Indicators of the composition and movement of personnel. Indicators of the presence and movement of personnel of the enterprise

The volume of work with personnel depends on the number of personnel, as the analysis of the data in Table 1 shows, the number of personnel in the enterprise is increasing every year. As of September 1, 2015, the number of personnel amounted to 291 people, it should be noted that the number of personnel increased by 74.2% compared to 2013. Growth occurred in all categories of personnel.

Table 1 - Average number of employees

Name

Average number of employees

Incl. managers, specialists, employees

Teaching staff

including collaborators.

Figure 2 - age composition of teachers

Figure 2 shows the age composition teachers.

The analysis of the payroll number of personnel for hiring-dismissal, turnover, showed that the dismissal does not exceed the number for hiring employees. As a result of the constant hiring and dismissal of employees, the composition of the organization's staff and turnover change all the time (table 2).

Table 2 - Personnel movement

Index

Average headcount of all personnel, pers.

Accepted - pers.

Dismissed - pers.

Acceptance turnover ratio, %

Termination turnover ratio, %

Fluidity, %

The turnover rate for hiring in 2015 is 18%, and the turnover rate for leaving is 9%, from which we can conclude that the number of both hired and retired decreased compared to 2013. However, the increase in the acceptance rate is much greater than the increase in the turnover rate on disposal. This means that the average number of employees has increased by 28 people. It is also clearly seen that the turnover ratio for admission and the turnover ratio for retirement are gradually decreasing, which indicates the constancy of staff.

Staff turnover is a necessary channel for the movement of labor. It becomes a problem if it becomes excessive (10 - 25% or more per year). As of September 1, 2015, the staff turnover rate was 8.87%, indicating a relatively stable staffing environment. However, it should be noted that in 2015 the staff turnover was lower than in 2013-2014.

Analysis of data for the period 2013 - 2015 on hiring and dismissal showed that the main reason for the dismissal of employees is their own desire - 96%, the next reason is the old-age pension (Table 3)

Table 3 - Data on the reasons for dismissal for 2013 - 2015

The main reasons for the dismissal of employees is their own desire.

At the level of enterprises and industries, there is no concept of the employed population. This concept is replaced by the indicator "number of employees". Information on the number of employees is transmitted monthly in the form No. P-4 (“Information on the number, salary of employees and hours worked”). The number of employees is called a payroll, which includes permanent or temporary employees at the enterprise, adopted by written agreement and order of the employer. Listed employees include those who have a work book.

In addition to the payroll number of employees, the number of non-listed personnel is taken into account, which includes external part-time workers and those accepted to perform certain types of work under civil law contracts

In turn, the payroll, as well as the number of people employed in the economy, have a job, a profitable occupation, and receive taxable income.

The headcount at a given point in time includes those who showed up and did not show up for work for various reasons: holidays and weekends, regular study holidays, sick leave of various types, strikes, rallies, absenteeism.

The payroll number of employees is determined in the reporting of enterprises as the average headcount for a period of time.

AMS - average headcount

TMS m - TMS for the month

The headcount on holidays and weekends is taken into account on the last working day. If the enterprise does not start work from the beginning of the month, the AMS is still determined by the ratio to the total number of calendar days.

For a quarter and longer periods of time, AMS is determined by:

If the time intervals between dates or periods are not equal, then the weighted arithmetic average formula is used.

AMSi - AMS for the i-th period of time

ti is the duration of the i-th period of time

The list number of employees of most enterprises is divided into the number of workers and the number of employees. For the category of workers, the average and average actual number can be calculated

SFC =

All-day downtime is the days when the workers came to work, but for reasons beyond their control did not start it. All-day downtime is counted as part of the attendance at work. Therefore, to determine the actual hours worked, they are deducted from the attendance at work.

The enterprises keep records of the movement of workers (form No. П-4). The movement is characterized by:



Number at the beginning of the year

Recruitment

Withdrawal (dismissal)

Number at the end of the year

The absolute number of movement of workers, people and movement coefficients are determined. The coefficients of admission, retirement of employees, staff turnover is determined by the ratio of the absolute indicators of movement to the average headcount, expressed in%.

Staff turnover according to international rules includes all dismissed during the year. In Russian practice, the causes of turnover include:

Voluntary layoffs

By decision of the judiciary

Due to incompatibility with the position

For absenteeism and other violations of labor discipline.

Personnel of the enterprise (company) - this is a set of individuals whose relationship with the enterprise is regulated by a contract of employment.

The professional composition of the enterprise's employees is studied in accordance with the All-Russian classifier of workers' professions, positions of employees and wage categories (OKPDTR). According to this classifier, employees who make up the personnel of the enterprise, depending on the nature of the functions performed, are divided into two groups: workers and employees. As part of the workers, the main and auxiliary workers are distinguished. In the group of employees, managers, specialists and other employees are distinguished.

To study the composition of the labor force, groupings are also built according to professions and skill levels.

Under profession understand a certain type of labor activity, due to the totality of knowledge and labor skills acquired by employees as a result of special training or in practice. Within each profession, workers of different qualifications. For specialists and employees, the level of qualification is determined based on the level of special education, which is adjusted in the course of work based on the results of periodically conducted certifications. The qualification of workers is determined tariff category assigned based on the results of periodic tests.

When determining the number of personnel, it is customary to allocate:

- employees who are on the payroll of the enterprise;

– external part-timers;

– employees working under civil law contracts.

AT payroll employees who worked under an employment contract (contract) and performed permanent, temporary or seasonal work for one day or more, as well as working owners of organizations who received wages in this organization, are included. In the payroll number of employees for each calendar day, both those actually working and those absent for any reason are taken into account. An internal part-time worker with more than one rate is counted in the headcount as one person.

Accounting external part-timers conducted separately. The order on the appointment of external part-time workers (the work books of such workers are kept at their main place of work) must stipulate that the duration of their work should not exceed 50% of the statutory limit for this category of workers.

Also not included in the payroll are persons working under a civil law contract , attracted by the enterprise, as a rule, to perform one-time, special or economic work (repair, examination, consultation, etc.).

The number of personnel, as well as its individual groups, is characterized by indicators of two types: momentary, i.e. defined as of a specific date (survey, census, reporting date), and interval, i.e. average for the period.

Average number of employees per month is obtained by dividing the sum of the number of employees on the payroll for all calendar days of the month by the number of calendar days in the month (28, 29, 30, 31), even if the enterprise operates for an incomplete calendar month. The number of employees for weekends and holidays is taken equal to the number for the previous working day.

The average number of employees can also be determined according to the daily time sheet of the use of working time. To do this, you need to divide the sum of all attendances and absences from work for all calendar days of the month by the number of calendar days.

In order to avoid distortions when using the indicator of the average headcount in the calculations of other economic indicators (labor productivity, average wages), some employees on the payroll are not included in the average headcount. These workers include:

- women on maternity leave, on additional parental leave;

– employees who are on study leave and additional leave without pay;

- persons not on the payroll and recruited to work under special contracts with state organizations for the provision of labor (military personnel and persons serving sentences of imprisonment);

- persons hired in accordance with an employment contract for a part-time (week), they are taken into account in proportion to the hours worked.

The average number of employees for the quarter is determined by summing the average number of employees for all months of work in the quarter and dividing the amount received by three (even if the enterprise worked for an incomplete quarter):

The average headcount for the period from the beginning of the year is determined by dividing the sum of the average headcount for all months from the beginning of the year by the number of calendar months from the beginning of the year. When determining the average headcount for the year, the sum of the average headcount for all months of the reporting year is divided by 12 (even if the enterprise has been operating for an incomplete year).

