Despite the fundamental changes in the country's economy, rationing has retained the role of the main factor in managing labor productivity. Photography of working time (FW) is still one of the most convenient and rational methods for studying the costs and losses of working time, as well as developing certain types of labor standards. Mastering the PDF method makes it possible to obtain unique results in the field of personnel management and its productivity, even in conditions of incomplete coverage of work performed at the enterprise by regulation.

Productivity serves as a measure of the effectiveness of the use of available resources (not only labor, but also raw materials, land, capital, information, time, etc.) to produce the necessary quantity, range and quality of products or services for the consumer. At the same time, labor productivity is one of the main, although not the only, characteristics of the efficiency of using both physical and materialized labor.

The productivity of an enterprise is determined by a number of factors, divided into two groups - soft and hard. Soft factors, which include, among others, personnel, organizational system, working methods and management style, are quite easily influenced by the enterprise, manageable and at the same time have a significant impact on the overall performance indicator. That is why much attention has been and is being paid to increasing labor productivity.

One of the recognized tools for solving the problem of the effective use of the labor resources of an enterprise is labor rationing.

In Ukraine, sectoral and intersectoral norms and standards have been developed and are being developed, for example, within the framework of the “Program for the Creation and Continuous Update of the National Regulatory Framework for Labor and Occupational Classification for 2004-2007”, approved by the Resolution of the Cabinet of Ministers of March 18, 2003 No. 356. However, one One of the characteristic features of the current economy of the country is a significant uneven development of enterprises, which leads to a significant decrease in the applicability (compliance) of approved inter-sectoral and sectoral norms. At the same time, in accordance with the Labor Code of Ukraine, the introduction, replacement and revision of labor standards is carried out by the owner or a body authorized by him in agreement with the elected body of the primary trade union organization (trade union representative). The owner or a body authorized by him must explain to the employees the reasons for the revision of labor standards, as well as the conditions under which the new standards should be applied. The owner or a body authorized by him informs employees about the introduction of new and changes in existing labor standards no later than one month before their introduction (Article 86 of the Labor Code).

Therefore, the approved intersectoral and sectoral norms and standards are advisory in nature.

The main responsibility for checking the compliance of intersectoral and industry standards with the actual organizational and technical conditions at the enterprise, determining the error, finalizing, changing existing or developing new standards lies with the enterprise and its standardization specialists.

The main task of rationing- establishing the necessary costs of living labor (working time costs), materialized labor (equipment, technological process, object of labor) and the conditions for performing work (organization of the workplace, division and cooperation, working conditions, etc.) in order to:

• increase in labor productivity;
• determining the required number, professional and qualification composition of employees;
• organization of operational planning;
• organization of wages;
• improvement of the organization of work.

It is customary to distinguish four types of labor standards:

Norm of time- the amount of working time spent to perform one unit of work by an employee or a group of employees (team) of the appropriate qualification in the given organizational and technical conditions.

Production rate- the established amount of work (number of units of production) that an employee or a group of employees (team) of appropriate qualifications must perform (manufacture, transport, etc.) per unit of working time in given organizational and technical conditions. The rate of production is the reciprocal of the rate of time.

population rate- the established number of employees of a certain professional and qualification composition, necessary to perform specific production, management functions or scope of work in given organizational and technical conditions.

Service rate- the number of production facilities (pieces of equipment, jobs, livestock, etc.) that an employee or a group of employees (team) of appropriate qualifications are required to serve within a unit of time in given organizational and technological conditions. Manageability rate is a special type of service rate for rationing the work of managers at various administrative levels.

The most widespread are the norms of time and output, which are used both directly for assessing and remunerating employees, and for planning production and headcount. These standards are easy to use and understandable to all categories of workers.

Norms of number and service are less common, especially sectoral and intersectoral. Such norms usually take into account the typical scope of work of the normalized category of personnel. If at the enterprise the scope of work, for example, accounting or repair and maintenance, differs from that given in the collection of norms, then the applicability of the norm is reduced.

The development, approbation and implementation of labor standards is a multifaceted process that requires performers (standard-setters) to spend a significant amount of time, labor and high qualifications.

Working time is used by the personnel of the enterprise not only for work, the structure of working time is much more complicated. It includes (see fig.) :

Working hours- the period of time during which the worker performs this or that work, provided and not provided for by the production task.

Completing tasks- the task execution time consists of preparatory and final time, operational time and workplace maintenance time.

Preparatory and closing time is spent by the workers on preparing themselves and the means of production for the fulfillment of a new production task, the manufacture of a new batch of products, and the performance of all work related to its completion (obtaining materials, tools, fixtures, work orders and technical documentation, passing instructions, installing and removing tools and fixtures, equipment setup, delivery of finished products, delivery of fixtures, tools, work order, technical documentation and leftover materials). It is calculated once for the entire batch of products. Depending on the serial production and equipment, it can be from 1 to 15% of the working time.

operational time- the period during which the employee performs a given operation - changes the shape, properties and quality of the object of labor or its position in space.

regular time - part of the operational time spent on fulfilling the goal of this process for a qualitative or quantitative change in the means of labor.

Auxiliary time - part of the operational time spent on performing actions that create the possibility of performing the main work (loading the machine with raw materials, unloading and removing finished products, installing and reinstalling parts, tools and fixtures, moving the worker associated with the operation).

Workplace maintenance- time spent on activities related to caring for the workplace and maintaining equipment, tools and fixtures in working order during the shift.

Depending on the nature of the participation of the worker in the performance of production operations, the time of work may be the time manual, machine-handmade and observation time for the operation of the equipment.

The preparatory-final time, as a rule, is manual; the main - manual, machine-manual, machine, automated; auxiliary - manual, machine-manual or mechanized. The maintenance time of the workplace can be manual and machine-manual.

Work not on assignment- the time spent on performing random operations that are not characteristic of this worker and that can be eliminated (walking for a tool, correcting defects, etc.).

Chore- the time spent on performing random operations that are not characteristic of this worker.

unproductive work- the time spent on walking and searching (material, blanks, tools, craftsman, adjuster, etc.), as well as on the manufacture of products rejected through no fault of the worker.

Breaks for rest and personal needs are used by workers for rest in order to prevent fatigue and maintain normal working capacity. (rest) as well as personal hygiene (personal needs) .

Breaks of an organizational and technical nature are caused by the established technology and organization of production, as well as violations of the normal course of the production process.

Breaks for technological and organizational reasons - time for the removal of workers from the explosion zone, breaks between unloading and loading the thermal furnace required by technology, etc. These breaks are regulated and are included in the labor norm.

Breaks due to disruption of the normal course of the production process may be caused by delays in the supply of raw materials and semi-finished products, lack of energy, blanks, waiting for the master, auxiliary worker, transport, unscheduled repairs and other reasons that disrupted the normal course of the production process. These breaks are essentially downtime for various organizational and technical reasons, depending on production.

