u003d 102 * 158.91 \u003d 16208.82 t.t.

Let's find the proceeds from the sale:

B p \u003d O p - VAT;

B p \u003d 16208.82 - 2917.59 \u003d 13291.23 t.t.

Let's find the profit from the sale:

P p \u003d V p - Ss 2010;

P p \u003d 13291.23 - 10899.14 \u003d 2392.09 t.t.

But in order not to hire additional workers, we need to reduce labor intensity, this can be done by purchasing new machinery and equipment:

№ p/n	Technique, equipment, etc.	Price, t.
	Bulldozer
	Loader
	Motoblock
	Mower (3 units * 22.138 tons)
	Chainsaw (3 units * 12.38 tons)
	Lawn mower (3 units * 12 tons)
	Program cost + specialist training
Total: 1700.15 tons.

To do this, we take a loan from a bank for a year at 20% per annum (Tsesna Bank), plus 1% of the loan amount - a commission for processing a loan.

Taking a loan of 1700.15 tons, the annual interest will be 340.03 tons, plus the interest for registration - 17 tons. As a result, at the end of the year the bank will have to return 2057.18 tons.

Subtract this amount from the profit from the sale:

P p ’ = P p - BC, where BC is a bank loan and all interest;

P p ’ \u003d 2392.09 - 2057.18 \u003d 334.91 tons.

Let's compile a table of technical and economic indicators, which were obtained as a result of an event to improve the qualifications of the leading economist of this enterprise.

Dynamics of technical and economic indicators of Zelenstroy JSC

for 2009 - 2010

№ p/n	Indicators				Deviation
					absolute	relative, %
	Sales volume in value terms
	Sales volume in physical terms (number of concluded contracts)
	VAT rate
	Revenues from sales
	Cost of services
	Profit from sales minus the loan and its interest
	Purchased machinery and equipment
	Output per worker
	Labor intensity of one worker

As a result of advanced training and working conditions of one specialist, we see changes in technical and economic indicators. With the help of the program, the lead economist will produce approximately 102 cost estimates per year, which will increase the volume of sales by 5084.82 tons. technical and economic indicators, profits will increase significantly by about four times. At the same time, the use of new equipment reduces labor intensity by 0.0016 hours / ton. , resulting in an increase in the output of one worker.

(Tr 1 - Tr 2) * O pl

Let us calculate the savings in numbers obtained by reducing labor intensity:

Ech \u003d * K cf,

where Tr 1 , Tr 2 - the complexity of manufacturing products and services before and after the introduction of OTM; About pl - the volume of sales of services in the planning period; F 1 - effective working time fund after the introduction of OTM; K vn - coefficient of performance of production standards; K cp - the coefficient of the validity period of the event.

K vn \u003d T norms: T neg,

where T norms - the sum of standard hours for the performance of work; T neg - the sum of hours actually worked.

K ext \u003d 2009: 1891.62 \u003d 1.1

(0,0052 – 0,0036) * 16208,82

Ech \u003d * 1 \u003d 0.012 people.

Calculate the headcount savings obtained by increasing the volume of sales of services (for non-core workers):

Ch b main (O (%) - Ch to main (%)

h =

16 (45,71 – 0)

Ech \u003d \u003d 7.31 people.

H ref - Ech total

Let's look at the growth of labor productivity as a result of headcount savings:

∆ Fri = * 100

Ech total \u003d 7.31 + 0.012 \u003d 7.32 people.

∆ Fri = * 100 = 14.44%

The headcount savings will amount to 7.32 people, the planned increase in production volume and reduction of labor intensity can be available with the existing human resources of the enterprise, but it was necessary to purchase new machinery and equipment. The measure being implemented gives an increase in labor productivity by 14.44%.

The consequences of this event, to improve the skills of a specialist, have a positive result in increasing the technical and economic potential of the enterprise, which consists in improving the quality of work, speeding up the process of performing services, reducing their labor intensity and obtaining a certain profit.

Conclusion

Personnel planning is a system for the selection of qualified personnel, using two types of sources - internal and external, with the aim of meeting the organization's needs for the required number of workers in a specific time frame.

Determining the need for labor is First stage personnel planning. Without knowing what number will be needed (including by category), it is impossible to find the most effective way of staffing.

During the transition to a market economy, the situation at enterprises has changed radically. First of all, the stability of production has decreased due to:

with the need to restructure production, linking the volume of services with the demand for them;

with obtaining works on a competitive basis;

with the need for the enterprise to master new equipment.

All this cannot but complicate the calculations of the need for labor, especially in the future.

Various difficulties may arise in the process of personnel planning, but there are a number of "stumbling blocks", neglect of which can lead to fatal consequences.

Planning for the need for workers is based on data on available jobs, as well as on their number and structure in the future, taking into account the plan of organizational and technical measures.

The plan for the number of employees should be linked to the plan for the availability of custom services, financial and investment plans, etc. Since the starting point in planning various indicators is not a production plan, but a forecast of future services ordered, the planning itself becomes probabilistic forecast of certain indicators.

In this course work, an event was proposed for planning the need for personnel based on the latest actual indicators for 2009. By certain calculations, the required number of workers for the future period of work for the enterprise was obtained. The practical significance of this event for the economic activities of JSC "Zelenstroy" in the context of the competitive selection of organizations to perform work is problematic. In the conditions of a stable receipt of the work plan, the enterprise may have some gain in reducing the number of personnel by reducing labor intensity.

The second event was supposed to improve the qualifications of a specialist (leading economist). In the face of many proposals and winning competitions, this event will have the indicated success, i.e. profit, however, in the case of unstable conclusion of contracts, with a lack of workload of the enterprise, again, the success of the efficiency of the work of Zelenstroy JSC is problematic.

List of sources used

Charter of JSC "Zelenstroy"

Akimov O.Yu. Small and medium business. - M.: Finance and statistics, 2004.

Brooking E. Intellectual capital. - St. Petersburg: Peter, 2001.

Bychin V.B. etc. Organization and rationing of labor. - M .: Publishing house "EXAMINATION", 2005.

Volkova K.A., Dezhkin I.P. Company. - M.: Economics: NORMA, 1997.

Volgina N.A., Odegova Yu.G. Labor Economics. - M .: Publishing house "EXAMINATION", 2003.

Volkov V.P., Ilyin A.I. and other Economics of the enterprise. – M.: New knowledge, 2003.

Genkin B.M. Economics and sociology of labor. – M.: NORMA-INFRA-M, 2000.

Demchenkov V.S., Mileta V.I. System analysis of enterprises activity. - M.: Finance and statistics, 2001.

Ilyin A.I. Enterprise planning. - Minsk: New knowledge, 2000.

Kara A.N., Erokhina L.I., Marchenko T.I. Teaching aid in the discipline "Enterprise Economics" for students of economic specialties. - Togliatti, 2003.

... Course work>> State and law

And principles planning personnel. ……………….4 1.2. Planning needs in staff. …………………………………10 1.3. Need in staff and how to calculate it. ………………………...13 Chapter 2. Planning needs in staff For example...

1. Definition of qualitative and quantitative needs in staff

   Abstract >> Management

   production volumes and improve production efficiency. Planning needs in staff is the initial step in the recruitment process.