The average number of part-time workers is taken into account in proportion to the hours worked. The average number of persons performing work under civil law contracts is calculated according to the methodology for calculating the average headcount.

Additionally, at the enterprise level, the average headcount and the average number of those actually working can be calculated:

where D slave - the number of working days.

The average number of employees per month is obtained by dividing the sum of the number of employees on the payroll for all calendar days of the month by the number of calendar days in the month (28.29, 30, 31), even if the enterprise operates for an incomplete calendar month. The number of employees for weekends and holidays is taken equal to the number for the previous working day.

The average number of part-time workers is taken into account in proportion to the hours worked.

The average number of persons performing work under civil law and seasonal contracts is calculated according to the methodology for calculating the average headcount.

3. Indicators of the movement of personnel of the enterprise

Under such a concept as the movement of personnel of the enterprise, they understand the change in the payroll number of employees of the enterprise in connection with hiring and dismissal.

The movement of personnel is divided into external and internal.

The external movement of personnel includes:

Receipt turnover;

Dismissal turnover;

Staff turnover (shift) ratio.

The internal movement of personnel characterizes:

Intershop traffic;

Interprofessional mobility;

Qualifying movement and transition of workers to other categories.

Turnover rates are widely used to characterize the overall size of the movement of personnel. At the same time, the total and private (for hiring and dismissal) turnover ratios are calculated.

The overall turnover ratio is determined by the ratio of the sum of hired and dismissed workers to the average number of workers or employees.

There are several types of intra-company movement:

1. Intershop movement. It is based on technical shifts in production, organizational restructuring, reshuffling of some workers as a result of leaving the enterprise of others, as well as dissatisfaction with the conditions and organization of work and life, relations with the administration or with the team, the desire to work in another unit with friends, family members and etc.

2. Interprofessional mobility - the transition to a new profession. These movements are connected both with technical progress and with the realization of personal interests. Professional mobility occupies a significant place not only in the internal turnover of personnel.

3. Qualification movement - the transition from one category to another within the existing tariff system.

4. The transition of workers to other categories (to specialists, employees). The movement is implemented within the framework of dividing the employees of the enterprise into accounting categories of personnel, reflecting the socio-economic differences in the position of these employees.

The total intracompany turnover of employees is determined by the coefficient, which is calculated by the number of employees who participated in the intracompany movement, regardless of the number of changed positions. Thus, the intra-company turnover ratio by the number of employees is defined as the ratio of the number of workers who took part in the intra-company movement, regardless of the number of changes in their positions, to the average headcount.

To assess the personnel policy, firms determine the total number of hired and retired employees, as well as build distributions by sources of income and destinations. On the basis of these data, a balance of personnel movement (balance of labor resources) can be built (Table 1).

Table 1. The structure of the balance of movement of personnel of the enterprise

The number of employed includes persons enrolled in the reporting period in this organization by order (instruction) on employment.

Among the sources of labor force usually allocate: taken on the initiative of the enterprise; taken in the direction of employment services; taken on vouchers after graduation from educational institutions; accepted in the order of transfer from other enterprises.

The number of retired employees includes all employees who left work in this organization, regardless of the grounds (termination of the employment contract at the initiative of the employee, the initiative of the administration; agreement of the parties; conscription or entry into military service; transfer of the employee with his consent to another organization or transfer to an elective position and etc.), whose departure or transfer is formalized by order (instruction), as well as those who left due to death.

The number of voluntary leavers includes employees who left the organization at the initiative of the employee, as well as in the following cases:

Election to positions filled by competition;

Moving to another area; transfer of a spouse to another locality, abroad;

Illness or disability that prevents you from continuing to work or live in the area;

Enrollment in an educational institution, graduate school or clinical residency;

Voluntary dismissal with the onset of retirement age or those receiving an old-age pension;

The need to care for sick family members or disabled people of group I;

Agreement of the parties;

Voluntary dismissal of pregnant women, women with children under the age of 14, single mothers with a child under the age of 14 or a disabled child under 16.

The number of hired and retired employees on the payroll does not include:

Employees involved in work under special contracts with state organizations (military personnel and persons serving sentences of imprisonment);

External part-timers;

Employees who performed work under civil law contracts.

In accordance with the regulatory documents of the statistical monitoring bodies, to characterize the movement of workers, the total number of employed and retired workers, including those who left of their own free will, is determined.

To assess the intensity of the movement of personnel of an enterprise, as well as for a comparative analysis of the movement of personnel over long periods of time or between enterprises, it is necessary to use relative indicators calculated as a percentage of the average number of employees of an enterprise:

Total turnover ratio - the ratio of staff turnover to the average number of employees.

The indicator of the average headcount (r) is used at the enterprise to calculate and plan other economic indicators, such as wages, labor productivity, production volume, etc. (see above)

K total. vol \u003d K vol. by SW + K vol. reception, or

Retirement turnover ratio - the ratio of the number of retired for the reporting period to the average headcount:

where r uv - all retired workers for a certain period.

Recruitment turnover ratio - the ratio of the number of people hired for the reporting period to the average headcount:

where r prin - all accepted workers for a certain period.

Personnel retention ratio - the ratio of the number of employees on the payroll for the entire reporting year to the average number of employees:

where r n - employees on the payroll for the entire calendar year.

To determine the employees who are on the payroll for the whole year, it is necessary to exclude from the payroll number of employees at the beginning of the year those who left during the year for all reasons (except for those transferred to other organizations), but not to exclude those who left from the number accepted in the reporting year, since in the lists there were no organizations at the beginning of the year.

Shift ratio of workers - the ratio of the total number of man-days worked by workers in all shifts to the number of workers in the busiest shift

where ΣD is the total number of man-days worked by workers in all shifts;

r max. cm - the number of workers in the busiest shift.

When calculating K cm for one day, the numerator and denominator can use data on the number of workers who worked in each shift. The shift ratio is calculated both for the shops and for the enterprise as a whole.

A positive value of this coefficient indicates that the process of hiring new employees compensates for the loss of labor resources, while additional new jobs are created at the enterprise. A negative value of the coefficient occurs when the number of dismissed exceeds the number of accepted.

4. Practical application of indicators of the movement of workers and their statistical processing

Calculation of the average headcount

The number of employees of the enterprise for the period:

The average number of employees (r) for the period is:

person/month

Rounding the figure, we get the average headcount - 93 people / month.

Calculation of turnover ratio on disposal

Laid off workers:

The average number of dismissed workers (r uv) is equal to:

person/month

Calculation of the turnover ratio for acceptance

Hired workers:

The average number of hired workers (r prin) is equal to:

person/month

Calculation of the total turnover ratio

Frame Persistence Rate Calculation

The number of employees on the payroll for the entire period (r n) was:

Statistical processing: the average number of employees working at the enterprise per month is 93 people. For various reasons, an average of 7 people left the enterprise during the period, which in percentage terms amounted to 7.5%. At the same time, on average, the enterprise employs 6 people per month, i.e. 6.5% of the payroll. Therefore, the overall turnover ratio is 14%. The number of employees permanently working at the enterprise for the period amounted to 79.6% of the payroll.

The staff turnover rate should be equal to 3-5% of the payroll of the enterprise. At this enterprise, it is exceeded by 2.5%. This small deviation increases the cost of hiring new employees and reduces the volume of output, but not to a significant extent.