Breaks due to violation of labor discipline(lateness, unauthorized absences from the workplace, premature departure from work, etc.) are downtime due to the fault of the worker.

When rationing labor in an enterprise, as a rule, they focus on the rationing of operational time. In principle, this is correct, since it is at this time that the products (services) of the enterprise are created, that is, the goods sold by it on the market. At the same time, due attention is not always paid to increasing the share of operational time in working time, setting standards for preparatory and final time, time for servicing the workplace and regulated breaks.

One of the most convenient methods for solving problems of assessing and analyzing the structure of costs and losses of working time, developing measures to improve the organization of labor and increase its productivity by eliminating losses and waste of working time is photograph of working time .

These photographs of working time can be used, in particular, for rationing:

• preparatory and final time;
• time for maintenance of the workplace;
• time for rest and personal needs;
• numbers;
• service;

as well as to identify the reasons for non-fulfillment (over-fulfillment) of the norms.

Photography of working time, depending on the object of observation and forms of labor organization, is individual, group and brigade.

Photography of working time can be carried out by the method of direct observations (classical photography of working time) and by the method of momentary observations. In addition, self-photography is common.

If the photograph of working time is used to develop time norms, then the objects of observation are jobs with good labor organization that excludes time losses, and workers who comply with the norms. If a photograph is used to analyze the cost structure of working time, then the workplace is analyzed “as is”, no additional measures to improve work are taken before taking a photograph.

When taking photographs of working time, the following must be provided:

• serviceability of machines, machine tools and equipment;
• the required quality of materials and tools necessary to perform the work and their timely submission;
• timely supply of electricity, gas and other sources of energy supply;
• timely provision of technical documentation;
• healthy and safe working conditions (observance of labor protection norms and rules, necessary lighting, heating and ventilation, minimization of the harmful effects of noise, radiation, vibration, etc.).

If these conditions are not met, then the ongoing research will not comply with the norms of the Labor Code of Ukraine (Article 88).

It is especially important to remember that the photograph of working time is not used to normalize operational time. To do this, chronometric observations are used. The combination of photographs of working time and timing is called photo timing.

Depending on the type of production, in order to ensure sufficient accuracy of the results, it is recommended to take from 5 (for single and small-scale) to 20 (for mass) photographs of working time for each workplace (group of similar workplaces), summarizing the results obtained.

Individual photo of working time

With an individual photograph of working time, the object of observation is one employee working at a specific workplace.

Photographing, that is, direct observation and measurement of working time, is carried out according to the current time, usually with an accuracy of 30 seconds, which makes it possible to use ordinary watches with a second hand. If greater accuracy is required, for example, to separate auxiliary time from the main one, a stopwatch is used.

The observer must be at the workplace before the start of work, observation begins at the signal “start of work (shift)” and ends at the signal “end of shift”.

Photographing is carried out according to the current time. The calculation of the duration of the elements is carried out when processing the results.

The results of the measurements are recorded in the observation sheet. (Table 1), in which the start time of observations is marked in the first line of the photomap. At the beginning of a new phenomenon (action), the observer enters in columns 1 and 2 its serial number and content, and at the end of it - in columns 3 and 4 the current time by the hour. Each entry shows either what the worker did, or what caused his inaction. Each element of work or break must be recorded separately by category of work time spent. Particularly clearly should be distinguished the elements of the preparatory-final time from the operational, works on maintenance of the workplace, as well as breaks in work, taking into account their nature and reasons. At the same time, columns 1–4 (Table 1) are filled directly in the process of observations, the rest - when processing the results of photography.

After filling the photomap with the results of observations, the duration of each of the elements is calculated, the results of which are noted in column 5.

Column 6 “Overlaps No…” indicates the serial numbers of observation records containing computer time, which overlap this measurement of manual work time.

To characterize the operational time, column 7 indicates the number of products produced (work performed).

Column 8 indicates the index of time spent, that is, a characteristic of the type of work time spent in accordance with the classification adopted by the enterprise.

As a rule, this is:

• PZ - preparatory-final time;
• OP - operational time;
• OM - service time of the workplace;

PN - losses (breaks) of an organizational and technical nature, depending on malfunctions in production;

• PR - loss of time, depending on the worker;
• PL - loss of time for personal needs and rest.

To increase the information content of the analysis by categories of time costs, an additional division indicated by a number is introduced: PZ-1, PR-5, OM-2, etc. The coding system is adopted for each enterprise independently.

Consider the order of holding a photo using an example (Table 1) .

The object of observation was the turner of section No. 3 of shop No. 1 of a conditional enterprise, the observation was carried out on January 21, 2004.

The shift started at 8:00. The turner started the day by lubricating the machine (column 2), which he finished at 8:06 (columns 3 and 4). Then, until 8:11, he received a production task and a drawing, and until 8:14 - a working tool. After receiving the tool before 8:18, the site foreman conducted a briefing. After briefing, receiving blanks (until 8:27) and setting up the machine (until 8:40), the turner began to manufacture parts.

All these types of work of the turner, as well as all other types of his work and breaks, were entered on the observation sheet. The total observation time was 480 minutes (8 hours). The determination of the duration by category of expenditure of working time is made by subtracting from the measurement time of each subsequent element in the time table of the previous one.

Based on the results of observations, a summary of the same-name costs of working time is compiled (Table 2), as well as the actual and projected balances of working time (Table 3) .

In our case, the preparatory and final time actually amounted to 42 minutes (8.8% of the observation time), operational time - 364 minutes (75.8%), workplace maintenance time - 30 minutes (6.2%), organizational breaks -technical nature (not the fault of the worker) - 23 minutes (4.8%), breaks due to the fault of the worker - 17 minutes (3.6%), time for rest and personal needs - 4 minutes (1.0%).

The data obtained give a fairly clear idea of ​​the structure of the cost of working time and their quantitative characteristics.

Development of time norms

The rationing process at domestic enterprises is carried out at an insufficiently high level. As a rule, rationing does not fully cover operational time and / or there are no standards for preparatory and final time, workplace maintenance time and regulated breaks, both in general and their constituent elements. In this case, the photograph of working time is the main source of initial data for normalization.

AT table 4 a summary of the elements of the preparatory-closing time, obtained by analyzing photographs of working time, is presented. Photographing was carried out at the turner's workplace for five days. The production technology of products during this period did not provide for the use of special devices. The average duration of the preparatory and final time was 24.0 minutes, or 5.0% of the working time. Including the time spent on individual elements of the preparatory and final time were determined.

In a similar way, the collection and analysis of the results is carried out when rationing the time for servicing the workplace based on a photograph of working time.

In cases where the preparatory-final time has an insignificant share in working time, it is advisable not to single it out as an independent part of the norm, but to include it in the norm of piece (for one product, operation) time. With the help of a photograph of working time, the percentage of preparatory and final time in working time is determined, and further calculation is carried out as a percentage of operational time.

Workplace maintenance time is usually calculated as a percentage of operational time.

Performance prospects

A photograph of working time can be used both to develop norms and to assess the prospects for increasing labor productivity at a given workplace.

At the enterprise under consideration, in relation to the workplace of a turner, the standard value of the preparatory and final time is 24.0 minutes, the time for servicing the workplace is 24.0 minutes. At the same time, normative losses of working time associated with rest and personal needs of the worker are provided for in 2.5% (12 minutes) of working time (Table 3). Thus, the standard operating time is:

OP \u003d RV - (PZ + OM + PL) \u003d 480 - (24 + 24 + 12) \u003d 420 min.

Based on the photograph of working time, three possible ways to increase labor productivity can be considered:

1. Increasing productivity by reducing time losses due to organizational and technical reasons. With regard to the example under consideration - by 6.3%.

2. Increased productivity by reducing worker-dependent downtime. With regard to the example under consideration - by 2.5%.

3. Increasing productivity by eliminating unproductive work and wasted working time. With regard to the example under consideration - by 15.4%.

Thus, by reducing unproductive losses of working time and increasing operational time, it is possible to increase labor productivity at this workplace by 15.4%. In this case, with a unchanged product range, not 35, but 40 parts (products) will be produced during the shift, and with a variable one, additional products. In practice, this situation occurs quite often, and it is thanks to the photograph of working time that it is possible to significantly reduce unproductive losses of working time.

Even more common is the situation when there is an overfulfillment of the norms of piece time with the simultaneous presence of unproductive losses of working time.

Let's assume that the standardized task was to produce 35 parts during the shift. At the same time, the norm of piece operational time was 12.0 minutes. However, due to shortcomings in the organization of production and maintenance of equipment, violations of production discipline, there were losses of working time. (Table 3). The worker, compensating for unproductive losses, spent 10.4 minutes on the production of each part, that is, 1.6 minutes less.

Usually, such over-fulfillment of the norms is welcomed and even financially stimulated. And very often unjustified. First of all, it is necessary to find out how the overfulfillment of norms is achieved - due to a better organization of labor or due to a violation of technology. Violation of technological regimes leads to overloading of tools and equipment, their premature wear and failure, which means an increase in the cost of repair, replacement and maintenance. Quite often, a violation of technology leads to the release of hidden defects and affects the competitiveness of the enterprise. If the achieved level of productivity corresponds to the technical and technological capabilities of the equipment and the quality of the product does not deteriorate, then a decision is made to revise the standards in force at the enterprise for this type of product (operation). Otherwise, measures are taken to bring the production process in line with the requirements of the standards.

Thus, photography of working time is a fairly universal and accessible tool for labor rationing, studying the structure of working time costs, checking compliance with technological discipline, developing measures to increase labor productivity and reduce unproductive losses of working time. A photograph of working time can be used regardless of the presence or absence of time standards, output, etc. at the enterprise. The use of photography gives a practical result for the rationing of the work of all categories of personnel - managers, professionals, specialists, technical employees and workers.

1. INTRODUCTION

2. THE CONCEPT OF "PHOTOGRAPHY OF A WORKING DAY"

3. WORKING DAY PHOTOGRAPHY TECHNOLOGY (FRD)

4. PHOTO OF A WORKING DAY OF THE SALES MANAGER OF A COMMERCIAL FIRM

5. CONCLUSION

INTRODUCTION

Relevance of the research topic. Photography of the working day, one of the methods for studying the use of working time by continuously observing and measuring all its costs throughout the shift. It is carried out in order to identify reserves for increasing labor productivity.

With the help of a photograph of a working day, the following main tasks are solved:

• determination of the actual balance of the use of working time,
• the actual production of products and the rate of its release throughout the shift;
• identification of losses of working time, analysis of the reasons that caused them;
• obtaining data for calculating the norms for the preparatory and final time, the time for servicing the workplace and the time for rest breaks, as well as the norms for servicing units and machines by workers.

Carrying out a photograph of the working day makes it possible to identify outdated and erroneous norms, to analyze the use of working time by advanced workers; determine the rational composition of the brigade and the forms of division of labor in the brigade method of organizing labor; obtain data on the hourly production of products during the shift.

Depending on the number of objects of observation and the target task, the following types of photographs of the working day are used:

• individual,
• group,
• brigade,
• photo of a multi-station work day,
• route,
• self-photograph of the working day.

The purpose of the study is to create a photograph of the working day of a sales manager.

THE CONCEPT "Photograph of a working DAY"

Photo of the working day (FRD) is the study of the labor process, with the aim of identifying the cost of working time during the period under study (often a whole shift), to determine the reserves for increasing labor productivity. It allows you to uncover the causes of the loss of working time and, by eliminating them, improve the use of working time throughout the shift. During the FRD, all, without exception, the costs of working time are measured and recorded, and especially carefully - the loss of time for various reasons. FRD is an important tool for studying the organization of labor and production, as well as one of the methods for setting time standards for preparatory and final work, maintenance of the workplace and rest. With the help of a photograph of the working day, they study the use of working time by the best workers in order to disseminate their experience: they design the most rational (accepted as the norm) distribution of the work shift time by classification groups (categories) of time costs: analyze the loss of working time and the organizational and technical reasons that cause them , in order to develop measures for troubleshooting and improving the use of working time: determine the required number of workers serving the units and machines, i.e. establish service standards: take into account the actual production of products and the rate of its release.

TECHNOLOGY

WORKING DAY PHOTOS (FRD)

The FDD technique consists of several stages:

1. Determination of the objectives of the FRD. Determining the type of FRD that is adequate to the goals set.

2. Determination of analysis parameters. Choice of the bases of classification of expenses of time. Carrying out preliminary analytical work on the grouping of time costs.

3. Preparation of observation forms.

4. Training (instruction and education) of observers.

5. Planning the time of the FRD, coordinating it with interested parties (the head of the unit, the personnel service, etc.)

6. Informing staff about the proposed FRD, explaining the purpose and consequences of the FRD.

7. The actual conduct of the FRD.

8. Processing of results.

9. Analysis of the results and development of solutions (or recommendations).

During the FDD, much attention should be paid to the preparatory work. The results obtained largely depend on the thoroughness of the preparation.

WORKING PHOTO OF A SALES MANAGER OF A COMMERCIAL FIRM

Determination of the objectives of the FRD

As already noted, the purposes of using a photo of a working day can be very diverse. However, there are quite a few types of FRD, and their choice is determined by the goals.