Conclusion

As part of the functions assigned to the statistical authorities, the State Statistics Committee of Russia develops a methodology and tools (reporting forms, instructions and instructions for filling them out) for conducting federal state statistical observations on statistics on the number, wages of employees and the use of working time.

The specified information is collected from legal entities and their separate divisions according to a single methodology and is developed by sectors of the economy, types of activity, regions for comparative analysis, calculation of employment indicators, wages on average per employee per month and per hour worked, indices of nominal and real wages fees, as well as for international comparisons

Different approaches are used to characterize the directions of employee retirement. So, for example, they distinguish retirement for reasons of a physiological nature: in connection with death, a long illness, the impossibility for health reasons to continue working at this enterprise, reaching retirement age.

Another approach, traditional for domestic statistics, was based on the concepts of necessary and excessive labor turnover.

The necessary turnover included retirement for reasons directly provided for by law (expiration of the employment contract, conscription into the army, admission to an educational institution out of work, election to elected bodies of state power, transfer to other enterprises, moving to the place of residence of the spouse, etc.). )

Excessive turnover (staff turnover) included reasons not directly provided for by law and related to the personality of the employee (dismissals of their own free will, for absenteeism and other violations of labor discipline).

The allocation of excess turnover made it possible to determine the so-called staff turnover rate - the ratio of the number of employees who left for a certain period for reasons attributable to staff turnover to the average number of employees for the period. The turnover rate can be considered as an indicator of the effectiveness of the personnel policy of the enterprise.

The current practice of statistical accounting of the movement of workers does not highlight the excessive turnover of the labor force, therefore, it is possible to assess the level of staff turnover only on the basis of primary statistical records.

Bibliography

    "Library of Cyril and Methodius" [Electronic resource]: encyclopedia. edition - Handbooks / Statistical data. - St. Petersburg: BEKM, 2008.

    Economic statistics. Textbook for universities / Under. ed. Yu.N. Ivanova. M.: Infra - M. 2001.

    Golub L.A. Socio-economic statistics. Moscow: Vlados, IMPE im. A.S. Griboedova, 2003.

    Grishin A.F. Statistics: Textbook. M. Finance and statistics. 2002.

    Gromyko G.L. General theory of statistics. - M.: INFRA - M., 1999.

    Gusarov V.M. Statistics: Textbook for universities. M.: UNITY - DANA. 2002.

    Eliseeva I.I., Yuzbashev M.M. General theory of statistics, M.: Finance and statistics, 2002.

    Efimova M.R. , Bychkova A.Yu. Social statistics. Tutorial. M.: Finance and statistics. 2002.

    Efimova M.R. etc. General theory of statistics. Textbook. Moscow: Finance and statistics, 2002.

    General theory of statistics / Ed. Spirina A.A., Bashina O.E., -M.: Finance and statistics, 1999.

    Social statistics / Ed. Eliseeva I.I., -M.: Finance and statistics, 2001.

    Statistics. Textbook for universities / Ed. I.I. Eliseeva. M.: Prospect. 2002.

    Kharchenko L.P. Statistics: Textbook for universities. M.: Infra - M. 2002.

    Shmoylova R.A. Theory of Statistics: Textbook. M.; Finance and Statistics, 2001.

    Alin V.N. etc. Socio-economic statistics. Textbook. M.: Lawyer, 2002.

    Tavokin E.P. Social statistics. Tutorial. M.: RAGS, 2002.

    Troyanovsky V.A. Management statistics. Tutorial. M.: RDL, 2002.

    Methodology for statistical monitoring of the number of employees, wages and working hours

Application

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    Coursework >> Economics

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  • Formation of planning numbers employees

    Abstract >> Management

    Several others indicators. Average number workers per month is determined by summing numbers workers list ... the necessary labor resources; definition and study indicators movements and constancy of staff; study and...

  • abstract

    Course work contains 46 pages, 8 tables, 2 figures, 39 used sources.

    HR, PERSONNEL, ORGANIZATION, LABOR, COMPOSITION, PERSONNEL POLICY, RECRUITMENT, MANAGEMENT, LABOR PRODUCTIVITY, STAFF EVALUATION, MOTIVATION.

    The object of the study is the Limited Liability Company "Construction Products Plant".

    The purpose of the course work is to study the theoretical aspects of personnel formation, the study of the number, composition and structure of personnel in LLC "Building Products Plant" and the development of proposals for optimizing the composition and structure of the enterprise's personnel.

    In the process of work, comparative analysis, factor analysis, monographic analysis were used.

    The degree of implementation is partial.

    Scope - in the practice of the personnel service of LLC "Building Products Plant".

    Introduction

    Theoretical foundations of personnel formation at the enterprise

    Enterprise personnel: composition, structure and main categories

    Factors determining the number, composition and structure of personnel

    Indicators of the number and movement of personnel

    Analysis of the number, structure and composition of the personnel of the enterprise LLC "Building Products Plant"

    General characteristics of the enterprise

    Assessment of the number and movement of personnel

    Analysis of the composition and structure of the enterprise's personnel

    Conclusion

    List of sources used

    Introduction

    The increased interest in the human factor in the 1960s and 1980s led to the development of the theory and practice of social planning at the enterprise and management of the workforce. An enterprise (organization, firm), being an integral production and economic system, however, can be represented as a set of its constituent elements (subsystems), naturally interconnected (interacting) with each other. The number of such subsystems can be different and depends on the concept laid down during the decomposition.

    In the system of measures to implement the economic reform, particular importance is attached to raising the level of work with personnel, placing this work on a solid scientific foundation, and using the experience accumulated over many years of domestic and foreign experience.

    One of the most important problems at the present stage of development of the economy of most countries of the world is the problem in the field of work with personnel. With all the variety of existing approaches to this problem in various industrialized countries, the main most general trends are the following:

    Formalization of methods and procedures for personnel selection;

    Development of scientific criteria for their evaluation;

    Scientific approach to the analysis of needs in management personnel;

    Promotion of young and promising employees;

    Increasing the validity of personnel decisions and expanding their publicity;

    System linking economic and government decisions with the main elements of personnel policy.

    The main potential of the enterprise lies in the personnel. No matter how great ideas, latest technologies, the most favorable external conditions exist, it is impossible to achieve high activity without well-trained personnel. It is the people who do the work, provide the ideas, and allow the enterprise to exist. Without people, there can be no organization; without qualified personnel, no organization can achieve its goals. Personnel management is associated with people and their relationships within the enterprise (organization). It is applicable not only to the spheres of material production, but also to all types of employment.

    Today, the main factors of competitiveness are the availability of labor force, the degree of its motivation, organizational structures and forms of work that determine the effectiveness of the use of personnel.

    In the 21st century, the success of any business organization is more dependent on its employees. A reflection of this in the field of science and education is the rapid development and wide dissemination of knowledge in the field of personnel management.

    The relevance of the topic of the course work increases with the increasing role of personnel in modern production, fundamental changes in the content of labor caused by the use of new equipment, technologies and methods of production activities. The functions of ensuring the continuity of the system of units, maintenance and adjustment of equipment have come to the fore.

    To increase the role of personnel in modern production, as well as to effectively manage it, it is necessary to change the technologies of labor organization at the enterprise. These changes include, first of all, the wider use of collective forms of labor organization both on the scale of the entire organization - at the macro level, and in all individual departments - at the micro level.

    Research in the field of personnel management for a long time was carried out fragmented, within the framework of various sciences: economics, psychology, sociology and others.

    This problem is studied in the works of V.P. Pugacheva, A.Ya. Kibanov and D.K. Zakharov, and other authors. In the works of these researchers, an attempt is made to integrate the developed knowledge in the field of personnel management, a set of rules, principles and technologies that can be used by managers in effective personnel management.

    The purpose of this work is to study the personnel in LLC "Building Products Plant" and develop recommendations for its improvement.

    Achieving this goal involves solving a number of tasks:

    Study of the theoretical and methodological foundations of personnel management in the enterprise;

    Analysis of the state, movement and development of personnel in the Construction Products Plant LLC;

    Development of proposals for optimizing the composition and structure of the enterprise's personnel.


    1 Theoretical foundations of personnel formation at the enterprise

    1.1 Personnel of the enterprise: composition, structure and main categories

    Personnel refers to the entire staff of employees. That part of it, which is in the staff of the organization, is called personnel. From the point of view of statistics, personnel (cadres) are characterized by the structure, number, both in general and in individual groups.

    From the socio-production point of view, in other words, according to the role that employees play in the organization and in the process of achieving its goals, the same terms refer to completely different concepts.

    Personnel is a set of employees of various professional and qualification groups employed at an enterprise and included in its payroll.

    Personnel (labor resources) can be called people - "cogs", people - uncomplaining performers, who, in fact, are not much different from machine tools. They just need to be kept “in good condition” (for this it is enough to pay the minimum wage, provide tolerable working conditions and it is not at all necessary to treat them as individuals).

    When we talk about personnel, we assume that employees are already treated as people, but people in general, devoid of individual differences, that is, a homogeneous, faceless mass.

    But just like personnel, it is no longer possible to manage personnel, one has to take into account that employees need to create comfortable physical, social and psychological working conditions.

    Therefore, within the framework of personnel management, in contrast to personnel management, very significant attention is paid to all these issues (a favorable moral and psychological climate is being formed, social partnership is being established, conflicts are “walking around”, etc.).

    Today, personnel is a strategic factor that determines the future of the organization, which turns it into human resources - a set of individuals, each of which has a special personality, intelligence, ability for self-development, creativity. Moreover, if before the activity of workers was determined by the consumption of other resources (primarily machines), today the situation has become diametrically opposite: the effectiveness of their use depends entirely on people.

    The transition from personnel management to human resource management means the movement:

    From narrow specialization and limited liability to broad professional and job profiles;

    From a planned career path to a flexible choice of professional development trajectory;

    From the control of personnel to the creation of opportunities for its development;

    From closed to open selection of specialists.

    It is the need to take into account the personal factor that leads to the gradual transformation of personnel management into human resource management and serves as the boundary between these concepts.

    American experts talk about the cost of acquiring human resources (hiring, training, adaptation, advanced training), replacement cost (retraining, advanced training).

    Considering personnel as human resources means:

    First, an individual approach to all employees within the common interests of them and the company.

    Secondly, awareness of the problem of the shortage of highly qualified personnel, the struggle to attract them.

    Thirdly, the rejection of ideas about the staff as a gift that does not require costs from the employer.

    Fourthly, analysis and regulation of group and personal relations, personnel potential, conflict management, ensuring the requirements of psychophysiology, ergonomics, and so on.

    Finally, workers can be viewed from an economic point of view, namely participation in the creation of the end result, wealth.

    The transformation of workers into the main source of the company's wealth has changed their position. They have become elements of human capital - its main asset and the conditions for victory in the competitive struggle.

    The list of employees for each calendar day includes both those who actually work and those who are absent for any reason. It does not include part-time workers, workers for one-time and special work, attracted on the basis of special contracts, sent to study off-duty and receiving a scholarship at the expense of the enterprise, and some others.

    The payroll for a certain calendar date includes all employees, including those hired from this date, and excludes all those laid off, starting from it. It consists of three categories of persons:

    Permanent - admitted to the organization indefinitely or for a period of more than 1 year under a contract;

    Temporary - issued for up to 2 months, and to replace a temporarily absent employee - up to 4;

    Seasonal - hired to work that is regularly recurring in nature (for up to 6 months).

    Under the structure of personnel (social structure of the organization) is understood the quantitative ratio between groups of workers, given by the technological and organizational structures of the enterprise. It finds its expression in the staff list, which reflects its normative state.

    The personnel structure can be statistical and analytical.

    The statistical structure reflects its distribution and movement in the context of categories and groups of positions.

    Allocate:

    Personnel of the main activities (persons working in the main and auxiliary, research and development departments, management apparatus, engaged in the creation of products, services or servicing these processes);

    Personnel of non-core activities (employees of repair, housing and communal services of social sphere divisions).

    All of them in their divisions occupy the positions of managers, specialists, workers, and basic information about them is contained in the current reporting.

    The analytical structure is determined on the basis of special studies and calculations and is divided into general and particular.

    In the context of the general structure, personnel is considered according to such criteria as work experience, education, and profession. The private structure reflects the ratio of certain categories of workers, for example, “those engaged in hard work with the help of the simplest devices and without them”, “performing work manually, not with machines”, “performing manual work on servicing machines and mechanisms”, “employed at machining centers” and other.

    The criterion for the optimal structure of personnel is the correspondence of the number of employees of various job and professional groups to the volume of work performed by them, expressed in the cost of working time. This allows you to minimize labor costs for the performance of relevant functions and increase the reliability of the device.

    According to the nature of the labor functions, the personnel is divided into workers and employees.

    Workers directly create material values ​​or provide production services. It is customary to distinguish between main and auxiliary workers. The former are engaged in technological processes that change the shape, structure, properties, spatial position of the object of labor. The second ones are related to the maintenance of equipment and jobs in auxiliary units - repair, tool, transport, storage.

    The workers also include junior service personnel, who are mainly engaged in the provision of services not related to the main activity (janitors, couriers, cleaners of non-production premises, drivers of personal cars of management and buses transporting employees).

    Employees carry out the organization of people's activities, production management, administrative, financial, accounting, supply, legal, research and other functions. Thus, one can speak of managerial and non-managerial employees who do not supervise others.

    Employees belong to the professional group of persons engaged mainly in mental (mainly intellectual) work. They are combined into several subgroups:

    1. Managers, which also include their deputies and chief specialists (for example, chief accountant, chief economist), state inspectors. Together, they form an administration that also includes individuals outside the management who perform support management functions, such as personnel officers.

    2. Specialists - employees performing qualified types of professional activities (development of options for solving individual production, technical and managerial problems, the choice and adoption of which is within the competence of managers). These are economists, lawyers, engineers.

    Depending on the level of training, specialists of the highest and middle qualifications are distinguished. The first carry out the management of production, technical and creative processes, the second are the responsible performers of the work.

    Specialists can be chief, leading or senior and have a category characterized by a number.

    A senior specialist, along with the performance of his usual duties as a specialist, can lead a group of colleagues - ordinary performers, not allocated to an independent unit. This guidance is not of an administrative nature, but mainly of coordination and advice. He can also be the sole responsible executor of some work, having no subordinates.

    The leading specialist performs the same duties as the senior specialist, but provides additional methodological guidance, and the chief coordinates the work of leading and senior specialists.

    3. Other employees related to employees carry out the preparation and execution of documents, accounting, control, economic services (for example, cashiers, clerks, archivists, commandants).