The main objectives of the FRD:

Identification of losses of working time, establishment of their causes and development of measures to improve the organization of labor by eliminating losses and wasted time;

Obtaining initial data for the development of standards for preparatory and final time, time for rest and personal needs, service standards;

Determining the reasons for non-compliance with the norms by workers, studying the best experience, determining the possibility of combining professions;

Obtaining source materials in order to establish the most rational organization of workplaces and their maintenance.

Defining Analysis Parameters

Preparation of observation forms

Observations

Date of observation: 04.10.2010

Start of observation: 9:00 a.m.

End of observation: 18:00

Work: customer service, work with suppliers, sales analysis

Working conditions: normal

Sales manager: Kurenkova Inna Sergeevna

Age: 26 years old.

Work experience: 6 years.

Work experience: 3 years.

Attitude towards work: conscientious

No. p / p	Name of working hours	Current time in hours and minutes	Duration (min)	Index
	Arrival at the workplace	9.00
1	Workplace preparation	9.05	05	PZ
2	Customer Service	9.30	25	OP
3	Receiving and familiarizing with e-mail	10.00	30	OP
4	Obtaining a list of paid invoices from the accounting department, familiarization with it	10.20	20	OP
5	Checking the availability of paid goods in stock	10.40	20	OP
6	Customer Service	11.00	20	OP
7		11.10	10	PRn
8	Placing orders to suppliers	11.35	25	OP
9	Customer service	12.05	30	OP
10	Discussion of the order with suppliers by phone	12.25	20	OP
11	Customer service	13.30	65	OP
12	Dinner	14.30	60	PRn
13	Customer service	16.30	120	OP
14	Break for personal needs	16.35	05	PRn
15	Customer service	17.30	55	OP
16	Making a plan for the next day	17.55	25	PZ
17	Turn off the computer, clean up the workplace	18.00	05	PZ
18	Leaving work	18.05
Total			540

PZ=05+25+05=35 min. (preparatory-final time, min)

OM=0 min. (workplace maintenance time, min.)

OP=25+30+20+20+20+25+30+20+65+ 120+55=430 min. (operational time, min)

PRn \u003d 10 + 5 \u003d 15 min. (time of breaks for rest and personal needs, min)

Td=480 min. (duration of the working day, min)

PR=0 min. (time of breaks depending on the worker, min)

Mon=0 min. (time of breaks that do not depend on the worker, min)

60 min. (dinner)

First of all, let's analyze how efficiently working time is used.

To do this, we use the formula for the utilization of working hours:

Ki= PZ+OP+OM+PRn = 35+430+0+15 = 480 = 1

Td 480 480

Consider the coefficient of loss of working time, which does not depend on malfunctions in production, for this we use the formula:

Kpr= PR-PRn = 0-15 =0

Td 480, a

The coefficient of loss of working time, depending on the problems in production, for this we use the formula:

Kpn = Mon= 0 = 0

Td 480

Consider the coefficient of a possible increase in labor productivity by eliminating the loss of working time:

kpt = PR - PRn + PN = 0-15+0 =0,031

OP 430

Analyzing the data of the photograph of the working day for 04.10.2010 by Kurenkova I.S., we can conclude that the working time is used by this contractor by 100%.

The coefficient of loss of working time is absent.

The coefficient of increase in labor productivity is minimal.

CONCLUSION

Photo of the working day (FRD) is the study of the labor process, with the aim of identifying the cost of working time during the period under study (often a whole shift), to determine the reserves for increasing labor productivity. It allows you to uncover the causes of the loss of working time and, by eliminating them, improve the use of working time throughout the shift. During the FRD, all, without exception, the costs of working time are measured and recorded, and especially carefully - the loss of time for various reasons.

FRD is an important tool for studying the organization of labor and production, as well as one of the methods for setting time standards for preparatory and final work, maintenance of the workplace and rest. With the help of photographs of the working day, they study the use of working time by the best workers in order to disseminate their experience: they design the most rational (taken as the norm) distribution of the work shift time according to

analyze the loss of working time and the organizational and technical reasons that cause them, in order to develop measures to eliminate problems and improve the use of working time: determine the required number of workers serving the units and machines, i.e. establish service standards: take into account the actual production of products and the rate of its release.

LIST OF USED LITERATURE

1. Arkhangelsky G. Organization of time: from personal efficiency to the development of the company. – M.: AiST-M, 2008. – 455 p.

2. Vesnin V. R. Fundamentals of management. - M.: "Elite-2000", 2009. - 472 p.

3. Vikhansky O. S., Naumov A. I. Management. - M.: Gardariki, 2006. 528 p.

4. Gamidullaev B.N. Saving time and indicators of its evaluation in the processes of enterprise management. - Penza, 2010. - 253 p.

5. Gerchikova I. N. Management. - M .: UNITI, Banks and exchanges, 2007. 480 s.

6. Zavelsky M.G. Economics and sociology of labor. – M.: Logos, 2010. – 208 p.

F Working day photography is useful for employees at all levels of management. Order the service photo of the working day (photo of working time).

And so what is a picture of a working day.

F Working day photography (or photograph of working time) is a type of observation in which all time spent without exception is recorded throughout the day. Even the smallest things are recorded, such as a minute conversation on the phone, a coffee break, etc.

AT as a result of the work done, they get an accurate cut: what exactly and for how long a particular employee was engaged.

With I want to note once again that a photograph of a working day (a photograph of working time) is practically useless if it is taken for only one day and by prior arrangement with the employee. And it is also useless if the data is not processed and conclusions are not drawn.

L it is best to take a photo of a working day (photo of working time) during the week - then you will get more accurate data: the controlled person will relax and behave more naturally during the week, in addition, the quality of work changes on different days and you can get average values if you make photos of several working days.

P execution order.

1. Determination of the purpose of holding a photo of the working day (photo of working time).
2. Determining the technology of conducting (who will conduct, when, how).
3. Preparation of observation forms.
4. Observer briefing.
5. Taking photos of the working day (photos of working time).
6. Processing and analysis of results, development of solutions.

1. Purposes of working day photography (working time photos):

• determination of the actual costs of working time,
• development of standards
• identification and elimination of time losses,
• improvement of the motivation system,
• increasing self-organization,
• optimization of business processes of the organization and many others.

X I would like to point out that workers need to know why they are being observed and what the purpose of photographing a work day is. At the same time, the results of a photograph of a working day (photos of working time) should not be used against employees - they must be used to improve labor.

2. Form of observation.

With you can download an observation form (self-photo) or an individual photo of a working day (photos of working time).

3. Training of observers.

H familiarize observers with observation sheets, explain that they should note all the actions of a person, while fixing the start time of a new action, the duration of the action.

H The observer must not interfere in the activities of the worker, nor help him, nor enter into negotiations with him. The observer should only record all the actions. At the same time, he should know well what is the essence of the work of the person who is being monitored.