    In the West, the following categories of employees are distinguished:

    top management;

    middle management;

    love management;

    Engineering and technical personnel and corporate employees;

    Workers engaged in physical labor;

    Social infrastructure workers.

    Occupation of a position requires the possession of an appropriate profession and qualifications.

    A profession is understood as a set of special theoretical knowledge, practical skills and experience acquired by a person as a result of special training and work in this area, allowing them to carry out the corresponding type of activity, as well as the occupation.

    In Russia, the professions of workers are included in the General Classifier of Occupations of Workers, Positions of Employees and Wage Levels (OKPDTR) in accordance with the Unified Tariff and Qualification Directory of Works and Occupations of Workers, and positions of managerial personnel - in accordance with the Unified Nomenclature of Positions of Employees and the Qualification Directory of Managerial Positions, professionals and employees. The tariff and qualification reference books for each section contain a job description, skill requirements, and, if necessary, examples of work.

    Within each profession, specialties are distinguished - types of activities associated with the performance of more limited functions.

    Experience and practice link skills, knowledge and skills together, forming qualifications, i.e. the degree of professional training necessary to perform these job functions.

    Distinguish between job qualifications and employee qualifications. The first is represented by a set of requirements for those who must fulfill it; the second - a set of professional qualities acquired by a person, which, in particular, are due to:

    The level of general and special knowledge and organizational skills (for managers);

    Work experience in this or a similar position, necessary for mastering the profession.

    Qualification is assigned by a special commission on the basis of a comprehensive examination of the knowledge and experience of a given person and is legally fixed in documents - diplomas, certificates, etc.

    According to the degree of qualification, workers are usually divided into the following groups:

    Highly qualified - graduated from professional and secondary specialized educational institutions with a training period of 2-4 years;

    Qualified - graduated from secondary vocational or technical schools, completed industrial training at enterprises for 6-24 months;

    Low-skilled - who have undergone industrial training for 2-5 months;

    Unskilled - those who have received practical training or on-the-job training for several weeks.

    In the West, skilled, semi-skilled and unskilled workers are distinguished.

    The higher the qualification of an employee, the less his work lends itself to regulation, control and stimulation.

    Highly qualified workers need increased social protection, independence, creation of conditions for creativity, but at the same time they are ready to bear increased responsibility.

    The totality of knowledge and skills, specific abilities of employees required in a particular labor process is called professional competence. The following types are distinguished:

    Functional (the presence of special knowledge and the ability to implement them);

    Intellectual (ability for analytical thinking);

    Situational (the ability to act in accordance with the prevailing circumstances);

    Social (the presence of communication and integration abilities, the ability to maintain relationships, influence, achieve one's own, correctly perceive and interpret other people's thoughts, express their attitude towards them, conduct conversations, etc.).


    1.2 Factors determining the number, composition and structure of personnel

    The composition and number of personnel are determined by the list of positions established by the administration to meet the needs of production, depending on its functional, technological and organizational structure. Its qualitative parameters are determined by the requirements for the level of qualification of workers, and its quantitative parameters are determined by the volume of output, labor intensity, complexity of products, the degree of automation and computerization of technological processes.

    Usually, personnel is formed purposefully, which allows optimizing its number, professional and qualification structure, ensuring the rational distribution of labor functions and the workload of workers, their composition with functionally different content of labor. The ultimate goal of personnel formation is the creation of a workable workforce.

    The number of personnel is determined by the content, scale, complexity, labor intensity of production processes, the degree of their mechanization, automation, computerization.

    When calculating the number of personnel based on statistical methods and expert assessments, the following are used:

    The amount of time required to complete the work;

    Number norms;

    Coefficient of conversion of the turnout number into the payroll;

    The amount of useful time fund;

    Service standards, etc.

    These factors set its normative (planned) value, which in practice is almost never achieved. Therefore, the staff is more objectively characterized by the payroll (actual) number, i.e., the number of employees who officially work in the organization at the moment.

    Almost any organization is constantly in need of staff, which puts on the agenda the task of attracting and selecting people with the right qualities. At the same time, it is impossible to recruit new employees unnecessarily, i.e. according to the principle “if there was a person, there would be work”.

    The starting point for attracting personnel is the emergence of vacancies for certain positions and jobs. They are formed as a result of dismissal, the opening of a new line of work, the overload of existing employees of the relocation, etc.

    The decision to hire a new employee or choose from an existing one is influenced by:

    Complexity, uniqueness of the work;

    Availability of a personnel reserve and a personnel development program;

    The financial capabilities of the company;

    Features of personnel policy.

    The recruitment process is costly, and appointment errors make it even more expensive. At the same time, the selection of successful employees increases the profitability of the work and the prestige of the company, reduces turnover.

    The quality of the recruitment, i.e., an approximate assessment of the level of hired workers, is characterized by the following indicators:

    Percentage of employees (out of those recruited) who are promoted;

    Percentage of workers remaining at work after one year.

    There are several recruitment models:

    1. Reliance on own personnel, internal promotion of interested employees focused on the values ​​of the organization and devoted to it. Replenishment of personnel is carried out only at the expense of intelligent young specialists. This ensures high stability of the team, low satisfaction of people with their position.

    2. Recruitment of personnel at all levels outside the organization. This provides a high intellectual potential, but a commitment to the profession, not to the organization. Such a model, called a "sports team", is typical for firms with an aggressive strategy (for example, investment companies). The main motivating factor here is the reward for individual performance.

    3. The combination of a core of permanent and temporary workers is typical for organizations with seasonal and uneven workload or operating on project principles.

    4. Constant attraction of young specialists for all positions, payment for long-term results and qualifications. This model is characteristic of firms operating in the field of high technologies at the forefront of scientific and technological progress.

    In Japanese companies, special booklets are compiled annually, indicating all vacancies and a person has the right to choose a position of interest to him. The leader then decides if relocation is possible and what is required. In this case, a “domino” situation may arise, and the number of relocations for internal hiring will exceed the number of vacancies by several times.

    Methods of attracting personnel can be active and passive. Active ones are usually resorted to when the demand for labor, especially skilled labor, exceeds its supply in the labor market and it is necessary, as they say, to intercept the worker. In the West, they seek to attract as many applicants as possible to the organization, but at the same time tighten the requirements for the selection, "screening" of candidates.

    There are the following types of such methods:

    First, direct, targeted recruitment through an organization reaching out to those of interest to it as social workers in order to generate interest in a new job.

    Recruitment is done:

    1. In educational institutions (the advantage here is that the candidates are "unspoiled" and they do not need to be "broken", but it is enough to create favorable conditions for growth).

    The Hewlett-Packard firm, for example, has contacts with a hundred colleges and universities, where special teams of recruiters (1-3 people) are sent, in total about 1000 people.

    2. Competitors: hiring consultants - "bounty hunters" - find candidates based on personal contacts, databases, etc., and establish contact with them.

    3. In state employment centers (they provide people of mass professions with medium or low qualifications).

    4. In private recruitment agencies (which, however, is very expensive), workers are predominantly with highly qualified specialists. Most often, such agencies are of two types:

    Personnel (looking for work for individuals);

    Recruiting (looking for employees for organizations).

    5. With the help of personal contacts of working employees (this is relatively cheap, provides additional guarantees of quality and compatibility, but does not allow reaching a large number of candidates).

    6. According to notes, calls "from above" or from those to whom they are obliged, with whom they do not want to spoil relations ("behind the scenes" attraction).

    7. On special Internet sites or on the company's own websites, personal Internet pages. Employers can also send job listings via email.

    Secondly, the organization of presentations. They are usually attended by passers-by or people living nearby, usually from among those who are looking for additional income.

    Thirdly, participation in job fairs. The latter are usually organized by local authorities mainly for the employment of people of mass professions who want to find or change jobs.

    Fourth, holding holidays and festivals. The latter are designed to attract the attention of highly qualified workers who are interested in this particular organization.

    Passive methods of attracting personnel are resorted to with a high supply of labor. These include placing ads in external (including foreign) media. The objectives of the advertisement: to attract suitable candidates, to interest them in the organization and the proposed work, to facilitate contact with the company, to get the desired result at minimal cost.

    1.3 Headcount and movement indicators

    A whole system of indicators is used to influence the labor potential of an enterprise on financial results. The quantitative characteristic of the personnel is measured, first of all, by such indicators as the payroll, attendance and average payroll number of employees.

    The headcount is the number of employees on the payroll on a certain date, taking into account the employees hired and retired on that day.

    The turnout number includes only workers who came to work.

    To determine the number of employees for a certain period, the average headcount indicator is used.

    The average number of employees per month is determined as the quotient of dividing the sum of all list data for each day by the calendar number of days in the month. At the same time, on weekends and holidays, the list number of employees for the previous date is shown. The average number of employees for the quarter (year) is determined by summing the average monthly number of employees for all months of the enterprise in the quarter (year) and dividing the amount received by 3 (12) .

    The movement of employees at the enterprise (turnover) is characterized by the following indicators:

    The hiring turnover ratio is the ratio of the number of all hired employees for a given period to the average number of employees for the same period;

    The retirement turnover ratio is the ratio of all retired employees to the average number of employees on the payroll;

    The staff turnover rate is the ratio of those who left the enterprise for unexcused reasons (at the initiative of the employee, due to absenteeism, etc.) to the average headcount (determined for a certain period).

    The calculation of the number of employees is the most important task of determining the reasonable need for personnel to ensure an uninterrupted production process at the enterprise.

    Scheduled calculations for each category of workers are carried out using various methods for determining the required number of workers.

    The estimated number of industrial and production personnel for the planned period is determined based on the base number (Nb), the planned index of change in production volume (Jq) and the relative savings in headcount obtained as a result of factorial calculations of labor productivity growth (EP):

    Chpp = Chb Jq EP, (1.1)

    The number of main workers employed in non-standardized work, as well as auxiliary workers, is calculated according to service rates, taking into account shift work.

    When compiling the balance of working time, the number of days or hours that each worker should work during the planned period, the number of days of absence from work, the average working day of one average worker are determined.

    In the balance of working time, three categories of time fund are distinguished: calendar, nominal and effective. The calendar fund is equal to the number of calendar days of the planned period, and the nominal fund, subject to continuous production, is equal to the calendar fund, taking into account the deduction of weekends and holidays. The nominal fund, minus absences due to illness, vacations and the performance of public and state duties, constitutes the effective fund of working time.

    The number of managers, specialists and employees is calculated for each function by the method of direct normalization or the method of correlation dependence. The heads of enterprises, when determining the number of managerial personnel, can be guided by standard staffing tables developed by research institutes.

    The number of non-industrial personnel does not depend on the number of industrial and production personnel and is determined separately for each type of activity, taking into account the specifics (children's institutions, housing and communal services, subsidiary agriculture, etc.).


    2 Analysis of the number, structure and composition of the personnel of the enterprise LLC "Building Products Plant"

    2.1 General characteristics of the enterprise

    Construction Products Plant Limited Liability Company, established on the basis of a decision of the Board of Directors of OJSC Design and Construction Holding Company Saranskstroyzakazchik (Minutes No. 33 dated December 23, 2002), registered by the Interdistrict Inspectorate of the Ministry of Taxation of Russia No. 1 for the Republic of Moldova on December 30, 2002 under the main state registration number 1021301069107 (certificate ser.13 No. 000110773).

    The founder of the company is OJSC Design and construction holding company "Saranskstroyzakazchik", registered by the Decree of the Administration of Saransk No. 861 dated June 27, 1994 and the Inspectorate of the Ministry of Taxation of Russia for the Leninsky District of Saransk RM on September 02, 2002 under the main state registration number 1021300973286 (certificate series 13 No. 000730719), TIN 1325019366, postal address: 430000, RM, Saransk, Sovetskaya st., 52. The founder has a 100% share in the authorized capital of the Company.

    The Society was established to meet the needs of the market for building materials, as well as to make a profit in the interests of the Founder.

    The Company is a subsidiary of OJSC Design and Construction Holding Company Saranskstroyzakazchik.

    The subject of the Company's activities is the production and sale of building materials.

    The Company, in accordance with the procedure established by law, carries out the following main activities:

    Production of building materials, structures and products;

    Execution of construction and installation works;

    Performance of works on major repairs of buildings and structures;

    Performance of work on the reconstruction of buildings and structures;

    Performance of repair and construction works;

    Performing finishing works;

    Trading activity.

    The authorized capital of the Company is determined in the amount equal to the sum of the authorized capitals of Woodworking Plant LLC and KSI LLC before joining Woodworking Plant LLC and amounts to 150,000 (one hundred and fifty thousand) rubles.

    The mission of the enterprise is to meet the needs of the population of the city of Saransk and other settlements of the republic in quality products.

    The main goal of the plant is the creation of a profitable enterprise for the production of competitive products (products) of a high quality level and the provision of various kinds of services to consumers on the basis of a constant increase in personal interest, including material, direct participants in production, its employees. Achieving this goal is impossible without comprehensive consideration of the growing demands of consumers, suppliers, the state and all those whose interests are close to the manufacturer. By acting fairly, honestly and reasonably with all those with whom a manufacturer deals, the interests of participants, employees and the long-term profitability of the enterprise can be best protected.

    If you act according to this scheme, the enterprise can successfully and effectively solve a whole system of interrelated goals, namely:

    To provide consumers with a variety of high quality construction products and services;

    To ensure the growth of sales and profits, to achieve a stable financial position of the enterprise and a steady increase in capital income;

    Maintain competitiveness by improving the quality of products, reducing production costs, improving pricing policy, constantly comparing the results achieved with market realities;

    Continuously improve management practices, both in terms of goals set and assessment of results achieved;

    To create and maintain at the enterprise such a business atmosphere and such relationships that will contribute to the achievement of a high level of satisfaction with the results of their own work by each, individually and by all employees of the enterprise, a sense of pride in being involved in it.

    Goals are always achieved under certain restrictions, which can be set by the enterprise itself and act from the outside. Therefore, the next step is to analyze the external environment of the enterprise. The main purpose of the analysis is to study the demand for products and form a portfolio of orders. The production capacity of the enterprise and the degree of its use in the process of further activities depend on the portfolio of orders. If the demand for products falls for any reason, then the portfolio of orders decreases accordingly, there is a decline in production, the cost of production increases, losses and the enterprise may become bankrupt. Therefore, the analysis of demand for the profile products of the enterprise is of great importance. This is one of the most important and responsible stages of market research.

    The study of demand is closely related to the assessment of the risk of unclaimed products, which arises from the refusal of consumers to buy it. It is determined by the amount of possible material and moral damage to the enterprise. Each enterprise must know the amount of losses if some part of the product is not sold. To avoid the consequences of the risk of unclaimed products, it is necessary to study the factors of its occurrence in order to find ways to prevent or minimize losses.