4. Processing of results.

AT All operations performed by the employee are grouped, each group is assigned its own index. Similar operations have the same index.

With Among the generally accepted are the following:

T pz - time spent on preparatory and final work (came to the workplace, turned on the computer, waited for the programs to load, etc.)

T op - operational time, that is, the time that the employee spent on the performance of duties.

T obs - the time spent on solving organizational issues, maintaining the workplace.

T per - breaks in time.

D For a more accurate analysis, you can divide the operational time into groups or select additional categories.

D Next, you balance the actual time of the employee (the actual working time of the photo of the working day).

O n is a table in which for each group the number of cases, duration (total time of operations for the group), the share of time spent on the time of the entire working day (observed period) are calculated.

Coefficient of use of working time (K isp):

K isp = Tpz+Top+Tobs+T n exc

where T pz, T op, T o6s is calculated according to the actual balance of working time;

T "exc is selected within the standard given in the conditions of the problem;

Tsm - the established duration of the working day (observation time), min.

Loss rate for organizational and technical reasons

Kpot \u003d Tpot / T cm

The coefficient of loss of working time due to violation of labor discipline

Cpnd= Tpnd + (T f exc - T n exc)

where K PND is calculated according to the actual balance of working time;

T*exc and Tn exc - time for rest and personal needs, respectively, actual (according to the actual balance of the working day) and standard (according to the condition of the task).

Possible increase in labor productivity subject to reduction of direct losses working hours can be calculated using the formula:

ΔPT \u003d Tpot + Tpnd + (T f exc - T n exc) * Ks * 100

where K c is the coefficient of reduction of direct losses of working time (0.1; 0.2, etc. With a full reduction in time losses, it is equal to 1).

5. Analysis of the results and development of activities.

BUT analysis of the results will allow you to understand how much working time is actually used, how often employees take breaks from work, how much time is spent on lunch, how much preparatory work takes.

T You will also be able to determine what is preventing you from doing your job effectively.

AT Having identified all the problems and difficulties, develop activities that will help solve the problems.

P Get information about the service for holding a photo of the working day (photos of working time) You

One of the reserves for increasing the efficiency of any organization is a more productive use of labor resources. In this case, a simple and effective tool for obtaining and analyzing objective data is a photograph of a working day (FRD).

Work day photo is a method that allows you to study the distribution of the time of a particular employee by observing, measuring and documenting all, without exception, the time spent on work tasks during the working day.

Mastering the FRD method makes it possible to obtain unique results in the field of personnel management and its productivity, even in conditions of incomplete coverage of the work performed in the company by rationing. The FRD process is aimed at determining the time spent on each operation, identifying and analyzing the reasons for not completing tasks, and optimizing the labor process as a whole.

Working day photography provides answers to the following questions:

1. How much time does an employee spend on a certain type of work?

2. How much time does it take for different employees to perform the same type of work?

3. Is it possible to increase labor productivity and at what expense?

4. Is it possible to omit (simplify) any of the business processes or delegate them to other departments?

5. How to establish labor productivity standards and identify the reasons for non-compliance with these standards?

Types of FRD

Depending on the number of objects of observation and the target task, the following types of photographs of the working day are used:

. individual- determine the time spent by individual performers, which allows you to study the work with the maximum degree of detail;

. group- monitor the activities of several employees interconnected by the work process, for further rational distribution of responsibilities between group members. The main purpose of group photography is to study the coherence of the work of group members, the degree of their workload, the organization of work, to identify the causes and duration of lost working time, to explore other issues that do not require accurate measurements of time;

. comprehensive- makes it possible to identify the relationship of individual production processes, study the production rhythm of work, determine the degree of rational use of equipment, develop specific measures aimed at increasing labor efficiency. In this case, a group of observers studies the work of a team, workshop, department or enterprise as a whole, which makes it possible to cover the entire set of production processes or a significant part of them;

. self-photography- the specialist independently measures the time of his activity.

Important detail: in order to obtain more objective and reliable data, complex photographs of the working day are taken over several days (weeks, months).

PURPOSE OF USING THE FRD

A photo of a working day can be used for different purposes:

1. Defining the structure of working time, identifying the most costly operations and types of work.

2. Studying the experience of the best employees. The working time budget of employees who demonstrate the best results can be taken as the basis for setting tasks, evaluating the effectiveness of an employee, and finding the best ways to organize work.

3. Establishing norms. Analysis of data for several employees provides input for the development of labor standards. Moreover, the FRD method is used by several employees with different labor efficiency in order to increase the validity of the norms.

4. Identification of the reasons for non-compliance with the norms. If the norms already exist, but individual employees do not regularly comply with them, then with the help of a photograph of the working day, you can identify the reasons for this situation.

5. Identification of lost working time. With the help of FRD, it is possible to determine at what stages of the workflow there are losses of working time and how they are caused: inefficiency in the organization of work, irrationally built technology, or dishonesty of employees.

6. Improving the process of organizing labor at the enterprise. The FRD allows you to describe the existing business processes in the company and evaluate how optimal they are.

7. Evaluation of the employee's work efficiency. Monitoring the work of an employee and assessing his time spent on various work operations is an opportunity to assess the level of his professionalism and motivation.

TECHNOLOGY OF CARRYING OUT FDD

The technology of taking a photograph of a working day consists of several stages.

Stage 1. Preparing for a photograph of the working day.

At the initial stage, the goals of taking a photograph of the working day are set. Based on the goals set, the type and methodology of the PFD are determined.

If the main goal of the FRD is monitoring compliance with the internal labor regulations by the staff, then a photograph of the working day can be taken simultaneously with a group of employees (grouping employees by structural unit or by type of work performed). Violations of labor discipline will be noticeable immediately.

If needed identify lost time, optimize the company's business processes, then a photograph of the working day must be taken individually for each employee, carefully recording the operations performed by him, interaction with other employees and structural divisions.

Also, at the first stage, it is necessary to decide whether to inform employees about the FRD or it is worth coming up with a suitable legend for introducing an observer.

IT IS IMPORTANT

The preparatory stage involves the training (instruction and training) of observers. The results obtained largely depend on the preparation.

It will not be superfluous to coordinate the FRD forms in advance in order to correctly reflect the necessary information in them. This is especially important if the study will be conducted simultaneously in several structural units by different observers.

Stage 2. Photographing the working day.

Photographing is carried out according to the current time. The measurement results are recorded in the observation sheet (Tables 1-3). In columns 1 and 2, the observer records the start and end time of each new action (inaction). In column 4 he describes the activities, in column 5 he lists the equipment needed to do the job. Each entry shows either what the worker did, or what caused his inaction.