    The organizational structure of the enterprise is shown in Figure 2.1.

    Figure 2.1 - Organizational structure of the enterprise

    On the basis of the organizational structure of the enterprise, the staffing table of the plant was developed. By type, the management structure is linear.

    The director of the plant carries out general management of the personnel of the enterprise.

    The functions of the director include:

    Timely provision of the organization with the necessary number of workers, managers, specialists and employees of the required specialties and qualifications;

    Improving the quality of the workforce, managers, specialists and employees;

    Accounting and analysis of the movement of personnel;

    Organization of work with a reserve of managerial personnel;

    Preparation and certification of managers, specialists and employees;

    Strengthening labor discipline and reducing staff turnover;

    Keeping records of personnel, registration and storage of personnel documentation.

    The main structural subdivision of Construction Products Plant LLC is a workshop.


    2.2 Evaluation of the number and movement of personnel

    The volume of work with personnel depends on the number of personnel, as the analysis of the data in Table 2.1 shows, the number of personnel in the enterprise is increasing every year. As of 01.01.2010, the number of personnel amounted to 293 people, it should be noted that the number of personnel increased by 74.4% compared to 2005. Growth occurred in all categories of personnel.

    Table 2.1 - Average number of employees

    Figure 2.2 clearly demonstrates the dynamics of the number of personnel by years.


    Figure 2.2 - Dynamics of the number of personnel of LLC "Building Products Plant"

    The analysis of the payroll number of personnel for hiring-dismissal, turnover, showed that the dismissal does not exceed the number for hiring employees. As a result of the constant hiring and dismissal of employees, the composition of the enterprise's personnel and turnover are constantly changing (table 2.2).

    Table 2.2 - Movement of personnel

    The hiring turnover ratio in 2009 is 18%, and the exit turnover ratio is 9%, from which we can conclude that the number of both hired and retired decreased compared to 2008. However, the increase in the acceptance rate is much greater than the increase in the turnover rate on disposal. This means that the average number of employees has increased by 28 people. It is also clearly seen that the turnover ratio for admission and the turnover ratio for retirement are gradually decreasing, which indicates the constancy of staff.

    Staff turnover is a necessary channel for the movement of labor. It becomes a problem if it becomes excessive (10 - 25% or more per year). As of January 1, 2010, the staff turnover rate was 8.87%, which indicates a relatively stable situation in the workforce of the plant. However, it should be noted that in 2009 the staff turnover was lower than in 2006-2008.

    Analysis of data for the period 2006 - 2009 on hiring and dismissal showed that the main reason for the dismissal of employees is their own desire - 72.25%, the next reason is dismissal for absenteeism (table 2.3)

    Table 2.3 - Data on the reasons for dismissal for 2006 - 2009

    The main reasons for the dismissal of the main workers are dissatisfaction with the conditions and regime of work, wages.


    2.3 Analysis of the composition and structure of the personnel of the enterprise

    In the structure of the number of personnel, the share of workers as of 01.01 is predominant. 2010 - 78.81%. In recent years, there has been a trend towards a decrease in the share of the number of workers from 83.93% in 2005 to 78.11% in 2009 (Table 2.4).

    Table 2.4 - The structure of the personnel of LLC "Building Products Plant"

    The main professions at the plant and the number of workers by category are presented in Table 2.5. The most demanded profession is the lumber stacker.

    Table 2.5 - Main professions of workers

    An analysis was made of the payroll number of employees by length of service and age.

    By experience:

    Less than 1 year of all employees of LLC "Combine of construction products" work - 11.4%.

    The proportion of employees who have worked in the analyzed units from 1 to 3 years is 56%.

    The maximum share is the age group of workers from 40 to 50 years old - 34.6%.

    The proportion of workers under the age of 20 is 1.5%, over 60 years is 2.3%.

    Among the employees of the analyzed units, the proportion of people aged 20 to 50 years is 77.5% (Table 2.6).

    Table 2.6 - The share of young people in the total number of employees

    The composition of the engineering and technical staff includes 64.3% - managers; 33.6% - specialists; 2.1% - employees. The share of engineering and technical personnel working in LLC "Building Products Plant" for up to 1 year is not large, it is 2.6% of the total number of employees analyzed. Employees, aged 40 to 50 years, make up the main backbone of engineering and technical personnel in LLC "Building Products Plant". The proportion of young people under the age of 30 is 15.1% of the total number of analyzed workers. The share of specialists over the age of 60 is not large (3.3%).

    Table 2.7 - Qualification level of personnel

    Table 2.8 - Level of staff education

    The majority of engineers working in departments have higher (87.8%) education and secondary special education (24.3%).


    One of the ways to improve the formation of the personnel of the enterprise is to improve the work on the selection of candidates. The selection of candidates for a vacant position should be made from among the applicants by assessing the business qualities of the candidates. At the same time, it is advisable to use a special methodology that takes into account the system of business and personal characteristics, covering the following groups of qualities: 1) social and civic maturity; 2) attitude to work; 3) level of knowledge and work experience; 4) organizational skills; 5) ability to work with people; 6) ability to work with documents and information; 7) the ability to make and implement decisions in a timely manner; 8) moral and ethical character traits.

    The first group includes the following qualities: the ability to subordinate personal interests to the public; the ability to listen to criticism, be self-critical; actively participate in social activities; have a high level of political literacy.

    The second group covers the following qualities: a sense of personal responsibility for the task assigned; sensitive and attentive attitude towards people; diligence; personal discipline and exactingness to observe discipline by others; level of aesthetics.

    The third group includes such qualities as qualifications corresponding to the position held; knowledge of the objective foundations of production management; knowledge of advanced management practices; work experience in this organization (including in a managerial position).

    The fourth group includes the following qualities: the ability to organize a management system; the ability to organize your work; possession of advanced management methods; ability to conduct business meetings; the ability to self-evaluate their capabilities and their work; the ability to assess the capabilities and work of others.

    The fifth group includes the following qualities: the ability to work with subordinates; ability to work with leaders of different organizations; the ability to create a cohesive team; the ability to select, arrange and fix frames.

    The sixth group includes such qualities as the ability to briefly and clearly formulate goals; the ability to write business letters, orders, instructions; the ability to clearly formulate instructions, issue tasks; knowledge of the capabilities of modern management technology and the ability to use it in their work; ability to read documents.

    The seventh group is represented by the following qualities: the ability to make decisions in a timely manner; the ability to ensure control over the execution of decisions; the ability to quickly navigate in a difficult environment; ability to resolve conflict situations; the ability to observe mental hygiene, the ability to control oneself; self confidence.

    The eighth group combines such qualities as the ability to see the new; the ability to recognize and support innovators, enthusiasts and innovators; the ability to recognize and neutralize skeptics, conservatives, retrogrades and adventurers; initiative; courage and determination in maintaining and implementing innovations; courage and ability to take reasonable risks.

    The ninth group includes: honesty, conscientiousness, decency, adherence to principles; balance, restraint, politeness; persistence; sociability, charm; modesty, simplicity; neatness and neatness of appearance; good health.

    In each specific case, those positions that are most important for a particular position and organization are selected from this list (with the help of experts), and specific qualities are added to them that an applicant for this particular position should possess. When selecting the most important qualities to determine the requirements for candidates for a particular position, one should distinguish between the qualities that are necessary when applying for a job, and the qualities that can be acquired quickly enough, having become accustomed to the work after being appointed to a position.

    After that, the experts work to determine the presence of qualities in candidates for a vacant position and the degree of possession of them by each candidate for each quality. The candidate who best possesses all the qualities necessary for a vacant position, occupies this position.

    In order to correctly determine the selection criteria, it is necessary to clearly formulate the qualities of an employee necessary for the corresponding type of activity. Criteria should be formed in such a way that they comprehensively characterize the employee: experience, health and personal characteristics. “Reference” levels of requirements for each criterion are developed based on the characteristics of employees already working in the organization who are doing their jobs well.

    To improve the current system of selection, placement, training and advanced training of personnel, improve the style of work of personnel services and ensure control over the implementation of planned activities, personnel planning should be carried out at the enterprise. The annual plan of work with personnel is developed taking into account the production tasks of the organization, the introduction of effective forms of management, organization and stimulation of labor, etc. The draft plan provides for specific activities; persons responsible for execution and deadlines. The approved annual plan is communicated to the heads of their departments, organizations, which, on its basis, draw up a plan for working with the personnel of the department.

    The annual plan includes the following main areas of work with personnel:

    Recruitment, staffing, training and advanced training of workers;

    Work with management, engineering and scientific personnel;

    Consolidation of personnel and strengthening of labor discipline;

    Organizational events.

    The structure of the annual plan of work with personnel of LLC "Building Products Plant" (2010):

    1) Recruitment, staffing, advanced training of workers:

    Take part in the work of the qualification commission for the assignment of categories, classes, and categories;

    Draw up and approve the nomenclature list of positions of LLC "Building Products Plant" in accordance with the tariff and qualification requirements;

    Carry out certification of employees who have received an assessment with recertification in a year.

    2) Work with managerial, engineering and scientific personnel:

    Summing up the results of the certification of management personnel and specialists;

    Continue work on staffing with qualified personnel in accordance with the nomenclature list of positions;

    Conduct an analysis of the qualitative composition of management personnel and specialists in terms of education, length of service and age (improvement of the qualitative composition);

    Continue the work of the commission on going abroad for study and internship;

    Continue work to improve the skills of managers and specialists;

    Organize training for managers and specialists in connection with the introduction of new equipment and technical processes.

    3) Consolidation of personnel and strengthening of labor discipline:

    Conduct an analysis of the state of labor discipline and staff turnover in LLC "Building Products Plant";

    Continue work on the submission of materials on the appointment of pensions to employees of LLC "Building Products Plant" for old age, in connection with disability, for the loss of a breadwinner, etc.;

    Maintain constant control over the provision and observance of the vacation schedule for 2010.

    4. Organizational measures:

    Provide methodological and legal assistance on personnel work and record keeping;

    Listen to heads of departments on HR issues.

    In LLC “Building Products Plant”, in order to increase the efficiency of personnel management, it is advisable to take measures to improve the system of selection, placement, training, retraining and advanced training of personnel.

    Planning for the need for personnel and staffing with qualified personnel is carried out on the basis of the nomenclature list of positions of LLC “Building Products Plant”, as well as based on: the tasks of the organization related to its reconstruction; replacement of retired workers, replacement of practitioners with graduates.

    Attitudes towards labor duties are the most important indicator of the efficiency of the entire enterprise as a whole. Conscientious labor is, first of all, productive labor. Non-execution, weak return during working hours is a problem of any work collective. In market conditions, much depends only on the labor efforts of a particular person.

    The main tasks of educating employees with respect for work are:

    1) Carrying out explanatory work and bringing to each employee the essence of the ongoing socio-economic policy of the management of LLC “Building Products Plant”, all changes and events. One of the methods of this work is the system of information and economic education on various topical issues.

    2) Formation by all methods of ideological influence and material incentives among workers of the vital need for highly productive work, performance and labor discipline, production of quality products, and maximum profit.

    As a result, the following goals are achieved:

    a) each employee is aware of his place in the complex mechanism of the giant enterprise;

    b) the priority goals of the native enterprise;

    c) their role in a market economy;

    d) performing discipline is the key to success, poor labor return is the way to the labor exchange.

    Compliance with labor discipline is one of the important elements in educating workers to respect work.

    The role of labor discipline is increasing every year due to the complexity of all production processes, therefore the Internal Labor Regulations are the law for every employee of Construction Products Plant LLC.

    Labor discipline is a guarantee of highly productive work and successful implementation of the plan. Purposeful work is carried out in all departments to strengthen labor discipline. One of the areas of this work is a constant analysis of the state of growth-decrease in violations of labor discipline in labor collectives. The Human Resources Department is in close contact with the Human Resources Deputies on this issue.

    The discipline management system and the education of employees of a respectful attitude to work is based not only on the registration of violations and punishments, but also on the development of a set of measures aimed at reducing them.

    A set of measures aimed at reducing cases of violations of labor discipline:

    Conversation with employees who violated the rules of internal labor regulations; the work of commissions for work with violators of labor discipline, carried out in structural divisions;

    Conducting scheduled production meetings, where discipline issues are one of the priorities;

    Hearing of the heads of structural divisions, deputies for work with personnel on issues of strengthening labor discipline;

    Material and moral incentives for conscientious and high-quality work to an employee who does not have violations of labor and production discipline.

    Labor discipline is one of the main components of the well-being of Construction Products Plant LLC, therefore, work to strengthen it should be carried out in all areas, from the plant director to the middle manager: foreman, foreman. Only then will there be a return. And for this it is necessary to bring to personal responsibility the direct supervisors of violators of labor and production discipline. This will help to strengthen discipline in labor collectives.


    Conclusion

    The staff of an enterprise (firm) is a set of individuals who are with the firm as a legal entity in relations regulated by an employment contract. It is a team of workers with a certain structure corresponding to the scientific and technical level of production, the conditions for providing production with a labor force and established regulatory and legal requirements.

    Construction Products Plant LLC was established to meet the needs of the market for building materials, as well as to make a profit in the interests of the Founder. The founder of the Company is OAO Design and construction holding company "Saranskstroyzakazchik".

    The amount of work with personnel depends on the number of employees. The number of personnel as of 01.01.2010 amounted to 293 people, it should be noted that the number of personnel increased by 74.4% compared to 2005. Growth occurred in all categories of personnel.

    In the structure of the number of personnel, the share of workers as of 01.01 is predominant. 2010 - 78.81%. In recent years, there has been a tendency to reduce the share of the number of workers from 83.93% in 2005 to 78.81% in 2009. Staff turnover is a necessary channel for the movement of labor. It becomes a problem if it becomes excessive (10-25% or more per year). As of January 1, 2010, the staff turnover rate was 8.87%, which indicates a relatively stable situation in the personnel of the plant. However, it should be noted that in 2009 the staff turnover was lower than in 2006-2008.

    One of the ways to improve the formation of the personnel of the enterprise is to improve the work on the selection of candidates. The selection of candidates for a vacant position should be made from among the applicants by assessing the business qualities of the candidates. At the same time, it is advisable to use a special methodology that takes into account the system of business and personal characteristics, covering the following groups of qualities: 1) social and civic maturity; 2) attitude to work; 3) level of knowledge and work experience; 4) organizational skills; 5) ability to work with people; 6) ability to work with documents and information; 7) the ability to make and implement decisions in a timely manner; 8) moral and ethical character traits.

    In the course work developed a methodology for assessing the business and personal qualities of leaders.


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