Each element of work or break must be documented separately. Particularly clearly should be distinguished the elements of work on the maintenance of the workplace, as well as breaks in work, taking into account their nature and reasons. In this case, columns 1, 2, 4, 5 of the observation sheet are filled in directly in the process of observations, and columns 3, 6 - during processing of the photographic results.

Economist working day photo

This photo was taken on 03/18/2016 by direct measurement of the time spent on the basis of the Order of the head No. 147 of 03/09/2016 in order to study the cost of working time during the employee's working day.

The results are presented in table. one.

FULL NAME. employee: Petrova A.I.

Work experience in the specialty: 2 years.

Table 1. Photograph of the working day of an economist
				Equipment	Note
			Turning on the computer
			Clarification by phone of the content of the required information. Distribution according to requests by e-mail of planned indicators of the work of the unit	Computer, phone, Internet connection
				Telephone set
			Collection of the necessary initial information for the analysis of the implementation of planned indicators by the production sites of the Voronezh division of Kameliya-Invest LLC	Computer, phone, Internet connection
			Analysis of the implementation of planned indicators for the production of products by the production sites of the Voronezh division of Kameliya-Invest LLC according to the reports of the heads of production sites	A computer
			Clarification of physical and monetary indicators from the executors of reports	Telephone set, Internet connection
			Making changes to the analytical report on the implementation of planned indicators	A computer
			Preparation of analytical notes to the head of the department on the feasibility of introducing new materials in the production of products	A computer
			Exit for personal needs, smoke break
			Analysis of the payroll fund of the Voronezh division of Kamelia-Invest LLC for the month	Computer, telephone
			Conversation on personal topics on the phone	Telephone set
			Payroll planning for next month
			Completion of work, shutdown of equipment, order in the workplace	Computer, printer, telephone

I got acquainted with the photo of the working day: economist Petrova A.I.

__________ / Petrova A. I. /

(signature)

"___" _____________ _____ G.

__________ / Ryabchenko A. R. /

(signature)

"___" _____________ _____ G.

This photo was taken on March 17, 2016 by direct measurement of the time spent on the basis of the Order of the head No. 147 dated March 9, 2016 in order to study the cost of working time during the employee's working day.

The results are presented in table. 2.

FULL NAME. employee: Makarova S.V.

Job Title: Accountant.

Work experience in the specialty: 13 years.

Subdivision: Voronezh subdivision of Kameliya-Invest LLC.

Table 2. Photo of an accountant working day
Start time of action (operation)	End time of action (operation)	Duration of operation (action), min.	Work in progress (action)	Equipment	Note
			Turning on the computer, turning on the sorting of electronic databases
			Reception and control of primary documentation for accounting areas and their preparation for accounting processing. Return of documents that are not executed in the appropriate order to the compilers
			Checking email, reviewing content	Computer, Internet connection
			Preparation and sending of the necessary information on the cost of manufactured products in the reporting quarter at the request of the head of the department (selection, photocopying of invoices of third-party organizations, costing by type of product, etc.)	Copier, computer, printer, internet connection
			Exit for personal needs, smoke break
			Performing work on accounting of fixed assets	Computer, printer
			Lunch break
			Performance of work on accounting of production costs	Computer, printer
			Reconciliation with service providers over the phone	Computer, telephone
			Checking email, reviewing content	Computer, Internet connection
			Scanning of payroll documents and sending them by e-mail to the main office of the company	Computer, scanner, internet connection
			Exit for personal needs, smoke break
			Meeting with the head of the department on changes in tax legislation
			Preparation of documents for transfer to the archive
			Turning off the computer and other equipment, order in the workplace	Computer, printer, scanner, copier

I got acquainted with the photo of the working day: accountant Makarova S.V.

__________ / Makarova S. V. /

(signature)

"___" _____________ _____ G.

Responsible for taking photographs of the working day: HR manager Ryabchenko A.R.

__________ / Ryabchenko A. R. /

(signature)

"___" _____________ _____ G.

Photograph of the working time of the purchasing manager

This photo was taken on March 19, 2016 by direct measurements of the time spent on the basis of the Order of the head No. 147 dated March 9, 2016 in order to study the cost of working time during the employee's working day.

The results are presented in table. 3.

FULL NAME. employee: Sergeev P.I.

Job Title: Purchasing Manager.

Work experience in the specialty: 9 years.

Subdivision: Voronezh subdivision of Kameliya-Invest LLC.

Table 3 Photograph of a purchasing manager working day
Start time of action (operation)	End time of action (operation)	Duration of operation (action), min.	Work in progress (action)	Equipment	Note
			Turning on the computer, printer, copier	Computer, printer, copier
			Request from the planning and economic department of the procurement budget, agreed with the financial department, for the current quarter	Computer, phone, Internet connection
			Requesting information from the main warehouse about the availability of materials	Computer, phone, Internet connection
			Determining the availability and requirements for materials for the current quarter	Computer, telephone
			Exit for personal needs, smoke break
				Computer, printer, telephone
			Lunch break
			Drawing up a monthly purchase plan	Computer, printer, telephone
			Exit for personal needs, smoke break
			Carrying out marketing research to study proposals from suppliers, price levels, delivery terms according to the procurement plan
			Reception and processing of documents related to the procurement	Computer, printer, Internet connection, telephone
			Exit for personal needs, smoke break
			Final agreement with the supplier on the terms of prices, date of shipment and method of delivery of products to the warehouse	Computer, internet connection, telephone
			Entering reference information into the supplier database	Computer, Internet connection
			Drawing up a report on the work done during the day, turning off the computer and other equipment	A computer

Acquainted with the photo of the working day: Purchasing Manager Sergeev P.I.

__________ / Sergeev P. I. /

(signature)

"___" _____________ _____ G.

Responsible for taking photographs of the working day: HR manager Ryabchenko A.R.

__________ / Ryabchenko A. R. /

(signature)

"___" _____________ _____ G.

Stage 3. Processing of results.

The calculation of the duration of the elements (filling in column 3) is carried out when processing the results.

At this stage, column 6 is also filled in, each element is classified. For non-production personnel of the company "Kamelia-Invest" used the following classification of working hours:

OV - total working time (duration of the work shift);

PZ - (preparation for the task, maintaining the means of production in working order during the shift);

OP - ;

OLN - ;

NTD - (lateness, unauthorized absences from the workplace, premature departure from work, etc.).

On the basis of the data obtained (Tables 1-3), a balance of labor activity is created. Table 4 presents economist's working time balance.

Table 4. Balance of working time of an economist
	Description			Total observation time, min.
	Organization of the workplace and final work			540 min. (9 h)
	Operational time (time of direct execution of tasks)
	Leisure time and personal needs
	Violations of the rules of labor discipline

Column "Total duration, min." tab. 4 is filled based on the data of table. 1 as follows:

PV = 10 + 15 = 25 (min.);

OD = 45 + 60 + 70 + 40 + 30 + 75 + 65 + 35 = 420 (min);

EA \u003d 10 + 60 + 10 \u003d 80 (min.);

NTD \u003d 5 + 10 \u003d 15 (min.).

Calculation of the coefficient K1, which shows the share of the cost element in the total observation time:

K1 (PZ) \u003d 25 / 540 × 100% \u003d 4.6%;

K1 (OP) \u003d 420 / 540 × 100% \u003d 77.8%;

K1 (OLN) \u003d 80 / 540 × 100% \u003d 14.8%;

K1 (NTD) \u003d 15 / 540 × 100% \u003d 2.8%.

Consider accountant's work balance(Table 5).

Table 5. Balance of working hours of an accountant
Working time classifier	Description	Total duration, min.	Percentage of total observation time (K1), %	Total observation time, min.
	Organization of the workplace and final work
	Operational time (time of direct execution of tasks)
	Leisure time and personal needs
	Violations of the rules of labor discipline

Filling in the column "Total duration, min." based on the data in Table. 2:

PV = 10 + 5 = 15 (min.);

OD = 15 + 20 + 105 + 80 + 75 + 15 + 15 + 45 + 50 + 25 = 445 (min);

EA \u003d 10 + 60 + 10 \u003d 80 (min.).

There are no violations of labor discipline rules.

Calculation of the coefficient K1, reflecting the share of the cost element in the total observation time:

K1 (PZ) \u003d 15 / 540 × 100% \u003d 2.8%;

K1 (OP) \u003d 445 / 540 × 100% \u003d 82.4%;

K1 (OLN) \u003d 80 / 540 × 100% \u003d 14.8%.

Table 6 contains data on the balance of working time purchasing manager.

Table 6. The balance of working hours of the purchasing manager
Working time classifier	Description	Total duration, min.	Percentage of total observation time (K1), %	Total observation time, min.
	Organization of the workplace and final work
	Operational time (time of direct execution of tasks)
	Leisure time and personal needs
	Violations of the rules of labor discipline

Column "Total duration, min." tab. 6 is filled based on the data of table. 3:

PV = 10 + 35 = 45 (min.);

OP \u003d 5 + 15 + 150 + 50 + 30 + 80 + 45 + 15 + 15 \u003d 405 (min.);

EA = 10 + 60 + 10 + 10 = 90 (min.).

There are no violations of the rules of labor discipline.

Calculation of coefficient K1:

K1 (PZ) \u003d 45 / 540 × 100% \u003d 8.3%;

K1(OP) = 405 / 540 × 100% = 75%;

K1 (OLN) \u003d 90 / 540 × 100% \u003d 16.7%.

Stage 4. Analysis of the results and development of solutions (recommendations).

Based on the data obtained as a result of the FRD, conclusions are drawn and recommendations are developed to eliminate the identified shortcomings.

In our case, the analysis of photographs of the working day of an economist, accountant and manager of the Voronezh division of Kamelia-Invest LLC showed enough high level of compliance with labor discipline, since there are either no violations, or the NTD has a low value (2.8% of the total observation time for an economist).

Before starting the observation, it is necessary to decide what exactly is considered a violation of labor discipline. After all, the so-called smoke breaks, tea drinking during working hours, conversations with colleagues on extraneous topics and other time wasters are often simply necessary to maintain a normal environment in the team from a moral point of view.

Important detail: in order to avoid misunderstandings in this regard, it is recommended that the internal labor regulations be set out in writing, coordinated with the team and the trade union organization. When hiring new employees, it is necessary to familiarize them with these rules.

During the PFD, it was revealed that the purchasing manager spends about 30 minutes. each day to report on the day's work. The management of Kamelia-Invest considered that this was a significant investment of time, and decided simplify the forms of intra-company reporting both purchasing managers and other employees.

NOTE

Reporting forms, their content and frequency should be reviewed periodically in any case, as in today's rapidly changing business environment, any information quickly loses its relevance.

Based on the results of the FDD, it was decided to include in the staffing of the Voronezh division of Kamelia-Invest LLC the rate of a computer typing operator to delegate the following functions to him: photocopying and scanning documents, sending and receiving e-mail, archiving documents, compiling simple reports and text documents . It allowed unload qualified personnel(accountants, economists and managers).

In any case, it is easier to find a person who has the skills to communicate with a computer and other office equipment than a competent economist, responsible accountant and experienced manager. And from the point of view of remuneration, this option is the most optimal.

The efficiency of any department largely depends on its provision with modern high-speed equipment (high-speed computers capable of working with large amounts of data) and communication facilities. Perhaps, according to the results of the FRD, in some cases it will be justified to purchase such equipment, because the efficiency of the company depends on the efficiency and reliability of the data received.

The FRD also provides an opportunity to consider the use of the same equipment (scanners, large format printers, color printers) by several employees / departments without compromising the effectiveness of their work. Such equipment is used, as a rule, sporadically, to perform one-time tasks.

The results of the FRD can be used to resolve the issue of promotion, for certification, awards, etc.

NOTE

A photograph of a working day can be taken by the company itself (a more economical option) or entrusted to a company specializing in this (the result of the study will be more reliable).

The personnel, organizational system, methods of work, management style of the company are quite easily influenced by the enterprise, manageable and at the same time have a significant impact on the overall performance indicator. That is why the increase in labor efficiency should be given great attention, and the FRD in this matter is one of the most convenient and rational methods for studying the costs and losses of working time.

O. S. Polyakova, expert

The specialists of a commercial firm are assigned tasks, for the implementation of which a certain time is given. However, employees often do not have time to cope with them in the time provided to them. The reasons may be different: insufficient qualifications, excessive workload, outdated equipment. An employee can also waste time on things that are not necessary. Research is needed to identify the real causes. One of the research tools is weekend photography.

What is working time photography

Work time photography is a tool for tracking employee productivity. It allows you to track exactly what the specialist spends his time on. This is a tool for determining the time spent on a particular task.

ATTENTION! This is not a photograph in the literal sense of the word, but a document of the same name. It is called photography because it allows you to capture the performance of work in all details. The task and the beginning / end of work on it are indicated. Explanations can also be added to the document. This is a versatile tool. It provides tracking of not only production capacity, time, but also intellectual resources.

Differences between photography and timing

Timekeeping is a tool that is usually used by the employee himself. The employee himself decides how and where to record the information received.

A photo of working time is a formal event appointed by the manager. All the information obtained as a result fits into the form of the established form. This form can be approved by the company itself. The formation of the photograph is carried out in accordance with the documents signed by the heads of the company.

Goals and objectives

A photograph of working time is needed to solve these problems:

• Making the right decisions when forming the staff of employees, creating job descriptions and a work plan.
• Analysis of the required amount of work for each individual employee.
• Creating an actual balance of time by grouping its consumption into different categories.
• Precise establishment of the structure of working time.
• Timely detection of the reasons for which there is a loss of time.
• Identification of the reasons for the untimely implementation of the work plan.
• Performing a comparative analysis of the work of specialists with a similar profile.
• Establishing working methods to improve efficiency.
• Evaluation of workplace conditions and the impact of these conditions on productivity.
• Analysis of the waste of time in production leaders.

Working time photography is used to achieve these goals:

• Identification of "leaks" of time during the day.
• Establishing problems associated with the "leakage" of time.
• Organization of events to help solve these problems.
• Creation of temporary standards.
• Learning from the experiences of more productive firms.
• Carrying out training activities to increase labor efficiency.

NOTE! Working time photography is a complex tool that allows you to solve a number of tasks. It allows you to increase productivity with a minimum investment.

Who can use the information from the RV photo

Work time photo is used by these employees:

• Leaders and managers. With the help of photography, they can determine the degree of workload of their employees, their productivity.
• Human Resources Managers and Human Resources Representatives. A photo of working time will allow them to form job descriptions, determine the optimal number of employees in the state. The information will also allow for various studies.
• The employees themselves. They will be able to increase their productivity, optimize their time.

The information obtained as a result of the study can be used by all interested persons.

Varieties of photos

Photos of working time are divided into different types, each of which has its own characteristics.

Individual

A photo is taken only for one employee to track his performance. His labor process is monitored by a commission that enters all the data received into the observation sheet.

group

Group photography involves the observation of a whole group of specialists. The control process itself is similar to the first option. That is, a commission is assembled that oversees labor activity. The method allows you to simultaneously obtain data on the effectiveness of each specialist in the group.

If the group includes more than three employees, the analysis is performed by instantaneous observations. In their course, the actions of employees are recorded. Consider the main characteristics of the procedure:

• The observer selects certain work tasks for analysis, since the observation of the entire labor process is a time-consuming task.
• The analyzed time is divided into intervals.
• The intervals when they are entered in a special form are indicated briefly: by a letter or a number.

Group photography is a rather complicated procedure. That is why it is very important to organize it correctly.

brigade

The brigade method is used in production. It practically does not differ from the group method.

Methods for taking photographs of working time

Who exactly should supervise the work of the employee? This is determined by the head of the company. The committee members may include:

• Ordinary engineers and chief engineer.
• Managers, HR representatives.
• Representatives of the accounting department.
• Employees responsible for labor protection.

If the method of individual photography is used, the commission may consist of only one person.

How is working time photography done?

If the company has several jobs, the commission may combine the information in one card. For example, two representatives of the company perform almost identical work. In this case, the first half of the day is monitored by one employee, and the second half by another. As a result, one photo for two is formed.

To clarify the photograph of working time, certification should be carried out several times. Average values ​​are entered into the form.

Stages

To obtain accurate results, it is important to properly organize the observation. The procedure is divided into three stages.

Training

Observers must understand the specifics of the employee's work. Without this, it will be impossible to correctly record the work activity. Observers get acquainted with the technical features, prepare observation sheets. In the latter, the basic parameters that will be studied are entered.

Observation

There is a measurement of the duration of all processes. For example, an employee needs to complete three tasks. These tasks are included in sheet options. Next to them, the start time and end time of the execution are entered. In this case, all interruptions must be taken into account, even if they are unauthorized. Monitoring is carried out throughout the day.

Results processing

This is one of the main steps. Includes the following actions:

• Calculation of the total amount of time spent on work. At the same time, time is determined for the implementation of specific tasks, for breaks.
• Evaluation of the results of the study. If an employee works in hazardous conditions, this must be taken into account. Such conditions may make long-term operation impossible.
• Comparison of the obtained results with exemplary standards.

During the analysis, “problem areas” are identified. For example, a manager spends a lot of time on routine tasks, ignoring the main ones. This reduces its efficiency. In this case, it makes sense to delegate routine tasks to employees of another level so that the manager can focus on the main tasks. The analysis reveals time that is wasted senselessly. For example, it can be conversations with other employees. In this case, it makes sense to tighten up the corporate culture.

How to present the results of observation

All information is entered into a special form. It contains this information:

• Document's name.
• The name of the company or its structural subdivision.
• The initials of the worker being monitored.
• Education of the employee, the degree of his training.
• Position held.
• The name of the work to be performed.
• Tasks assigned to employees.

The form can be presented in the form of this table:

What to include in notes? The second column contains the short name of the task. For example, it can be work with incoming information. In the explanations, you can indicate that the employee was engaged in parsing emails and preparing responses to them. You can also mention other additional information in this column. The name of the work can be supplemented with its code, if available.

The table should contain this information:

• Time spent preparing for work and completing it.
• Time spent on maintenance of the workplace (for example, turning on the computer, tidying the workspace).
• Time spent on the operational execution of tasks.
• Break time between problem solving.

As is obvious, all the actions of the employee are registered in the form, even 10-15 minutes spent cleaning the workspace.

After all the information is entered into the document, you need to give it under the signature of the head of the structural unit in which the observation was carried out. Then the signature of the head of the company must be put.

Determining the severity of labor based on a photograph of RV

As already mentioned, working time photography is a complex tool. It allows you to evaluate not only the performance of an employee, but also working conditions. What is it for? The degree of productivity is influenced not only by the efforts of the employee, but also by the place of work itself, the features of the functioning of the equipment. Identification of additional problems allows them to be corrected in a timely manner.

An analysis of the severity of the activity is carried out. In this case, it is desirable to include representatives of the commission on labor protection in the composition of the commission, since they have all the necessary knowledge. How to perform analysis? It is necessary to analyze the time spent, for example, to start the equipment. Outdated technology can greatly slow down the work.

What to do after all tests

Based on the information received, the manager, depending on the problems identified, can make these decisions:

• Increase or decrease in salary. For example, the group method of photography was used. As a result, it became clear that one employee is highly productive, and the second is constantly distracted. The first is assigned a bonus, and the second is reduced salary. This system allows you to properly motivate employees.
• Increase in staff. In the process of analysis, it may be found that the efforts of all employees are not enough to complete the assigned scope of tasks. In this case, additional employees may be hired.
• Changing responsibilities. Time can be spent irrationally due to the fact that the employee does not correspond to his position. For example, he may not have enough experience. In this case, it makes sense to remove him from his post. An alternative measure is to conduct training events.
• Correct load distribution. Too much workload may fall on one unit, and very little on the other. In this case, tasks are redistributed.

A photograph of working time can lead to an upgrade of equipment, an improvement in the workplace. This simple method, which takes one day to implement, provides a lot of crucial information about the state of production.

NOTE! A photograph of working time can be analyzed not only by the commission, but also by the manager. The second, based on the data received, can make larger decisions.